Andrew Van Meel is National Director & BIM Advisory Lead at WT, where he drives the integration of digital engineering, BIM, and data-led cost management strategies across complex projects. With extensive experience in the property and construction sectors, Andrew helps clients in Build-to-Rent, PBSA, later living, and social housing achieve greater value through smarter project delivery. His expertise bridges technology and commercial outcomes, ensuring data and digital tools translate into measurable results. We asked Andrew a few questions on his experience of accelerating and improving project delivery.

The Living Sectors are under huge pressure right now. How can digital tools like BIM help developers respond quickly without cutting corners?

BIM is already embedded in most projects as a deliverable from the main consultants, but without clear governance its full value is rarely realised. By establishing a BIM governance framework, developers can ensure the right data is built into the model from day one, enabling faster, more confident decision-making through centralised project information. A robust model management plan keeps consultants designing in the digital space, ensuring design risks, clashes, and coordination issues are detected early – minimising rework, reducing costs, and keeping projects on track.

WT works across PBSA, BTR, later living, and social housing. Where do you see the biggest opportunities to use data-led cost management for value creation?

Being able to access real-time data in a consistent, comparable format allows informed decision-making from the outset. Analysing costs across multiple projects at once ensures the right metrics are used when providing trusted advice to clients. Data-led decisions made during the acquisition phase can prevent costly surprises and avoid design-phase headaches, setting the project up for a smoother, more efficient delivery.

More owners are investing in digital models early. What’s the secret to getting value from these models beyond construction — into operations and asset management?

Failing to plan is planning to fail – especially in today’s high-pressure development environment. Establishing BIM governance from day one aligns the entire design team with the developer’s strategic objectives, whether that’s reducing tender risk, tightening trade contingencies, ensuring precise as-built verification, or enabling seamless operational and asset management. When treated as an organisational investment rather than a one-off project cost, a BIM governance framework creates consistency, drives efficiency, and safeguards digital quality across every development. Independent BIM management, separate from design consultants, ensures full transparency, accountability, and delivery of agreed outcomes – setting every project’s digital assets up for maximum long-term value.

We talk a lot about “big data” in construction. How do you turn that into “smart data” that’s connected, structured, and actually usable?

The challenge in construction is not the lack of data, but that it is often inconsistent and unstructured. Every project generates thousands of data points – from design models and procurement schedules to site reports and asset registers – but unless this information is properly structured and connected, it delivers little value. BIM unlocks this potential by defining clear information requirements and applying consistent data standards, transforming “big data” into “smart data” that is accurate, connected, and usable across the entire project lifecycle. The digital model becomes the central hub, linking design, cost, program, and asset information into a federated environment – creating a true single source of truth. This allows data to flow seamlessly into cost planning, procurement, and facilities management, while also enabling predictive insights into risk, design efficiency, and lifecycle performance. In short, enhancing the quality of models from the earliest design phase ensures that the right information is available, in the right format, at the right time – turning data into a strategic asset that drives faster, smarter, and more confident decision-making.

Looking 5–10 years ahead… Which emerging tech will disrupt cost management in the Living Sectors the most? How do you rate AI opportunities?

As AI and automation take over traditional measurement tasks, the role of the Quantity Surveyor will shift significantly. Faster, BIM- and AI-driven quantity take-offs will free QS professionals from repetitive measurement, enabling us to focus on interpreting data, providing insights, and advising on strategic decision-making. Instead of being asked “what does it cost?”, we will increasingly be asked “why does it cost this way, and how can it be optimised?” This evolution will reposition cost managers as data interpreters and value advisors, spending less time on measurement and more time analysing cost drivers, market behaviours, and lifecycle outcomes. In turn, this will allow us to offer clients deeper insights into design, procurement, and operational strategies that improve whole-of-life value. While several emerging technologies – such as blockchain for smart contracts, robotics in construction, and AR/VR for design validation – will play a role, it is the integration of AI with digital engineering (BIM, digital twins, IoT-enabled assets) that represents the greatest opportunity. Together, they will transform cost management into a real-time, intelligence-led service. This won’t just improve estimating – it will fundamentally reshape how we measure value, manage risk, and guide decision-making in the Living Sectors.

Andrew is a presenter at the Living Sectors Summit this November and WT is a valued event partner. View the brochure for details on his session and the full two-day agenda.