Plans set for major Westmeath housing project. Tuesday, 5 May 2026 10:47 Plans for the development of a major housing project are being set for a Midlands town. Glenveagh Homes Limited wants to build 278 new homes along with a specially designed childcare facility on the outskirts of Mullingar. The plans include the installation of ESB substations, pedestrian pathways, cycle lanes, and parking for cars and bicycles. The site works involve decommissioning and relocating existing underground surface water attenuation tanks, as well as diverting two existing foul sewer lines. A decision is due from Westmeath County Council on June 24th.

Plans lodged for new 49 home housing scheme in Westmeath. Wednesday, 15 April 2026 13:29 A Kildare construction firm is unveiling plans for a major housing development in Westmeath. Glenveagh Homes Ltd aims to build 49 new homes on a site in Cornamaddy, Athlone. The revised proposal marks a reduction from an earlier 56 home scheme approved in 2022. The development includes a mix of 1 bed apartments and 2, 3 and 4 bed semi-detached and terraced houses, alongside a creche. A planning decision is expected by early June.

GEFIE 4 - AI Leadership Strategy Day with Glenveagh. Industry: Construction Date: 26 March 2026 Driving AI Strategy Alignment in Construction Through Leadership Engagement Executive Summary Glenveagh partnered with Dixon AI to deliver a GEFIE 4 - AI Leadership Strategy Day, designed to translate earlier learning and experimentation into a more defined strategic direction. The session brought senior stakeholders together to align on how AI should be applied within the organisation, building on the foundations established in the AI Transformation Playbook. The primary outcome was a clearer articulation of how AI initiatives connect to business priorities and where leadership focus is required next. Business Context Glenveagh operates within the construction sector, where operational complexity, project coordination and cost control create both constraints and opportunities for AI application. At this stage in the AI Transformation Playbook, the organisation had already progressed beyond initial literacy and experimentation. The focus had shifted towards Strategic Integration, where leadership alignment becomes critical to ensure that emerging AI activity is purposeful and coordinated rather than fragmented. Objectives of the Event * Align senior leadership on the role of AI within Glenveagh's broader business strategy * Connect existing AI activity to defined organisational priorities * Establish clarity on where AI should be focused to deliver practical value * Build shared understanding of how to move from experimentation to structured implementation What Happened During the Event The GEFIE 4 session was delivered as a focused, leadership-level working session. Rather than introducing new tools or concepts, the emphasis was on structured discussion, alignment and decision-making. Participants engaged in facilitated conversations to examine current AI activity across the organisation and assess how it aligns with strategic goals. This included reviewing where experimentation had already taken place and identifying areas where further direction or prioritisation was required. The session created space for leaders to challenge assumptions, compare perspectives and develop a shared view of how AI should be positioned within the business. Discussion remained grounded in Glenveagh's operational context, ensuring that outcomes reflected real constraints and opportunities within the construction environment. Through this process, leadership moved closer to a consistent understanding of both the potential and the limits of AI within their organisation. Key Insights and Takeaways The session reinforced a pattern seen across organisations at this stage of transformation. Early experimentation generates a wide range of ideas and isolated use cases, but without clear strategic framing, these efforts can remain disconnected. Leadership alignment becomes the mechanism that converts dispersed activity into coordinated progress. When senior teams establish a shared view of purpose, it becomes easier to prioritise where AI should be applied and where it should not. The discussions also highlighted the importance of maintaining balance across Purpose, Execution and Judgement. Even where execution capability exists, value depends on clear intent and informed decision-making. Without this balance, organisations risk investing effort in initiatives that do not materially support business outcomes. The immediate impact of the session was increased clarity at leadership level. Glenveagh's senior team developed a more consistent view of how AI initiatives relate to business priorities and where attention should be focused. This clarity reduces the risk of fragmented activity and creates a more stable foundation for future decision-making. It also provides a reference point for evaluating new ideas, ensuring that further experimentation remains aligned with organisational direction. In practical terms, the session strengthened leadership confidence in engaging with AI as a strategic topic rather than a purely technical one. What Happens Next Following GEFIE 4, the next phase is to continue progressing through the AI Transformation Playbook by embedding agreed priorities into structured initiatives. This typically involves refining selected use cases, supporting teams as they move from concept to implementation and maintaining leadership engagement as projects evolve. The focus shifts towards sustained execution, supported by ongoing iteration and review. Maintaining alignment between leadership intent and operational activity will be critical as Glenveagh continues to build momentum. Closing Insight As organisations move into later stages of AI transformation, the challenge becomes less about understanding the technology and more about maintaining coherence. Strategy, experimentation and execution must remain connected. The GEFIE 4 session reflects this transition. It marks the point where leadership takes a more active role in shaping how AI is applied, ensuring that progress is deliberate and grounded in real business needs. Organisational AI transformation requires more than isolated innovation. It depends on leadership teams creating clarity, maintaining focus and supporting consistent progress over time.