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Clarke crystallised our purpose and vision. We started asking ourselves why the company existed and what difference we wanted to make, whether that was for the built environment, the people who work here, the people we interact with or the people who use the buildings we help deliver,” Eugene reflects. Those answers reshaped Clarke’ s approach to growth.
Talent and purpose
Commercial targets still matter, but now they form part of a broader ambition built around talent and purpose. Eugene shares,“ By 2035 or 2040, we want to look back and see that we’ ve left a legacy of talent. That we’ ve brought people through the business, developed them and helped create better opportunities for them and their families. Importantly, we want to measure our impact on the built environment. How many buildings have we made safe? How many homes did we help create for young families? How many hospital beds did we help deliver? That’ s the stuff that really matters to us.”
The conversation about legacy led Clarke to launch the Growth Academy, which formalises talent development pathways throughout the organisation. Clarke recognised that many of its strongest performers came up through apprenticeships and internal development routes, so the company built on that strength.
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