In an industry often dominated by speed, cost pressure and constant change, some of the strongest stories still begin the old-fashioned way: with trade knowledge passed down through family, years on site, and a deep respect for doing the job properly.

That is the foundation behind Damian and Tara’s journey.

What started with Damian growing up around bricklaying crews and learning the trade young has grown into something much bigger: a bricklaying business built on workmanship and relationships, and a product business created to solve practical on-site problems for bricklayers. Together, the couple represent a growing type of operator in construction — tradespeople who are not only focused on delivery, but also on systems, innovation, culture and long-term sustainability.

Their story is also a reminder that behind every polished business social post or product launch is usually a far less glamorous reality: long hours, cash flow pressure, delayed jobs, family sacrifice, and constant learning.

At a time when the construction industry is crying out for skilled labour, more efficient building practices and stronger trade businesses, their experience offers a useful look at what it actually takes to build something that lasts.

A trade that runs in the blood

For Damian, bricklaying was never some distant career choice. It was around him from the beginning.

He comes from a family deeply connected to the trade, with his father, uncles and wider family working in bricklaying. Like many in construction, his learning did not begin in a classroom. It began on weekends, during school holidays, and on site, where the work was real, physical and demanding.

That kind of early exposure shaped not just his skill set, but his standards. Bricklaying, he explains, is often underestimated by people outside the industry. It can look straightforward from a distance, but the physical effort, consistency and attention to detail required are significant.

That lived experience also helps explain why Damian speaks so strongly about the craft side of bricklaying — and why he believes that side of the industry is under pressure.

In his view, the trade is becoming a “dying breed” in one important sense: not necessarily because brickwork is disappearing, but because the craftsmanship, pride and patience behind quality bricklaying is becoming harder to find. Apprentices are not coming through in the same numbers, and bricklaying is rarely promoted with the same enthusiasm as other trades.

That concerns both Damian and Tara, not only because of what it means for the future workforce, but because of what bricklaying represents. Unlike many jobs, it leaves something visible and lasting behind. A wall laid properly can stand for decades. A house built well remains part of a street, a suburb and a family’s life for generations.

That sense of permanence still matters.

The challenge of making bricklaying appealing again

One of the strongest themes to emerge from the conversation is the tension between the value of bricklaying and the way the trade is often perceived.

Damian and Tara argue that parents, schools and career advisers are more likely to steer young people towards university, or towards trades like electrical and plumbing, than towards bricklaying. That is not necessarily because bricklaying lacks opportunity, but because it is seen as harder, less attractive, or less modern.

They believe that narrative needs to change.

For them, bricklaying is not just labour. It is a specialised trade that requires technique, endurance, consistency and judgement. And in an era where housing quality, durability and presentation matter more than ever, those skills remain critical.

They also see industry promotion as part of the solution. If the sector wants more young people to enter the trade, it needs to do a better job of showing the pride, capability and long-term opportunity within it. That means better storytelling, better advocacy and more visibility around the people doing the job well.

Their own businesses now sit inside that mission. As they explain it, supporting the trade is no longer just about getting through the next job. It is about helping strengthen the future of the industry they rely on.

From sole trader to business operator

Like many trade business owners, Damian’s early experience was rooted in working hard rather than working through formal business systems.

The transition from sole trader to growing a business brought a very different set of pressures. It meant moving from focusing purely on laying bricks to managing staff, overheads, cash flow, builder relationships, scheduling risk and business decisions that could affect multiple families, not just one household.

That shift, they say, was daunting.

Bricklaying skill does not automatically prepare someone for running a business. Trade school teaches the trade, but not necessarily the realities of margins, tax, workforce planning, buffers, delayed payments or how to build a team around a consistent standard.

That meant learning on the run.

Tara speaks openly about the fact that both of them came from hard-working backgrounds, but not necessarily from environments with strong business knowledge or structures. So when they decided to formalise the business properly, they made a deliberate effort to do it differently: putting better advisors around them, building systems, working with accountants, seeking coaching and gradually improving the operation over time.

That process is still ongoing.

One of the most difficult shifts for Damian was trusting others to deliver work to the standard he expected. For a tradesperson who takes pride in the final product, handing that responsibility to a crew is not simple. It requires training, communication and confidence that others will treat the work with the same care.

That challenge is common across construction. Many skilled tradespeople can produce high-quality work themselves, but scaling that quality across a team is a very different task. It demands leadership, not just ability.

For Damian, that leadership comes back to clarity. He wants the team to understand the standard, work together towards it, and finish jobs in a way that everyone can stand behind.

The pressure points most people do not see

One of the more revealing parts of the discussion centres on the hidden strain inside trade businesses.

The public-facing version of a business can look polished. Social media can make it seem as though everything is working smoothly. But behind the scenes, Damian and Tara describe a very different reality: delayed jobs, interrupted cash flow, long nights making calls, and the emotional toll that uncertainty places on both family and staff.

One example they shared involved multiple jobs being delayed at once for reasons outside their control. Windows had not arrived, other trades had not completed work, and schedules moved. For a business carrying wages and overheads, that kind of disruption can create enormous stress.

What mattered most to Damian in those moments was not only the effect on his own family, but the impact on his crew. If work stopped, their income was affected too. That responsibility weighed heavily. He responded the way many trade business owners do — by making calls, chasing opportunities, and doing everything possible to keep work flowing.

It is a side of the construction industry that is often overlooked. Small and medium trade businesses are constantly balancing labour, scheduling and cash flow, while being heavily exposed to delays outside their control. A builder payment that arrives late, a permit that stalls, or a supply issue upstream can quickly create strain down the line.

That is why both Damian and Tara place such strong emphasis on numbers, overheads and tax discipline. They speak candidly about the dangers of assuming money in the account is profit, without properly accounting for GST, tax, insurance and other costs. In their view, understanding real job profitability and protecting cash flow are essential if a trade business wants to survive long term.

Relationships still drive the best work

For all the discussion around systems and numbers, relationships remain central to how Damian has built his business.

He describes reputation as the real growth engine. One job leads to another. A builder passes on a number. Someone drives past a site and makes contact. Good work creates repeat opportunity.

That kind of organic growth only happens when trust is built consistently. In Damian’s case, that trust comes from quality workmanship, reliability, willingness to communicate, and doing the little things properly.

Tara is quick to point out that Damian’s reputation is heavily tied to his standards. He does not like leaving a job unless he is satisfied with it. That attention to detail, she says, is a major reason builders seek him out.

They also have clear views on what makes a good builder to work with. It is not just about price or volume of work. It is about how a site is run, how trades are treated, whether the site is organised and clean, whether communication is clear, and whether agreed payment terms are honoured.

That matters because trade businesses feel the effects of poor builder behaviour quickly. Late communication can disrupt scheduling. Poor site organisation can affect productivity. Delayed payments can damage cash flow. On the other hand, builders who are organised, respectful and reliable create an environment where trades want to return.

According to Damian, you can often tell after one job whether a builder runs a good operation. And when they do, crews notice it too.

Turning on-site frustration into product development

Alongside the bricklaying business, Damian and Tara have also built a tools business shaped directly by site experience.

Rather than creating products from theory, they have focused on solving practical frustrations Damian encountered in the field. That approach has led to a small but meaningful product development journey — one that has brought its own challenges.

Their first tool concept was based on a pre-measuring and cut bolster idea that Damian had come across years earlier. They saw value in it because it could save bricklayers time and make a physically demanding job more efficient. Initially, they attempted to bring a version of that tool to market through a white-label approach. But manufacturing faults and eventual discontinuation forced them to rethink the plan.

Instead of walking away, they invested in redesigning and developing their own version.

That process has taken years, not months. It has involved designers, manufacturing partners, testing, tweaks and patient reinvestment. Being self-funded has meant moving carefully, taking a slow-burn approach and resisting the urge to rush products out before they are ready.

The same pattern applies to another tool they developed to improve the cleaning and consistency of weepholes. Again, the origin point was not trend-chasing or branding. It was a practical pain point from site work.

This matters because some of the most useful construction products do not come from boardrooms. They come from tradespeople noticing inefficiencies and deciding there must be a better way.

That does not mean product development is easy. Damian and Tara are clear that it is expensive, uncertain and full of learning curves. But they also see it as part of a bigger contribution to the industry. If a tool saves time, improves consistency or reduces frustration on site, it can make a real difference.

Building a business and a family at the same time

Underlying all of this is another reality many operators will recognise: they are not just building businesses. They are building family life at the same time.

Damian and Tara are raising young children while running both a trade business and a product business. They speak openly about the difficulty of switching off, setting boundaries, and keeping communication healthy when work and home are so closely connected.

That challenge is not unique to them, but their willingness to talk about it is notable.

They frame it as a work in progress. Some days are better than others. Sometimes business crosses into family time too easily. Sometimes exhaustion gets in the way of good communication. But the shared goal is clear: to create a better future for their children, and to pass on lessons they themselves had to learn the hard way.

That long view seems to shape many of their decisions. Growth matters, but so does sustainability. Ambition matters, but so does doing things properly.

A broader lesson for construction

The story of Damian and Tara speaks to several broader shifts happening across construction.

First, the industry still depends heavily on skilled tradespeople who care deeply about the final product. Second, many of those tradespeople are being forced to become business operators, leaders and problem-solvers with little formal preparation. Third, innovation in construction often comes from people on the tools, not just from large manufacturers or technology firms.

Their experience also reinforces a simple point: better industry outcomes do not come from one thing alone. They come from skilled workmanship, better business discipline, stronger communication, reliable builder-trade relationships, and practical innovation that makes life on site easier.

In that sense, Damian and Tara are not just running businesses. They are participating in a bigger conversation about what the future of construction should look like — one where quality, respect, efficiency and resilience still matter.

And in a trade like bricklaying, where the end result can stand for half a century or more, that kind of mindset may be exactly what the industry needs.

Author: TGB Editorial