– Building a sustainable future: The evolution of Clancy Construction
Clancy Construction has been redefining its role in the Irish building landscape through digital innovation and sustainable practice. Managing Director JOHN O’SHAUGHNESSY speaks with ROBBIE COUSINS about leveraging AI, meeting national infrastructure demands and the “Building Together” philosophy driving the firm toward its 2030 strategic vision.
John O’Shaughnessy
The Irish construction landscape continues to navigate a period of profound transformation, defined by a shift toward digital integration, a heightened focus on sustainability and the urgent need to deliver national infrastructure. At the helm of one of the sector’s most consistent performers is John O’Shaughnessy, Managing Director of Clancy Construction. Under his leadership, the Tipperary-based firm has not only weathered recent global headwinds but also emerged with a refined strategy that balances traditional building values with the adoption of cutting-edge technology.
Reflecting on the firm’s recent performance, John O’Shaughnessy is candid about the momentum the business has gathered. The company reported a significant turnover of over €161m for the trading year ended 31 December 2025. This represents a substantial leap from the €141m recorded in 2024, a result he attributes to a disciplined adherence to their long-term strategic goals.
He comments, “We were delighted with this performance. It was a good result overall for the year, bolstered by high-quality projects for key clients. Our strategy has always been to stick to the plan and continue building on the foundations laid over many years.”
Navigating Macro-Economic Challenges and Project Milestones
The path to this success has not been without its obstacles. Like many industry leaders, John O’Shaughnessy has to manage the ripple effects of the Russia-Ukraine war and, more recently, the US-Israel war on Iran, as well as the broader economic ecosystem’s uncertainty. He says, “The Irish construction sector has faced an energy crisis and fluctuating construction costs, yet it remains remarkably versatile. Despite these challenges, Clancy Construction has secured and progressed several landmark developments.”
One such milestone is the firm’s continued dominance in the healthcare and residential sectors. The company has built a reputation for excellence in live healthcare environments where precision and safety are paramount. A standout achievement in 2025 was the completion of enabling works at St Vincent’s University Hospital, Dublin, for the new maternity hospital, a project that reinforces Clancy’s expertise in complex acute hospital settings. On the residential front, the scale of their operations is equally impressive. The €85m Ard Griffin scheme in Midleton, Co Cork, represents one of the largest private housing developments undertaken by the group, comprising 330 units. Additionally, the nearing completion of a €38m residential scheme at St Laurence’s Park in Stillorgan, Dublin, highlights the contractor’s ability to integrate community infrastructure, such as a new library, into modern living environments.
A game changer for national infrastructure
Beyond individual projects, John O’Shaughnessy is deeply engaged with the broader question of how Ireland delivers essential infrastructure. He expresses a cautious but firm confidence in the government’s recent efforts, particularly regarding the National Development Plan (NDP). Much of his confidence stems from the work of Sean O’Driscoll, the head of Glen Dimplex who the government appointed to its Accelerating Infrastructure Taskforce.
“The Accelerating Infrastructure Taskforce Report [published in December 2025] is a genuine game-changer for the Irish construction industry and the national economy. I was delighted to see Sean O’Driscoll retained by the government to oversee the implementation phase, ensuring the 30 specific actions identified are followed through. This gives me a lot of confidence because the government appears to realise at last that they must do something different, rather than letting the report sit on a shelf. I look forward to the next 12 months, as most of these actions are slated for completion by the first quarter of 2027. If implemented correctly, this programme will provide the certainty needed for investors and help resolve the housing, infrastructure, and energy crises currently facing the country.”
Digital transformation and the rise of AI in construction
Clancy Construction has positioned itself as an early adopter of digital transformation, a move that John O’Shaughnessy views as a mechanical necessity for modern efficiency rather than just a trend. He believes they are one of the first contractors of their size to implement a digital strategy of such detail. Central to this is the firm’s adoption of an Artificial Intelligence (AI) strategy, supported by a dedicated internal team.
He explains, “The application of AI at Clancy has proven to be remarkably practical and a very pragmatic move as it has simplified a number of substantial time consuming administrative tasks.
For instance, we have five different projects currently utilising AI to improve business processes. One of the most successful applications involves automating the matching of delivery dockets with invoices. In an industry where thousands of dockets must be processed monthly to pay suppliers, this was historically a challenging manual task. Today, roughly 80% of this matching process at Clancy is automated using AI, creating a massive efficiency gain for our business.”
Beyond administration, the firm is using AI in tendering and pre-qualification processes, which O’Shaughnessy notes has been exceptionally beneficial.
Sustainability and modern methods of construction
Sustainability is no longer an optional extra for Clancy; it is a core component of its operational DNA.
“We have a sustainability strategy that extends to 2030, which we track closely against the United Nations Sustainable Development Goals. We are not just talking about these goals but are actively implementing them on an annual and measurable basis.”
This commitment to the future is inextricably linked to modern methods of construction (MMC). John O’Shaughnessy argues that the shift toward MMC hasn’t just come from a desire to be innovative, but out of absolute necessity.
“With a significant skills gap and a lack of traditional tradespeople, the industry has had to pivot toward off-site construction. Clancy has embraced this by incorporating precast concrete, insulated concrete forms, and light gauge steel (LGS) systems into our large-scale developments.”
However, O’Shaughnessy is quick to point out that even with these modern methods, traditional trades like plastering and tiling remain essential, and the industry must continue to support those pathways.
John O’Shaughnessy on the philosophy of ‘Building Together’
At the heart of Clancy’s success is a culture that John O’Shaughnessy describes as ‘Building Together’. This philosophy is rooted in a belief in partnership and collaboration with all stakeholders, not just on a project-by-project basis, but as a fundamental business value. He stresses that the managing director is only one person and that success is entirely dependent on the team.
“Clancy is one team where everyone, from graduates and apprentices to senior directors, pulls in the same direction. This culture is driven by six core values that dictate how the firm operates every day. This isn’t just corporate jargon; it is the reason people choose to stay with the firm. By working by these values, we have created an environment where employees can be happy within their own skin and proud of the work they do.”
Attracting the next generation of builders
One of O’Shaughnessy’s most passionate topics is the development of young talent. Having recently stepped down as the chair of the Education Training Committee within the CIF after a decade of service, he has a unique perspective on how the industry must evolve to attract graduates and tradespeople.
He observes that the current generation coming out of college is different; they want to see a company’s contribution to society and sustainability.
“Young people today,” he notes, “want to leave a mark on the world and see that they are making a difference. Clancy is uniquely attractive to this demographic because we do what we say we are going to do. For instance, we are highly committed to providing apprenticeship opportunities, including newer routes like surveying and engineering apprenticeships. These offer vital alternatives to the traditional college path.
While he acknowledges that “wet trades” like plastering and decorating are struggling to attract applicants, he remains hopeful that by moving more quickly on training reforms and tapping into national training funds, the industry can resolve its skills shortages.
Towards 2030
As John O’Shaughnessy looks to the future, his focus remains on executing the firm’s 2026-2030 strategy. He states there is a clear ambition: To reach a sustainable turnover of €250m while maintaining the company’s reputation as a leader in innovation, digital sustainability, and Lean construction.
He envisions a Clancy Construction that continues to grow not just in size, but in influence. There is even the potential for international expansion on the radar, although the current focus remains on the strong sectors they operate in within the Republic of Ireland. Ultimately, John O’Shaughnessy’s goal is to leave the company’s culture stronger than he found it, ensuring that every new hire knows exactly what is expected: a commitment to core values, a belief in collaboration, and a constant drive to think ahead. With a solid team and a clear vision, the journey toward 2030 looks to be as transformative as the years that preceded it.
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