Welcome to the July edition of Get Connected Industry Insights.
Firstly, I’d like to extend a warm welcome to everyone who has joined the Get Connected community over the past month. It’s fantastic to see our community continuing to grow with businesses and professionals from across Australia who share a common goal of staying informed, connected and positioned for future opportunities.
One of the questions I’m often asked is, “What makes Get Connected different?”
The answer is quite simple: Our aim isn’t to tell you what has already happened. By the time a project reaches the headlines, many of the important conversations have already taken place. Procurement strategies have been discussed, stakeholder relationships have been established, approvals are being worked through and businesses have already started positioning themselves for the opportunities ahead.
That’s why Industry Insights exists. Each month, we look beyond the announcements and explore the conversations, trends and observations that are shaping industry across Queensland.
Sometimes those insights come from discussions with project proponents, government, industry associations or the supply chain itself. Other times they come from asking a different question or looking at an issue from a perspective that isn’t often discussed.
Our objective isn’t simply to provide information. It’s to help you think differently about where industries are heading, where future opportunities may emerge and how your business can position itself before the market catches up.
This month’s edition reflects that approach. Rather than focusing on what projects have been announced, we’ve explored some of the broader shifts occurring across industry. From how businesses assess opportunities and the changing expectations placed on the supply chain, to the future role of data centres, copper and regional industrial development, each article asks a simple question: what does this mean for Queensland businesses?
I hope these insights challenge your thinking, spark conversations within your business and, most importantly, help you identify opportunities that may not yet be obvious.
Thank you again for being part of the Get Connected community. I hope you enjoy this month’s Industry Insights, and as always, I welcome your thoughts, observations and feedback.
Kieran Moran – Director: Connecting Industry.
What If Technical Capability Is No Longer Enough?
For decades, technical capability has been one of the primary ways businesses have differentiated themselves. Experience, specialist knowledge, quality systems and the ability to consistently deliver complex work have formed the foundations of Queensland’s industrial supply chain, and rightly so. Those qualities remain essential today. Yet after countless conversations with project proponents, contractors, consultants and suppliers over the past year, I’ve found myself asking whether the market is beginning to value something more.
Not because engineering, construction or specialist expertise have become less important, but because the environment in which projects are being developed has fundamentally changed.
A decade ago, the pathway from concept to construction was generally more straightforward. Projects were largely driven by technical and commercial considerations, with the focus centred on design, approvals, procurement and delivery. While challenges certainly existed, they were often addressed as projects progressed.
Today, that journey looks very different. Before construction can even begin, projects are shaped by planning frameworks, environmental approvals, community expectations, social licence, workforce availability, cultural heritage, transmission constraints and an increasingly complex regulatory environment. These considerations are no longer secondary to project delivery. In many cases, they determine whether a project proceeds at all.
For the supply chain, this presents both a challenge and an opportunity.
Many businesses continue to market themselves by highlighting the services they provide, the projects they have completed and the expertise they bring to the table.
While those credentials remain important, they are increasingly becoming the baseline rather than the competitive advantage. Technical capability may be what gets a business considered, but it is no longer always what sets it apart.
Increasingly, proponents are looking for businesses that understand the broader context in which projects are delivered. They value organisations that understand Queensland’s regions, appreciate the importance of community and stakeholder engagement, recognise potential risks before they become costly delays and understand the practical realities of delivering projects in regional communities. That knowledge cannot be found in a capability statement alone. It comes from experience, relationships and a genuine understanding of how projects evolve.
I’ve noticed that the businesses building the strongest relationships are often those contributing far more than a quotation. They challenge assumptions, provide local insight, identify opportunities and introduce proponents to the people, organisations and information that help projects move forward. They understand that successful projects are rarely defined by technical excellence alone. They are shaped by hundreds of decisions made long before construction begins.
There has also been another subtle shift. The businesses securing repeat opportunities are often the ones asking thoughtful questions before offering solutions. Rather than immediately pricing a scope of work, they seek to understand where a project sits in its development journey, what challenges have already been addressed and which ones still lie ahead. Those conversations create value because they demonstrate an understanding that extends beyond the work itself and into the success of the project as a whole.
Perhaps this is where the supply chain’s next competitive advantage will emerge. Not from investing in another piece of equipment or expanding a service offering, but from developing a deeper understanding of how projects succeed in today’s environment and positioning themselves as trusted partners rather than simply capable suppliers.
Technical capability will always remain fundamental. Without it, projects cannot be delivered. Increasingly, however, technical capability is becoming the ticket to enter the conversation, rather than the reason a business is invited back.
The businesses that stand out over the next decade are likely to be those that combine technical excellence with commercial awareness, regional knowledge and an understanding of the increasingly complex environment in which projects are developed.
Because as projects continue to evolve, perhaps the most valuable businesses won’t simply be those that know how to build them. They’ll be the businesses that understand what it takes to make them possible.
When Should the Supply Chain Start Qualifying Projects?
One of the great strengths of Queensland’s industrial supply chain is its willingness to engage early. Businesses understand that relationships matter, opportunities often begin long before formal procurement, and today’s conversation can become tomorrow’s contract.
It is one of the reasons Queensland has developed such a capable and responsive network of contractors, consultants, manufacturers and service providers that are prepared to support projects from the earliest stages.
Lately, however, I’ve noticed a different conversation taking place across the industry. It isn’t about whether businesses should engage with new proponents. Everyone recognises the importance of early engagement. Instead, the discussion is becoming about how businesses determine which opportunities deserve their time, expertise and resources.
As renewable energy, mining, infrastructure and manufacturing projects continue to emerge across Queensland, more proponents are approaching the market seeking capability statements, preliminary pricing, budget estimates and technical advice. These requests are often made well before a project has reached investment approval or entered procurement. In many cases, that early engagement is entirely appropriate. It helps proponents understand regional capability, informs project planning and begins building relationships with the businesses that may ultimately deliver the work.
The challenge arises when project development has not progressed to the point where those conversations are properly informed.
Queensland’s project environment has changed significantly over recent years. Developing a major project today requires much more than securing land and identifying a grid connection. Community expectations have evolved, planning pathways have become more complex and social licence has become an increasingly important factor in whether projects gain momentum. Proponents also need to understand workforce availability, regional capability, environmental obligations and the practical realities of operating within the communities in which they hope to invest.
Businesses working within the supply chain often recognise these gaps long before they become visible to the broader market. A proponent may be seeking quotations while still developing its understanding of government requirements or local stakeholder expectations. Others may still be testing commercial assumptions or attempting to demonstrate market interest to investors. None of these activities are inherently negative, but they do represent very different stages of project maturity.
Every request for a quotation, every capability presentation, every site meeting and every piece of technical advice requires an investment from the businesses being approached. For many small and medium-sized enterprises, that investment is significant. It consumes time, expertise and resources that could otherwise be directed towards existing clients or projects with a clearer pathway to delivery. While unsuccessful projects are often viewed as a cost for developers, there is far less discussion about the cumulative cost absorbed by the supply chain through opportunities that never progress beyond the early planning stages.
Perhaps this is where the conversation needs to evolve. Just as proponents undertake due diligence on contractors and suppliers, businesses may also benefit from undertaking their own assessment of project readiness. Understanding where a project sits within its development journey, how well the proponent understands Queensland’s regulatory landscape and whether the key foundations have been established provides important context when deciding how much time and effort to invest.
This is not about becoming cynical or turning away early opportunities. Relationships will always remain one of the most important drivers of future work, and businesses should continue engaging with emerging proponents. It is, however, about recognising that not every enquiry represents the same level of opportunity and that asking thoughtful questions is now part of good commercial practice.
Interestingly, the proponents who are best prepared often stand out very quickly. They understand the region they hope to invest in, they have taken the time to learn the regulatory environment, they appreciate the importance of community and stakeholder engagement, and they approach the supply chain with a clear understanding of why they are seeking its expertise. Those conversations are productive because they respect the time and knowledge of the businesses involved.
As Queensland’s project pipeline continues to grow, perhaps one of the most valuable skills the supply chain can develop is learning to qualify projects as carefully as proponents qualify suppliers. At the same time, project readiness may become a competitive advantage for proponents themselves. Those who arrive with a genuine understanding of Queensland’s evolving project landscape are more likely to build confidence, stronger relationships and, ultimately, projects that have a greater chance of progressing.
Because in today’s market, success is no longer determined solely by who engages first. It may increasingly be determined by who is genuinely ready to move forward.
Could AI Be Central Queensland’s Next Major Industry?
When people think about artificial intelligence, they often picture software developers, technology companies and office towers in Sydney, Melbourne or Brisbane. Rarely does the conversation turn to regions like Central Queensland. Yet as AI continues to transform industries and reshape economies, there is a growing argument that some of Australia’s greatest opportunities may lie far from the traditional technology hubs.
Recent discussion around the rapid growth of data centres has focused heavily on the challenges they present. Concerns have been raised about increasing electricity demand, water consumption, transmission infrastructure and environmental impacts. As governments, regulators and communities grapple with these questions, much of the national conversation has centred on how Australia can accommodate the infrastructure required to support AI and the digital economy.
What receives far less attention is where the infrastructure should actually be located.
In many ways, Australia appears to be approaching the challenge from the perspective of demand rather than capability. The focus remains largely on servicing major population centres, even as concerns grow about grid capacity, land availability, community impacts and infrastructure constraints. Yet when viewed through a different lens, regions like Central Queensland begin to look less like remote industrial centres and more like locations uniquely positioned to support the next generation of energy-intensive industries.
For decades, Central Queensland has built its economy around industries that require significant amounts of power, water, land and infrastructure. The region has developed deep industrial capability, established transport networks, major port infrastructure, significant energy generation capacity and a workforce accustomed to supporting complex industrial operations. These assets were not built for artificial intelligence, but they may prove increasingly relevant as the demands of the digital economy continue to grow.
What makes this particularly interesting is that many of the same conversations that dominated regional development discussions over the past several years centred around hydrogen. Renewable energy projects, transmission infrastructure, industrial land, water security and workforce capability were all viewed as critical ingredients for attracting future investment. While hydrogen remains part of the long-term discussion, the rapid growth of AI is creating another potential source of demand that requires many of the same foundations.
The difference is that data centres are not searching for mineral deposits, agricultural land or proximity to customers. Increasingly, they are searching for reliable energy, connectivity and long-term operating certainty. As artificial intelligence expands, computing power becomes a product in its own right, and the facilities that provide that computing power become critical infrastructure.
This raises an interesting question for regions like Central Queensland. For years, energy has largely been viewed as a cost of doing business. Today, it may be becoming something far more valuable. In a world where industries are searching for secure and scalable energy sources, access to power itself may become a competitive advantage. The regions best positioned to supply that power may find themselves attracting industries that would previously never have considered locating outside major metropolitan areas.
Perhaps this is where the conversation becomes bigger than data centres. It becomes a discussion about where Australia’s future industries will be located and what factors will influence those decisions. Historically, major investment followed resources, transport corridors and export infrastructure. Increasingly, there are signs that future investment may follow energy.
If that proves to be the case, Central Queensland’s strengths may look very different through the eyes of future investors than they do today. The region’s energy assets, industrial capability, available land and established infrastructure may not simply support traditional industries. They may position the region to participate in entirely new ones.
The discussion about data centres is therefore not really a discussion about data centres at all. It is a discussion about where Australia’s next wave of industrial growth could emerge. The question is not whether data centres will be built in Australia. The question is whether regions like Central Queensland are positioning themselves to be part of that future before the opportunity passes elsewhere.
As artificial intelligence continues to accelerate, it may be worth asking whether Central Queensland is simply watching the growth of a new industry or whether it has the potential to become part of it.
Is Central Queensland Missing Its Biggest Supply Chain Opportunity?
When people talk about the future of Central Queensland, the conversation is usually dominated by projects. New mines, renewable energy developments, transmission infrastructure, manufacturing facilities and industrial expansions all attract attention because they create jobs, investment and economic activity. Yet during a recent industry discussion, a different conversation emerged. One that wasn’t really about projects at all, but about what sits behind them.
The discussion began around freight and logistics. On the surface, it was about how businesses might work together to reduce costs, improve efficiency and better utilise existing supply chain infrastructure. But as the conversation evolved, it became clear that freight was only part of the story. What people were really discussing was the future competitiveness of Central Queensland and the role the region could play in supporting the next generation of industrial growth.
For decades, Central Queensland has been recognised as one of Australia’s most productive regions. It exports billions of dollars’ worth of commodities and products to global markets every year, supported by world-class infrastructure, deep water port facilities, industrial land, rail networks and a highly skilled workforce. Yet despite these advantages, many of the supply chains that support businesses across the region continue to operate through Brisbane and other capital cities.
Equipment arrives there. Products are stored there. Distribution networks are centred there. Value is created there. Then much of it is transported north to the very regions driving a significant portion of Queensland’s economic output. It raises an interesting question. As Central Queensland continues to grow, does that model still make sense?
What if the next stage of regional development isn’t simply attracting more projects, but capturing more of the economic activity that surrounds them? Every major project requires equipment, consumables, spare parts, specialist products, warehousing, logistics and support services. Those supply chains don’t appear overnight. They develop gradually, often years before construction begins and long before the headlines start appearing.
As investment continues to flow into mining, renewable energy, battery storage, critical minerals, defence and advanced manufacturing, the demand for these supporting services will only increase. The question for Central Queensland is whether the region positions itself to play a larger role in those supply chains or continues to rely on models designed around capital city distribution networks.
What struck me most during the discussion was that people weren’t really talking about containers, freight routes or transport costs. They were talking about opportunity. They were talking about how regional businesses can become more competitive. They were talking about creating efficiencies, attracting investment and building an ecosystem that supports long-term growth. Freight simply happened to be the lens through which the conversation started.
Perhaps the most powerful observation was that many opportunities already exist today. The infrastructure is here. The industrial capability is here. The workforce is here. Yet awareness remains one of the biggest challenges. In many cases, businesses continue to operate the way they always have because that is the way things have always been done. Not because it is necessarily the most effective model for the future.
The regions that thrive over the next decade will not simply be those that host major projects. They will be the regions that build the supporting ecosystems around them. The warehousing, logistics, distribution networks, service providers and industrial capability that create value long after individual construction projects are completed. They will be the regions that recognise economic development is about more than attracting investment. It is about positioning local businesses to participate in the opportunities that investment creates.
Perhaps that is the real conversation Central Queensland should be having. Not just how many projects are coming, but what role the region wants to play in supporting them. Because while projects will always matter, the greatest long-term opportunity may lie in the systems, relationships and supply chains that connect them all together.
And perhaps that opportunity is larger than many people realise.
Are We Asking the Wrong Questions About Queensland’s Copper Future?
As we prepared for this week’s Connecting Copper & Gold Forum Queensland, I received an email asking why we were holding the event in Gladstone rather than Townsville. It was a fair question. Townsville has long been recognised as Queensland’s major copper export hub and has played an important role in supporting the North West Minerals Province for decades. On face value, it probably does seem like the obvious location.
I replied by explaining why we had chosen Gladstone. The forum focuses on Queensland’s copper and gold project pipeline, including the growing number of projects emerging across Central Queensland, and Gladstone sits within one of Australia’s largest industrial regions. But after I sent my response, I found myself thinking less about the question and more about what sat behind it.
Perhaps we’re asking the wrong question.
For years, conversations about copper have largely centred on where it is mined, how it is transported and which port it leaves from. Those are important discussions, but they only tell part of the story. They tend to focus on the end of the supply chain, when in reality the greatest opportunities for many businesses occur years before the first shipment is exported.
Every copper project begins long before a train arrives at a port. It starts with exploration, drilling, environmental studies, engineering, approvals, financing, construction and the countless businesses that support those activities along the way. By the time concentrate is ready for export, hundreds of companies have already contributed to making the project possible.
That is why I believe Queensland’s copper story is becoming much bigger than a discussion about mining or export infrastructure.
As the world accelerates towards electrification, renewable energy, battery storage, transmission upgrades and advanced manufacturing, copper is becoming one of the most strategically important resources on the planet. Demand is expected to increase significantly over the coming decades, not simply because more copper will be mined, but because almost every industry shaping our future depends on it in some way.
What interests me is what this could mean for Queensland.
If demand continues to grow as many predict, is our ambition simply to extract more copper, or should we also be asking how Queensland captures more of the value created around it? That value isn’t limited to refining or manufacturing. It exists throughout the entire project lifecycle, creating opportunities for engineers, environmental consultants, drillers, transport operators, accommodation providers, technology businesses, training organisations, professional services and countless other suppliers that help move projects from discovery through to production.
This is where I think many businesses have an opportunity to shift their thinking. Too often we define industries by where the product leaves Queensland. Perhaps we should start defining them by where Queensland creates value. They are two very different conversations.
Whether copper leaves through Townsville, Gladstone or another port altogether is undoubtedly important. But from a supply chain perspective, the more interesting question is how Queensland businesses position themselves to participate in the growing pipeline of projects that will underpin that export activity for years to come.
Maybe that’s why I wasn’t particularly concerned by the email. Because the purpose of the forum has never been to debate which city owns Queensland’s copper industry. It has always been about understanding the pathway from exploration to production and identifying where opportunities exist for the businesses that support it.
As I reflected on the conversation, I realised that perhaps the biggest opportunity isn’t choosing between Gladstone and Townsville at all. Perhaps it’s recognising that Queensland’s copper future will be shaped by far more than the port from which it is exported. It will be shaped by the capability of the businesses, the strength of the supply chain and the regions that understand where value is really created.
And for me, that’s a much more interesting conversation than simply asking where the copper goes.
Get Connected Member Benefit – Early Attendee List Access
One of the practical benefits of being part of the Get Connected community is receiving attendee lists before our major events. We believe the best networking doesn’t begin when you arrive, it begins beforehand. Reviewing who’s attending allows you to identify businesses you’d like to meet, make introductions ahead of the event and approach the day with purpose rather than leaving valuable connections to chance.
Please connect to the link below for the list for this week’s Connecting Copper & Gold Forum Queensland. While registrations are just closing now, we wanted our Get Connected members to have early visibility of the businesses and professionals who have already committed to attending.
As always, we ask that the information is used respectfully and solely for genuine relationship building. The attendee list is provided as an exclusive member benefit and is not to be used for unsolicited marketing or bulk promotional activity.
Connecting Copper & Gold Forum Attendee List.
Upcoming Events & Early Industry Access
One of the benefits of being part of the Get Connected community is receiving early visibility of upcoming Connecting Industry events before they are broadly promoted.
We intentionally release most events only six to eight weeks before they are held, giving our subscribers an opportunity to plan ahead, secure tickets early and position themselves for the conversations and networking opportunities that matter most.
19 August – Connecting Industry Luncheon | BMD Group
We’re pleased to provide our Get Connected community with an early look at our next luncheon, which will feature BMD Group, one of Australia’s leading integrated engineering, construction and urban development businesses.
As Queensland continues to invest in transport, energy, mining and regional infrastructure, BMD remains involved in some of the state’s most significant projects. Rather than focusing solely on the projects themselves, this luncheon will explore how businesses can better understand working with major contractors, positioning themselves within project supply chains and building relationships that extend well beyond individual tenders.
If your business is involved in construction, engineering, professional services, manufacturing, transport, civil works, maintenance or project support, this will be a valuable opportunity to hear directly from one of Australia’s largest contractors and connect with businesses operating across the broader supply chain.
Looking further ahead, planning continues for our remaining 2026 program, with the following events currently scheduled:
- 7 October – Connecting Industry Luncheon featuring Alua Energy and Squadron Energy.
- 25 November – Connecting Industry Luncheon featuring New Colton Coal and Greenvale Energy.
As always, presenting companies and event schedules remain subject to change as projects and industry priorities evolve.
Beyond the events themselves, the real value often comes from the relationships formed before, during and after each gathering. Time and again, we’ve seen businesses secure introductions, partnerships and opportunities simply by being present and engaging with the right people at the right stage of a project’s journey.
Get Connected Member Benefits
As part of the Get Connected community, you receive:
- 10% discounted access to all Connecting Industry events using the code GETCONNECTED26.
- Early visibility of upcoming events before public release.
- Priority access to secure your place at events that regularly sell out.
- Opportunities to explore event sponsorship, providing additional visibility and engagement with presenters, industry leaders and attendees.
We look forward to seeing many of you at our upcoming events as we continue connecting businesses with the people, projects and opportunities shaping Queensland’s future.
Help Shape the 2027 Program
Over the coming months, we’ll begin finalising our 2027 Connecting Industry events calendar and confirming the businesses, project proponents and industry leaders who will present throughout the year.
As a member of the Get Connected community, we’d love your input.
Are there particular project proponents, major contractors, resource companies, renewable energy developers, manufacturers, government agencies or industry leaders you’d like to hear from? Is there a project or emerging industry you believe the supply chain should better understand?
Our events are designed to bring the right people into the room at the right time, creating opportunities for businesses to build relationships, better understand upcoming projects and position themselves before procurement begins.
If there’s a conversation you believe industry should be having, or an organisation you think should be standing on stage, we’d love to hear from you.
After all, Get Connected is built around one simple idea: bringing industry together to have the conversations that matter most.
To submit your suggestions, email: kieran@connectingindustry.com.au
Join the Conversation
One of the most rewarding parts of producing Get Connected Industry Insights has been the conversations that happen after each edition is released.
Many of the ideas explored this month didn’t begin as articles. They began as discussions over coffee, conversations at industry events, phone calls with business owners, or observations shared by people working across Queensland’s resource, construction, manufacturing and energy sectors. Those conversations often provide insights that never appear in a media release or project announcement, yet they can be incredibly valuable in helping businesses understand where industries are heading.
That’s exactly what we’d like this community to become.
If you’ve noticed a shift in your industry, identified an emerging opportunity, encountered a challenge that others may also be experiencing, or simply have a perspective you believe would benefit the broader supply chain, we’d love to hear from you.
You don’t need to write an article. Sometimes a simple observation, a question or a conversation is enough to spark an Industry Insight that helps hundreds of businesses think differently about the market.
Our focus will always remain on sharing practical, balanced and commercially relevant insights rather than promoting individual businesses. The objective is to help our community better understand the trends, opportunities and challenges shaping industry across Queensland.
If there’s a conversation you think the industry should be having, or an observation you’d like to share, we’d love to continue it with you.
Contribute to the Conversation
Kieran’s Industry Observation
One of the strongest observations emerging from industry at the moment is that the greatest opportunities are no longer always the most obvious ones.
A renewable energy project is no longer just about generating electricity. A copper project is no longer simply about mining and export. A data centre is no longer just another piece of digital infrastructure. Behind each of these are broader conversations about supply chains, regional development, industrial capability, workforce, energy, manufacturing and where future value will be created.
For businesses, this means the next opportunity may not arrive in the form of a tender or procurement package. It may begin as a conversation about policy, a discussion around infrastructure, a change in market demand or a shift in how an industry is evolving.
The businesses that consistently position themselves ahead of the market are rarely those waiting for opportunities to appear. They are the businesses paying attention to the conversations shaping what comes next and asking themselves where they fit within that future.
That is the purpose of Get Connected.
Not simply to report on what is happening today, but to help you identify the trends, conversations and industry movements that may shape your business tomorrow.
Thank you again for being part of the Get Connected community. We look forward to continuing those conversations with you.
Kieran Moran – Director: Connecting Industry Pty ltd.
