AI’s Creating New Risks for Owners. Here’s How to Protect Yourself

Artificial intelligence is dominating the discussion across the fields of architecture, engineering and construction. Seemingly every headline and conference session promises that AI will accelerate delivery, reduce costs and unlock breakthrough performance. But for building owners and developers, the reality is far more complicated and increasingly risky.

The early warning signs are already here. While AI can add value for experienced teams who know how to carefully craft prompts, validate outputs and translate insights into performance, it gives mediocre teams the ability to produce work that looks reasonable but lacks both style and substance. Owners who don’t sharpen their due diligence now may find themselves regretting high‑stakes decisions.

Here are six ways property owners and managers can avoid costly mistakes:

1. Beware of design “deepfakes”

We are beginning to see a troubling trend: polished, professional‑looking design packages and visualizations that are fundamentally unsound. AI is quick to produce drawings, yet can overlook structural realities, nuances of building codes and engineering requirements.

These are design “deepfakes,” output that looks credible but isn’t. Owners reviewing proposals should look beyond the polish. When a document feels slick but generic, or when a firm with limited track record suddenly produces unusually sophisticated visuals, assume AI is doing the heavy lifting and get a second opinion.

2. Don’t get trapped in the design bubble

Since generative tools learn from what users prefer, they reinforce an echo chamber of similar ideas and aesthetics. AI-dominated planning results in buildings optimized for the average, not a specific owner’s individual needs and preferences.

Design is a human process. It’s iterative, emotional and often nonlinear. If options feel interchangeable, your consultant may be leaning too heavily on AI rather than driving the creative thinking themselves. To avoid this, ask prospective partners how they prevent AI from narrowing design intelligence.

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3. Don’t let speed substitute for thought

AI’s ability to generate dozens of options in a week sounds impressive, but quantity rarely correlates with quality. The pauses—the time to reflect, debate and reframe—are where real breakthroughs occur. Resist the temptation to equate rapid iteration with innovation. Sometimes, more options simply mean more noise.

When teams produce 30 concepts in a week, consider what you aren’t getting. Ask about the thinking that went into the option they are recommending and why you should trust it.

4. Ask vendors how they use AI

Most firms now boast that they integrate AI into their process. The critical question is how.

Look for partners that use AI to augment expert judgment, deploying AI as a thinking partner and not a shortcut. Beware the over reliance on AI for documentation and early‑stage concept generation, particularly from untrained staffers without sufficient oversight.

Push for specificity:

• How exactly is AI used, and how does it change your process beyond just documentation?
• What are the limits on AI use?
• Who uses AI and how have they been trained?
• What controls exist to ensure AI outputs are validated by qualified experts?
• How will you protect all forms of data across multiple systems, from drawings and specs to email?
• Will you stand behind the building once the keys are handed over?

If those answers aren’t crisp, that’s a warning sign.

5. Plan for the long term

In the AI age, it’s even easier to treat design as a transaction. Your consultant delivers drawings, someone builds it, then your operations team is on its own, figuring out how to run a building they didn’t help create. By reconsidering your relationship with the design team, you can bridge the gap between concept and construction, better deliver on the building’s original performance goals, and go further to leverage the mountain of data generated through daily operations. AI can help, particularly when used by consultants who are in it for the long haul.

The real differentiator: people worth amplifying

AI will transform how buildings are designed and operated, while also making expert judgment even more valuable. Before selecting a partner, spend time in their office to get a sense of how the team thinks, collaborates and uses the full range of digital tools available.

A competent partner can respond to the scope within an RFP. A good partner will explore your character and constraints, anticipating challenges and opportunities. A truly great partner not only understands your risk tolerance and long-term portfolio strategy but asks the right questions and uses technology to help you see the world in new ways, making you more future ready. 

Buildings are multi‑decade assets. The difference between a competent team and an exceptional one can translate into tens of millions of dollars in performance, efficiency and resilience. AI may reshape the industry, but the people behind it will still determine the value owners receive.

Alastair MacGregor is a senior vice president and business line executive for property and buildings at WSP in the U.S., where he leads multidisciplinary building teams delivering complex projects across the country. Jay Wratten is executive U.S. digital lead and global smart places lead at WSP. He guides digital strategy, AI adoption and technology integration across major real‑estate and infrastructure programs.