CCG (Scotland) has appointed long-serving employee Gary Weir to its Board of Directors, recognising his role in the creation and evolution of the company’s Technical Department.

His promotion to Technical Director reinforces the firm’s commitment to pre-construction excellence, quality assurance, and innovation.

Gary joins a board led by Chairman and CEO Alastair Wylie, Group Managing Director David Wylie, and Group Financial Director Bernie Rooney.

David Wylie said: "It is with great pleasure that we announce the appointment of Gary to our Board. His work in recent years has helped CCG and our subsidiaries navigate a sustained period of market volatility and cost inflationary pressures, and I have no doubt that the foundations he has laid alongside his departmental team members will be incredibly valuable to us in the years ahead."

Gary began his career with CCG in 2006 as a site manager and later became a project manager, focusing on residential delivery. A decade ago, he recognised the increasing complexity of modern construction and led the establishment of a new Technical Department, an initiative that has since proven transformative for the business.

"The idea was to create a focused pre-construction service team that delivered a full suite of design and delivery information to smooth the onsite construction process for our construction teams and ensure a design-compliant project," Gary explained.

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"As our team and approach have evolved, the service has become an incredibly valuable tool not just for CCG, but also to our clients and design partners."

Now marking its 10th anniversary, the Technical Department comprises a multidisciplinary team of nine. The unit integrates across all eight of CCG’s in-house divisions, ensuring regulatory compliance while delivering best practice guidance on costs, programming, buildability, and sustainability. Their work aims to create added value and improve efficiency throughout the project lifecycle.

Under Gary's leadership, the department has built a culture of collaboration and continuous improvement. After a brief time away from the business in 2019, he returned to lead a more focused team.

"That period really clarified our purpose," he said. "It was all about refining our processes—from how we programme jobs, to how we communicate change – and making sure we added value from day one rather than being involved at a later stage.

"By doing so, we can broker solutions to realise real cost and time savings, a fundamental advantage during a time of housing emergency and cost-inflationary pressures."

A defining feature of the department is its embedded role within the wider business. It works closely with all internal divisions, from site operations to manufacturing, to co-develop strategies and ensure project success.

"Everyone wants an extra set of eyes," Gary said. "We're here to help make the project better, safer, faster, and compliant."

The department's collaborative ethos also extends to the wider industry. Gary has worked closely with consultants, regulatory bodies, and Scottish Government working groups on housing and construction policy.

"Compliance isn't just about ticking boxes," he added. "It's about improving protocols, identifying gaps, and reporting them statistically to support better cost and quality control."

Now in his new board-level role, Gary's focus is on embedding that culture of value and precision across CCG's strategic operations.

"Senior managers at CCG are very hands-on. We're responsible for making sure projects are not only deliverable, but affordable, sustainable, and maintenance-friendly," he said.

"My priority is to help the business scale by strengthening our compliance protocols and systems—essentially building an 'imaginary conveyor belt' that moves projects smoothly from concept to site."