By Patrick Shah-Regan

My life changed the day I got out of my car and stood next to a police van in Middleton, Manchester, lay down on the pavement and asked them to take me away.  After loudly exclaiming “I’m not right. I need help”, the police handcuffed me and placed me in the van. On the drive I broke down, I was a senior site manager of a £6 million refit project and had a master’s degree in civil engineering, but there I was crying and shouting at the police camera, about to be sectioned.

Since being diagnosed in 2009, I have known that my mind works differently. Whether that is an advantage or a challenge depends on the day, the project, and most importantly, how well I am managing my bipolar disorder.

I never thought much about mental health – until I was sectioned on October 26th, 2009, while working as a site manager at the aforementioned supermarket job in Manchester. It was only after being hospitalised that I was diagnosed with bipolar disorder. At the time, I was working seven days a week, traveling across the UK for supermarket projects with Barr Construction, often with little to no sleep. Leading up to my hospitalisation, I had been in a euphoric state for months. Then, on the night of October 25th, I stayed up all night writing nonsensically, convinced I was at the centre of a major global conspiracy. It was only later that I realised this grandiosity was part of my condition, which had pushed me to the edge.

The following day, on a drive back from Tesco’s the euphoria was exploding and that’s when I made the decision to ask the police for help.

After hospitalisation, I stepped out into the world feeling a mix of relief and apprehension. I was happy to be out, but also overwhelmed by uncertainty. I had been given a diagnosis that changed everything, and the reality of managing bipolar disorder loomed large.

I took six months off to get my head straight before being allowed back to work with light duties.  I was embarrassed and it was a tough time but with the new awareness I started to learn how to manage.

When I am hyper-focused, my mind jumps from one idea to the next, often before I have finished the first. This burst of creativity can be an asset, like when I’ve spotted critical errors from memories of hundreds of drawings that helped save significant time and money on a major highway project, but it can also push me to exhaustion.

As such, in construction where the pressure is constant and the stakes are high, my condition can be both a blessing and a burden. I have worked on many projects, including Tesco and Sainsbury’s refits, and now I’m a site manager with Wates on a project for the GPA in Croydon. The hardest part is not always the job itself, it is managing a mind that can go into overdrive. When I am hyper-focused, I can see problems no one else notices, spotting solutions before others even realise there is an issue. But there is a fine line between creativity and delusion, and I have had to learn how to walk it.

I think it is worth mentioning that I probably would not have ended up in construction, or anywhere useful, if a teacher, Mr. Griffin, from Saint Gobain’s in County Cork had not encouraged me. I had given up on myself in academia due to my primary school teacher having made me feel like I was unteachable, but after being pushed by Mr. Griffin and responding with hard work he wrote “Keep this up and you’ll go far Mr. Regan”.  It was the first time in my life anyone had told me I could achieve something, and his words pushed me to pursue civil engineering, achieve my Masters and eventually led to my entry into the construction industry.

Throughout my career, I have shared my story with the teams I work with. At Wates I have giving ‘Toolbox Talks’ to hundreds of my colleagues and always make sure to personally explain my condition to my team. I ask them to let me know if they notice me peaking, and tell them to contact my wife, Panchali, if things go off track. And they do. These conversations build trust. I am not asking for special treatment, just understanding, and that creates an environment where we’re all on the same page.

This openness has extended beyond my team. I have co-written blogs with the Wates marketing dept. and created a podcast where I discuss my journey with bipolar disorder. The podcast has allowed me to reach more people who might be going through something similar. Through these platforms, I have been able to engage with colleagues across the company and beyond, helping to break down the stigma around mental health in the industry.

Wates has been genuinely and one hundred per cent supportive. Right from my interview at the beginning, they have treated my condition as part of who I am, not something to be managed or hidden. They have given me the space to take time off when needed (which has only been six weeks out of three years because of the support), and I have been able to return without judgment. This kind of flexibility is crucial for anyone managing a mental health condition, and it’s made a world of difference for me.

Managing this condition requires great self-awareness.  I have learned to recognise when my thoughts are racing too fast, when my speech speeds up, or when I am working at an unsustainable pace. But because the fact I think differently has been embraced, that support has allowed me to manage my mental health and still be an asset to my team and company.

However it can’t be ignored that construction remains a tough industry for mental health. It is still male-dominated, and historically, neurodiversity has been seen as a weakness. But things are changing. There is growing awareness of how important mental health is, not just for personal well-being, but for team performance and safety.

A 2020 report from the Chartered Institute of Building (CIOB) found that 97 per cent of construction workers felt stressed, 87 per cent experienced anxiety, and 70 per cent dealt with depression. Following the COVID-19 pandemic, a 2021 report from Randstad revealed that 42 per cent of construction workers experienced declining mental health. And as some of you may know, suicide rates in the industry are also a deeply concerning 3.7 times higher than the national average.

Here’s the thing, companies that offer mental health support and embrace neurodiversity see the benefits. Research from the World Health Organisation shows that investing in mental health can reduce staff turnover and increase productivity. A 2017 report from research by Deloitte also makes a positive case for employers investing in mental health, with an average return of £5 for every £1 spent.  That’s a 500 per cent gain!

For me, the increased creativity and productivity that comes with my condition is a strength. But it is also important to know when to step back, ask for help, and take care of yourself. The real strength is not always in pushing through, thinking you can do it alone, it is in knowing your limits.

For anyone dealing with mental health issues in construction, my advice is simple: don’t hide it. Talk about it. Share your experiences. You would be surprised how much support is out there. And for employers, it is time to recognise that supporting mental health is more than an act of compassion, it is good for business.

Living with bipolar disorder is part of who I am, but it doesn’t define me. It has given me a unique way of thinking, one that helps me thrive in this industry where attention to detail and problem-solving are key. Yes, I have to watch myself, but at Wates, I’m seen for my strengths, not just my struggles. That is the culture we need to build across the industry.

So I say to anyone facing mental health battles in our space: You’re not alone. You can succeed. And you can thrive.

Just like I have.

If you’re struggling with mental health issues, you can visit the charity Mates in Mind, which has a special focus on our sector: Mates in Mind.

For more information please contact Jo Edwardes on 07734 993181 or Jo@Goodkarmamedia.co.uk