At Tomlinson, change isn't a challenge. It's a competitive strategy.
While some construction companies are still debating the cost and complexity of going digital, Ottawa-based R.W. Tomlinson Limited has already embedded technology adoption into the DNA of its operations. With a fleet of over 700 machines reporting into Caterpillar's VisionLink platform, a cloud-based telematics and productivity system, Tomlinson has full visibility into real-time operations across its construction, aggregates, and recycling businesses. With integrated dashboards at job sites and a workforce trained in telematics and data-driven decision-making, this third-generation, family-owned business has demonstrated a consistent commitment to digital transformation.
Ryan Downing, vice president of materials and operations, doesn't describe Tomlinson as a tech company, but he might as well. Tomlinson has embedded AI functionality within its IT department, where AI specialists and a dedicated research analyst focus on applying intelligent tools to streamline operations. Their work includes developing chatbots for faster data access and exploring AI-based analysis of downtime reports.
"We embrace AI here. So yeah, we're construction, but we're a little bit more than that. We attract a lot of different talent in our market here because of our ability to change and adapt to that technology."
This embrace of technology stems from leadership that doesn't just accommodate innovation, they expect it.
Tomlinson is built on three core values. These principles, defined through internal sessions and field team feedback, shape how the company manages its people and how it evaluates new equipment and systems. For Downing, these values also explain why Tomlinson has been able to stay ahead of the tech curve.
The first core value highlights that Tomlinson is driven to push boundaries to deliver the best results possible. With the second core value in mind, the company is committed to its customers' success. And Tomlinson's growth mindset is focused on team and organizational development.
This includes leveraging platforms like VisionLink to turn job site data into decisions. "We've grown into it," Downing says, noting that tools like Cat Grade and VisionLink didn't just arrive; they were adopted with purpose.
The tone for embracing new tools and technologies is set by CEO Ron Tomlinson, whom Downing credits as a relentless champion for change.
"Ron pushes us to find technology and to use that technology to make the business better," Downing says. "Sometimes he'll even go out and buy the tools before anyone else is on board, just because he knows they're going to be good for the company."
A long-standing commitment to innovation laid the foundation, but a significant highway project, undertaken over 15 years ago, propelled Tomlinson into the next phase of technology adoption. GPS-based technology and 3D grading tools soon followed, becoming common across their fleet.
"We just felt like we were behind and we wanted to be ahead," says Downing. The early goal was simple: improve accuracy and remove guesswork for field crews. Over time, the company has evolved its use of technology to address broader operational challenges like cost control, fuel efficiency, scheduling, and asset management. With VisionLink, Tomlinson now monitors everything from real-time utilization and idle time to fuel-consumption metrics and site-wide productivity.
"A machine sitting, not running, is expensive. A machine sitting, running, but not working, is even more expensive," says Downing. "VisionLink helps us understand those patterns and act on them."
Within a few years, Downing says Tomlinson had acquired more surveying technology than any dedicated surveying company in Eastern Canada.
Change doesn't always come easy in construction. Downing acknowledged the skepticism that can arise when introducing new systems, especially among experienced operators. But the company has learned to meet resistance with structure and support.
"We're change-hungry here," says Downing. "But we also know that change is scary." Tomlinson doesn't just roll out a new tool and expect it to work. The company understands the value in providing its team with the training, the calibration, and the time to become experts in the new tools.
Downing emphasizes that success only comes when users are fully engaged. "[Support] enables people to adopt the ability to change. We try to get people's mindsets around the fact that [they] can change and [they will] be successful."
That philosophy extends across the company. Operators are encouraged to make suggestions and test innovative solutions, while internal teams and field crews are supported by dealer expertise and in-house training. Downing acknowledges Caterpillar's authorized dealer, Toromont Cat, for facilitating the smooth integration of new machines and VisionLink tools.
John Windle, machine sales rep for Toromont Cat, credits Tomlinson's success with technology to its proactive approach and commitment to partnership. He describes how the company doesn't hesitate to explore new tools and often challenges the dealer to help make it happen. According to Windle, Tomlinson's trust in its partners creates the kind of working relationship where ideas can be tested quickly, problems can be solved fast, and new systems have room to take hold.
VisionLink's biggest impact at Tomlinson is how it helps the company turn raw data into actionable intelligence.
Inside the company's quarries, for example, daily safety meetings begin with operators reviewing site dashboards that show utilization and idle time. "The guys have turned it into a bit of a competition," says Downing. "They're competing with other sites to see who can get the lowest idle time. That saves fuel, saves wear on the equipment, and makes everything last longer."
On the logistics side, VisionLink enables direct communication between scales and loaders. Loaders know what product they are moving, how much they've moved, and which truck is waiting. The result? Faster load times, reduced wait times for customers, improved allocation of equipment across multiple business units, and better customer service.
Downing explains that Tomlinson's integrated operations give them a unique advantage. "If that machine's working at a quarry or if it's working at our C&D facility, it doesn't matter to me," he says. "I want to know what it's doing, how it's doing it, and how it fits into the broader picture of what we're doing from a construction or a materials or recycling standpoint."
Tomlinson's embrace of digital maturity goes beyond equipment and OEM platforms. The company has also made significant strides in building its own technology infrastructure and developing internal tools that solve real job site challenges.
One such tool is a mobile consumables inventory app that enables foremen to order job site materials through an interface that functions much like the Amazon app. Orders are routed internally and typically fulfilled by the next day, helping reduce friction in site-level procurement.
To support this kind of tech-enabled workflow, Tomlinson employs in-house app developers tasked with building, customizing, and refining the digital tools that support operations. While the company occasionally collaborates with third-party developers, most of its core applications are designed in-house to better align with internal processes and allow for faster iteration.
That internal capability has helped the company refine solutions based on field feedback, maintain a higher degree of control over how technology is deployed, and accelerate adoption. It also lays the groundwork for smooth integration with platforms like VisionLink, ensuring that telematics from OEM systems can be leveraged effectively within Tomlinson's broader tech ecosystem.
Growth at Tomlinson doesn't just mean scaling operations. It means empowering people through smarter tools and training and building a workforce that's ready for what comes next.
"You have to have the old-school construction mentality to be a construction company," says Downing. But Tomlinson doesn't just hire farm kids who know how to run equipment anymore. They also want the gamers, the people who understand tech, and the ones who want to sit in a chair and run equipment remotely.
Tomlinson's investment in in-house apps, AI integration, and systems innovation attracts younger talent and keeps experienced workers engaged in continuous learning. This investment is supported by Caterpillar's evolving technology ecosystem, including VisionLink's interfaces and advanced assistive controls that make on-boarding easier for new hires and upskilling easier for seasoned pros.
The company has even collaborated with start-ups to build custom dispatching and consumables tracking apps that support job site efficiency. Tomlinson co-developed a custom truck dispatching tool with the start-up company, Tread, transforming it into a fully integrated dispatch platform. The app uses minimal cell data to track hired trucks and GPS data to streamline payment workflows. This solution now supports real-time logistics visibility across job sites. And while some of that innovation is still maturing, Downing says it's not about perfection, it's about commitment.
"We'll try anything that looks attractive. We're not afraid to see it fail," Downing says. Tomlinson will put new tools through all the rigours. "That's part of a process to make sure that you have something that works at a really high level."
Not every company is ready to (or needs to) adopt technology at Tomlinson's pace. But for those on the fence, Downing has a clear message: construction technologies are ready. Are you? Just as important as adopting the tools, Downing underlines the need to commit to the process to achieve success. Technology isn't necessarily the problem when things go wrong. It's often a lack of training, integration, or follow-through. Without full commitment, proper training, and consistent use, he notes, even the best systems can be mistakenly blamed for failure.
"That's why people may fail with it," says Downing. "They'll try it, they'll make a mistake with it, they blame it on the tech, and then they move on." He urges contractors to engage directly with equipment and technology partners to tailor solutions to meet their real job site needs.
At Tomlinson, embracing technology is essential. This mindset is built into the way they lead, the way they work, and the way they think about the future of construction. In an industry where operational insight and efficiency are now critical, that might just be the company's greatest competitive edge.
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