Kevin P'ng: From Nightclub DJ to leading a £250M Fit-Out business
22nd April 2025
Kevin P’ng, Managing Director at BW: Workplace Experts, sits down with David Crowson, SpecFinish Editor, to discuss his unconventional entry into construction.
From Nightclub DJ to managing a £250M Fit-Out business
Charismatic, dynamic, intelligent, and passionate – these qualities together depict a person who not only draws others in but also inspires and energises them, while also being knowledgeable and deeply committed to their goals. I have met people in the past who possess these qualities, and when I recently met Kevin and witnessed his presentation, Rethinking design co-ordination, at the FIS Conference and Innovations Awards at the Workspace Design Show, I could see why he holds the prestigious position of Managing Director at BW: Workplace Experts and is viewed by many in our industry as a shining light.
Reflecting on his journey, Kevin explained, that his entry into construction was unconventional. He was extremely open about his early years. At 22, he failed his master’s in architecture and environmental engineering, which left him with debt and no clear direction. He spent a year managing events and DJing in nightclubs before taking an admin role at a builderswork contractor. He said: “This wasn’t just my first construction job – it was an immersion into contracting and the industry’s intricate machinery.
“From processing invoices, I became fascinated with how every part of a project interconnected. That curiosity evolved into an interest in costs, estimating, and ultimately quantity surveying. I worked as a subcontractor, main contractor, and consultant, gaining a holistic understanding of the industry. Each role deepened my appreciation for the complexities of construction.”
From 2013: The incredible journey
Kevin told me he joined BW: Workplace Experts in 2013. At that time, it was a £50m turnover business with 50 staff and six surveyors. He proudly said: “Today, the business is over five times that size, and my own growth has mirrored this transformation. From delivering my first BCO-winning project to managing projects worth £10m, then £20m, £30m, £50m, and beyond.
“In tandem, leadership has been an ongoing journey. I went from managing and being responsible for numbers to much more – extending my reach to leading people, culture, and vision.”
“My growth has been shaped by incredible individuals whose integrity and resilience have inspired me. Construction is high-pressure and demands quick decision-making. Despite this, collaboration and camaraderie continue to reassuringly shine through.
“Growth inevitably brings challenges. As BW: Workplace Experts scaled, we had to balance expansion with retaining our identity. How do you maintain a close-knit culture while adapting to the demands of a £250m business? This required streamlining processes, strengthening team structures, planning for succession, and investing in training. Delegation was key – successful management is not about doing everything yourself, but about building and empowering an efficient team.
“This year, I turned 37 – coinciding with BW: Workplace Experts 25th anniversary. Our growth has been symbiotic, and the past 12 years at BW: Workplace Experts have been extraordinary.”
Challenging the norms
Beyond internal growth, staying industry leaders meant challenging norms, particularly in procurement, preconstruction, and risk. In my opinion, too often contractors avoid sharing knowledge due to misplaced fears of collusion. Yet, without dialogue, how can we improve? Projects today suffer from fragmented interests and misplaced risk. If we are serious about change, we need to talk, explained Kevin.
Kevin said: “Construction’s biggest challenges remain trust, ownership, and accountability. The industry has long prioritised the lowest price and fastest programme over long-term value. Every failed project proves why this must change. Trust cannot be built on one-sided contracts and transactional relationships; it needs collective responsibility. Recent regulatory changes have offered us a much-needed wake up but also an opportunity to move away from outdated procurement models and foster long-term partnerships.”
The future: A progressive and collaborative approach
Kevin went on to say: “Technology will be instrumental, bringing transparency, predictability, and efficiency however, technology alone will not solve the systemic cultural challenges. That requires a mindset shift – from fragmentation and competition to co-operation and accountability. Leadership must push for a different way of working. Those of us in senior roles have a responsibility to drive this change and leave a positive legacy.”
Looking ahead
“My focus for the next 12 years is to ensure we continue setting the standard – not just in project delivery, but in leadership, culture, and collaboration.
“Change cannot happen overnight, but it starts with how we think, build, and engage. Construction has always been an industry of problem-solvers, but for too long, we have been solving the wrong problems. The future must be different. It must be about trust, fairness, and a shared commitment to doing things better. That is the industry I want to help build and inspire,” concluded Kevin.
Originally featured in the April issue of SpecFinish.
