Alan Nortje's Blueprint for Construction Innovation

*Alan Nortje's Blueprint for Construction Innovation As Asia’s cities evolve at a rapid pace, PERI Asia is redefining what it means to build smarter. The company’s General Manager, Alan Nortje, shares how agility, innovation and customer-centric thinking are reshaping the region’s construction landscape.

When you walk through the bustling streets of Singapore, Hong Kong or Jakarta, it’s easy to miss the quiet revolution happening above the noise — cranes turning, scaffolding rising and concrete taking shape. These are not just buildings going up; they are the result of a complex ecosystem of engineering, precision and innovation.

Leading one of the key players behind these structures is Alan Nortje, General Manager of PERI Asia. Based in Singapore, Nortje oversees operations across South-East Asia for the German-based global leader in formwork and scaffolding technology. With over two decades of experience in the construction sector, he has steered the company toward a more agile, infrastructure-focused model tailored for Asia’s evolving markets.

In an exclusive interview with our publication, Nortje opens up about leadership, the power of adaptability and how staying ahead in construction means rethinking traditional models.

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our publication: Asia’s construction industry is incredibly diverse. How do you approach such a fragmented market?

Alan Nortje: Asia isn’t a monolith. Each country here operates differently — from regulatory environments to project demands and labor dynamics. What works in Malaysia may not work in Thailand or Vietnam. The key is agility. We don’t come in with a one-size-fits-all solution. Instead, we adapt our offerings, partnerships and even our organizational structure to fit the local context. That’s what enables us to be relevant.

We’re also constantly listening — not just to our customers, but to fabricators, engineers and subcontractors on the ground. That collaborative mindset allows us to stay ahead of trends and anticipate shifts in demand before they happen.

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You’ve been with PERI since late 2021. What attracted you back to the company? After spending time as an in South Africa, I was ready to return to my core expertise — formwork and modular construction. PERI offered that, but more importantly, it gave me the opportunity to help shape strategy in one of the world’s most dynamic regions.

When I first moved to Malaysia in 2019, I joined a small team with big ambitions. Our goal was clear: grow the industrial segment significantly. It wasn’t easy — we were competing against entrenched players with deep pockets and long-standing relationships. But by focusing on tailored solutions, responsiveness and trust-building, we managed to grow that business by over 600% within a year. That success showed me what’s possible when you combine vision with execution.

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How has PERI Asia evolved under your leadership? We’ve shifted our focus significantly toward infrastructure. Historically, our strength lay in commercial and residential construction. But as governments across the region invest heavily in transportation, utilities and urban development, we recognized the need to pivot.

Today, we’re deploying specialized systems like PERI UP MD, which supports modular bridge construction, and the VARIOKIT Speed Column — a tie-less forming system designed for efficiency and safety. We’ve also introduced PERI HDS, a heavy-duty shoring system capable of handling loads up to 1,000 kilonewtons per leg. These aren't off-the-shelf products; they’re engineered specifically for the challenges we see in Asia.

This shift required a cultural change too. We had to train teams, build new capabilities and forge deeper partnerships with local suppliers and contractors. It wasn’t just about selling more equipment — it was about transforming how we operate to deliver value at every stage of a project.

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What does innovation look like for PERI in today’s market? Innovation for us isn’t always about flashy tech or AI integration — though those play a role. True innovation lies in solving real problems on site. Whether it’s reducing cycle times, improving worker safety or minimizing material waste, our focus is on practical impact.

Take our modular falsework system, for example. Traditional methods can take weeks to assemble and dismantle. With PERI UP MD, crews can do it in days — without compromising structural integrity. That kind of efficiency gain directly impacts project timelines and bottom lines.

We’re also investing in digital tools that allow us to simulate formwork setups before they’re even built. This reduces errors and ensures that components fit perfectly when they arrive on site. In a region where time is money, that makes all the difference.

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How do you maintain team alignment and motivation in such a fast-moving environment? Leadership starts with clarity — everyone needs to understand not just what we’re doing, but why*. I make it a point to communicate our strategic direction regularly, especially during periods of change. People want to know their work matters, and they want to see a path forward.

Beyond that, I believe in empowering people. Give your team the tools, the training and the autonomy to make decisions, and they’ll surprise you with what they can achieve. We’ve seen some of our younger engineers come up with incredibly creative solutions simply because they were trusted to think differently.

I also encourage a mindset of continuous improvement. Mistakes are inevitable, but they’re only failures if we don’t learn from them. Creating a culture where feedback is welcomed — and acted upon — keeps us moving forward.

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Looking ahead, what are the biggest opportunities and challenges for PERI in Asia? Opportunities abound — from smart city initiatives to green infrastructure and digital transformation. But with opportunity comes complexity. Rising material costs, supply chain disruptions and changing labor laws are all factors we must navigate carefully.

One of the biggest challenges is balancing scalability with customization. As we expand into new markets, we need to ensure that we scale efficiently while still maintaining the flexibility to serve each customer uniquely. It’s a delicate dance, but one we’re getting better at.

Sustainability is another area we’re increasingly focused on. Clients are demanding greener practices, and rightly so. We’re exploring ways to extend the lifecycle of our products, reduce carbon footprints in manufacturing and support circular economy principles. It’s not just good business — it’s the right thing to do.

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Finally, what advice would you give to other leaders navigating transformation in their industries? Stay curious. Don’t assume you know everything — especially in markets as fluid as Asia. Ask questions, challenge assumptions and always be willing to pivot when the data tells you to.

And never underestimate the power of relationships. No matter how advanced your technology or robust your strategy, success depends on people — your employees, partners and customers. Invest in those relationships, and they’ll carry you through uncertainty.

Ultimately, transformation is not a destination; it’s a journey. And the only way to keep moving forward is by staying adaptable, staying bold and staying human.

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Alan Nortje has proven that innovation in construction is less about reinventing the wheel and more about refining it — with precision, purpose and people at the heart of progress. As Asia continues its upward trajectory, PERI Asia stands ready to build not just structures, but legacies that last.