control over schedule,quality,and safety.The business includes office-based estimating, administration, and project management; a warehouse operation responsible for processing, fabrication, and welding; and site installation crews including riggers, welders, and crane operators. The company is now approaching 100 personnel, a sharp increase from the roughly 40-person scale the operation sat at during the earlier transition from Moir’s previous role into the ArcStructural structure. That growth reflects both expanding market demand and an operating model built for end-to-end accountability—one that can handle the pace and complexity of contemporary construction programs. CULTURE, ACCOUNTABILITY, AND AN OPEN DOOR In an industry where delays can quickly turn into blame-shifting, ArcStructural takes a different approach. The company’s internal motto—“deliver without excuse”—is positioned as a response to what Moir sees as a lack of accountability across construction delivery when schedules tighten, and pressure rises. For ArcStructural, accountability is not punitive; it’s clarifying. People are expected to own their role, control what they can control, and support the broader team when a problem emerges. Moir describes this as an “extreme ownership” mindset—recognizing that while you cannot control every external variable, 17 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02 ARC STRUCTURAL
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