Moir believes the solution is not solely on-the-job learning. With technology advancing so quickly, he sees strong value in deeper collaboration between education providers and industry—creating training environments that expose students to advanced robotics, multiple equipment platforms, and modern processing systems before they enter the workforce. GROWTH AMBITIONS: CAPACITY, AI, AND LEADERSHIP DEVELOPMEN ArcStructural’s growth plan is ambitious but grounded in operational reality. Over the next five years, Moir’s key aspiration is to scale local manufacturing capacity through expansion into a larger facility—potentially through land acquisition and a purpose-built site designed around the company’s specific needs. At the same time,Arc Structural is actively investing in technology adoption—not only in fabrication and processing equipment, but in the office and administrative environment where efficiency gains can free teams to focus on delivery. The company has recently joined the Wyndham AI program, partnering with Wyndham City Council and RMIT to explore practical AI implementation. The initial focus is on reducing administrative burden, with the longer-term aim of identifying broader AI opportunities across project management, planning, and internal systems. For Moir, the objective is clear: stay ahead of the curve, find real efficiency gains, and build an organization that can scale without losing the accountability, quality, and team cohesion that made growth possible in the first place. A TEAM BUILT TO DELIVER— COLLABORATIVELY AND WITHOUT EXCUSE As ArcStructural continues to take on large, complex 20 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
RkJQdWJsaXNoZXIy MTI5MjAx