Human capital within the construction industry in Ireland is made up of a myriad of individuals who each perform a relatively siloed function within the operation and management of construction projects. For instance, most of these individuals are tertiary educated academics (engineers, architects etc.) who do not operate to any great extent outside of the parameters of their own specific knowledge base. There is, however, one individual who performs the function of ‘lynchpin’ in the entire project management process – the construction manager. This person, often called a ‘foreman’, ‘site agent’ or ‘project manager’ is invariably someone who has progressed through various levels of VET. Without this person’s vocational knowledge and understanding of the operation of all aspects of the construction process, projects would not be achievable within programme or budget. And yet, the development of this individual almost exclusively begins with the earliest level of engagement in VET – apprenticeship. These individuals, through the course of their working lives, attain the position of construction managers where their vocational experience is vital to the operation of the project team. Therefore, threats to skills cycles impede not only the provision of apprentices and tradespeople but also that of future management supply.