View past winners of the NZIOB’s annual awards programme below. You can search for winners by year, category, company, or name using the menu below.






Company:Dominion Constructors Ltd, Auckland

Role:Senior Project Manager

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James began his career with Dominion Constructors in 2007 as a cadet/trainee supervisor. James had written to the company seeking employment opportunities, while he was studying for his Diploma of Construction. Both the approach, and the identification of the company to be approached, provided an insight into a proactive young man with a clear vision of what he wanted his construction career to look like.

Over the following ten years, James has progressed through the ranks at Dominion, having undertaken Site Supervision and Project Management roles across a varied range of commercial and civil construction projects. Along the way, a Bachelor of Construction Management was completed.

Today, James is now proud to be Dominion’s youngest Senior Project Manager, and an example of a new breed of construction managers who embrace technology, and the advantages it brings to effective site and job management. He is an advocate for Dominion’s Building Information Management (BIM) system, and has used his experience with the system to encourage the company’s other project managers to adopt the technology. In addition, James has actively researched and implemented the use of Apps for Quality Assurance and safety monitoring purposes. Following the successful use of these new Apps on James’ projects, the technology is shared across the company.

As Chair of Dominion’s cadet committee, James is managing the full cadetship programme, which at present numbers 18 cadets. James has implemented all current systems and processes for the three-year cadet programme, including a quarterly review process in-line with the log books and training matrix.

James is a modern-day construction project manager ahead of his years with strong leadership skills. He has already developed a track record of giving-back, through his nurturing and training of young construction professionals. The Judges commented that James is “someone whom will go far and make a significant difference to the New Zealand Construction sector.



Company:Dominion Constructors Ltd – Dominion Residential, Auckland

Role:Project Leader

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Chris joined the construction industry as a carpentry apprentice straight from school. Chris then had a short time of self-employment, before starting work with a mid-sized company specialising in leaky homes. James saw first-hand the results of poor design or workmanship, and this provided him with the knowledge base and skills to ensure that buildings that he is involved in, are water tight.

Chris joined Dominion Constructors ‘on the tools’ in 2011, and within a year he was promoted to the position of Junior Site Supervisor in charge of a $23m apartment complex. In 2013 Dominion had identified the growth in multi residential projects of scale in the Auckland market, and had made the decision to develop specific capability to deliver large residential developments. A new Residential Division was created within the company, and Chris was provided the opportunity to be part of the new team. Chris’ strong residential background was a perfect fit, and he was involved from day one in the setup of the new enterprise. He developed policies and work methods that aligned with the principles and values of Dominion, but were better suited to residential building. Four years on, Chris has just completed his largest challenge, managing a development of thirteen houses.

Chris also leads and manages the Dominion Apprenticeship programme, which currently numbers 15 apprentices, who obtain experience in all sectors of the trade, including their rotation across different teams. Chris broke the apprenticeship training into 16 blocks (one per quarter across four years) and developed an in-house apprenticeship manual, which sets out pay structures linked to work they needed to complete, and the creation of six-weekly review meetings. The result is that apprentices become driven to complete the required work packages so that they can control their own pay rises.

The Judges commented that Chris is “an exceptional professional, whose achievements over such a short career are outright impressive.”



Company:Aspec Construction Ltd, Auckland

Role:Site Manager

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Stephen started his career in the Bay of Plenty, having finished college he started working for a construction company as a labourer, then progressed to the role of hammer hand. This led to a Certificate of Construction and onto an apprenticeship. Following the completion of his apprenticeship, Stephen returned to study, graduating from the BOP Polytech with a Diploma in Construction Management.

The new qualification sparked a new passion; site management, and the enrollment in Unitec’s Bachelor of Construction, which necessitated a move to Auckland. Stephen completed his degree while working at Aspec Construction, while the desire for developing industry knowledge has proved to be insatiable, with Stephen going on to complete several industry related courses, predominantly in the safety area. This training has given Stephen the knowledge to ensure all those working on site are doing their job safely and correctly.

The Judges described Stephen as a young professional with absolute determination, and a sense of pride in everything he, or his team get involved with. “He impressed us greatly and we see the New Zealand construction sector’s future in safe hands if everyone were like Stephen”



Company:Hawkins Central

Project:Good Union, Cambridge

Role:Project Manager

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Sam secured the opportunity to procure the Good Union project through his own initiative. He had noticed that the Church building had been sold, and contacted the new owner directly to set up a meeting on site to discuss the owner’s plans.

Upon hearing in August that a December opening of a new hospitality business within the building was planned, Sam drew up a concept plan and a draft construction programme overnight.

Promising to have building work completed within 15 weeks to allow Christmas trading, was the key factor in Sam securing the project. In order to achieve this ambitious timeframe, Sam understood that a different approach to the normal construction process would need to be implemented. He commenced the project without full working drawings, and required early engagement of all stakeholders from Day One.

The building has historical significance, and so the project brief was to retain as many original heritage design features as possible. With design and construction underway the client requested an addition of an outdoor garden bar to be built in an area previously used as a carpark. Losing the carparks created a Resource Consent issue, with the Council proposing that a payment in lieu of parking be levied. This would have led to the project becoming unviable, and so Sam engaged directly with the Council to successfully resolve.



Company:NZ Strong Group, Auckland

Project:Auckland Airport, various projects

Role:Project Manager

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Having five projects running simultaneously at the busiest airport in New Zealand, was a significant challenge. Airports are live environments, with international terminals being 24/7.

This series of construction projects required total coordination, intensive quality control, and an element of peacekeeping in dealing with a wide range of airline, retail, airport operations (security and biosecurity etc), and of course, passengers.

The projects were spread across both the Domestic and International terminals. From relocating the Ministry of Primary Industry beagles (sniffer dogs), through to transporting a large portable building into position on the airside of the terminal, creating new baggage claim area and a check-in counter, the full spectrum was covered.

The project with the greatest complexity was in constructing a new ‘Green Lane’ through the Customs area at the International Terminal, a building that never closes, and a facility that is a critical defense line for New Zealand’s biosecurity. Issues coming to light during the demolition stage, and a lack of design and engineering detail at the time of construction, required Russell to run 24 hour shifts and to make quick decisions.



Company:Aspec Construction Ltd, Auckland

Project:Holy Trinity Cathedral – Bishop Selwyn Chapel, Parnell, Auckland

Role:Site Manager/Cadet Mentor

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The minimalist appearance of the final build disguises the complexities attached to the construction process. In considering who would be charged with realising this unique project, Aspec considered Greg King to be the natural choice. He possesses good technical knowledge coupled with an undying enthusiasm for quality, both critical attributes for a project of this type.

The bespoke design for the Bishop Selwyn Chapel included a gold inverted ceiling, which has the appearance of floating on three walls of glass, and one of the largest sliding door systems to have been installed in Australasia.

Greg’s ability to identify upcoming construction issues that could adversely affect the project programme, and to change construction methodologies and sequencing accordingly, were regularly tested. Changes in processes and programming required for the roof and precast panels (imposed by design performance and concrete pour deficiencies respectively) were efficiently resolved.

An additional challenge was that the gold ceiling required an 18-week curing (gilding) time without risk of any dust. This necessitated the effective quarantining of the Chapel for this period. A tough ask on a construction site!

This was a particularly complex building with documentation that was effectively conceptual plans. This required a great deal of initiative and intelligence to work through the onsite detailing. The Judges said, “Greg stepped up and owned the job.”



Company:NZ Strong Group, Auckland

Project:ESC Link Bridge, North Shore Hospital, Takapuna, Auckland

Role:Project Manager

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The Waitemata District Health Board (WDHB) had determined that the most efficient means of transporting patients from the North Shore Hospital to the Elective Surgery Ward on the other side of the road, was via a link bridge between the two buildings.

NZ Strong were engaged under an Early Contractor Involvement (ECI) contract, as they had relevant bridge and hospital experience.

The methodology and buildability inputs that NZ Strong brought to the project at the Concept Design stage, were fundamental to the project being delivered in a short 14-week timeframe, from commencement of piling to code compliance.

The construction of large structural bracing at both ends of the bridge required major services to be relocated, while the maintenance of Hospital services 24/7 throughout the build was an imperative. This was a very tight work environment, amplified by high pedestrian volumes across the site, and a busy roadway adjacent to, and below the new bridge. This necessitated the need for 20 specific traffic management plans to be implemented.

The Judges saw Scott as “being all over” this project.



Company:Aspec Construction Ltd, Auckland

Project:Mackelvie St Redevelopment, Ponsonby, Auckland

Role:Site Manager/Cadet Mentor

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This was a project that saw a highly designed precast structure erected on a very tight site on a busy thoroughfare. The urban location, along with the requirement to share the site access with multiple commercial tenancies in the vicinity, required several innovative and forward-thinking management and planning solutions.

One example of David using some lateral thinking, was the design and construction of a steel gantry, which enabled the Aspec site office and associated contractor storage and amenities to be suspended above the site’s access lane. This kept the thoroughfare open, and the rear tenants happy.

Site challenges included finding significant contaminants on the site, and the discovery of poor ground conditions. Examples included the unearthing of large petrol containers, sewer lines, and asbestos. None of which were foreseen, or had been allowed for in the original construction methodology.

David had to manage 250+ personnel across 58 subtrades, with many of the onsite staff not being fluent in English. To overcome, David introduced a free google translator, which converted Aspec’s instructions/descriptors into the languages commonly used by those on site. Other mobile technologies such as SnagR and CATPLan were implemented on this project.

David is very proactive, energetic, and an inspiring inclusive leader. He is an enabler, who embraces and implements new technologies with confidence and verve.



Company:NZ Strong Group, Auckland

Project:Mason Brothers Building, Wynyard Quarter, Auckland

Role:Project Manager

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The difficult site access and the challenging logistics associated with constructing a building amongst many other ‘live’ projects at Wynyard Quarter, had the potential to place daily pressure on the construction programme. In addition, the discovery during demolition of an unknown secondary roof, were additional challenges that need to be overcome on this large scale adaptive re-use project. Late integration of hard-fit-outs for two of the tenancies into the base build contract, required innovative reprogramming and co-ordination of all phases of the build, so as to minimise impact on the scheduled completion date. Jimmy maintained extremely good team morale and life-work balance through a process of weekly breakfast meetings. Windows of opportunity for staff to take leave were programmed, while regular team forums installed a sense of all team members having ownership in the project.

The adaptive re-use of this unique building could not have been achieved without Jimmy’s; skills, expertise, ownership and his full emersion into the project.



Company:Griffiths & Associates, Whangarei

Project:Hora Hora School, Batch 11, Northland

Role:Project Manager

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The Hora Hora Primary School, Roll Growth Project was the largest Ministry of Education (MOE) project to be undertaken in the Northland region for some time.

As Client side Project Manager and Engineer to the Contract, Ben was responsible for managing all aspects of the project. The challenges began early; after winning the project, the MOE increased the scope significantly, with a commiserate upward adjustment to the project’s complexity. The original brief of four new classrooms with no site works, became a ten-classroom block with associated resource and ancillary spaces.

Demolition of delipidated classrooms on the site was required (complete with asbestos removal), along with the need to bring in relocatable classrooms so as to keep the school operational. With this massive change to the project, Ben was required to very quickly revise procurement and design guidelines, along with developing a revised construction program, and associated budget.

Ben’s style is to lead from the front, and with this project he led a diverse team of client representatives, designers and construction practitioners through an arduous and difficult process. The result is an extremely durable, flexible and efficient building.



Company: LT McGuinness, Wellington

Project:David Jones Department Store, Wellington

Role:Project Manager/QS

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This project comprised the fit-out of the former Kirkcaldies & Stains department store, located in the heritage listed building of the same name, on Wellington’s Lambton Quay. With the closure of Kircaldies & Stains in 2015, Australian retailer, David Jones took over the space, which was to be the location of their first New Zealand store.

The interior of the three-story building was stripped back to a concrete shell, seismic strengthening was undertaken, and a 6,000m2 fit-out undertaken for the new David Jones store. Chris was faced with an extremely tight program of 115 days, which with the first month taken up by demolition, the fit-out became internally known as the 100-day job.
To achieve that timeline necessitated a 24/7 construction operation, and coordination of up to 250 contractors on site at any given time. This included the integration of 64 Australian joinery companies, none of whom had any prior New Zealand experience.

Chris’ attention to detail and ability to clearly lead the project team through a pro-active, well planned and solutions based processes, ensured that an exceptional retail facility was delivered.



Company:Hawkins Central

Project:Red Stag Sawmill, Hamilton

Role:Site Manager

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This project involved the construction of a new world class 6,000m2 saw mill facility, located in the Whakarewarewa Forest on the outskirts of Rotorua. The growth of the Red Stag Saw Mill necessitated a new building, the construction of which needed to work around the existing facility.

To achieve minimal disruption to the Red Stag operations, strict operational requirements were imposed on the contractor. This created challenges around the site access and circulation around the site, which affected construction sequencing, program and team safety. This combination placed the project team under sustained pressure.

This was a large-scale build that required specific management controls around working in confined spaces and at height. Continuous high levels of industrial noise and personal safety concerns, required that a well-planned and highly organised Health and Safety structure be implemented. Late delivery of off-shore sourced mill machinery, put the program at risk, which an elegant solution avoided.

Anthony’s excellence in the management of this site, his attention to detail and safety of his team, together with his ability to clearly lead his site-team through a well-planned solution based approach, that ensured delivery of an exceptional product.



Company:Hawkins Wellington

Project:Wellington Airport Terminal Extension, Wellington

Role:Project Director

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The Wellington International Airport Terminal Extension Project encompassed 6,000m2 of combined new build and refurbishment at the southern end of Wellington Airport’s Main Terminal Building. The project also involved the reconfiguration of the Airport’s southern apron.

Working within a live airport environment both internally (passengers, retail tenants, security, and airline/airport staff) and externally (plane movements and operations on the apron) created multiple constraints around access, security, noise and other unique airline requirements. Andrew was instrumental in identifying all procedures. He and his team developed and put in place a construction planning/methodology, which included the establishment and maintenance of clear communications protocols between all stakeholders operating within the property.

The requirement to work on a live airport apron, meant that workers were placed within 20 metres of moving aircraft. Worker safety was of paramount importance. To reflect this emphasis, Hawkins and Wellington Airport jointly launched the Safety Wingman Campaign at the outset of the project.

Due to the extreme operating environment, it was necessary to undertake a significant amount of high-risk works out of peak hours. This resulted in nightshifts with up to 70 workers being consistently run across a 22-month period.

By constantly utilising the resources and knowledge of the entire team, Andrew was able to deliver a high-quality product within an agreed budget and programme.



Company:Fletcher Construction, Wellington

Project:133 Molesworth Street, Wellington

Role:Project Manager

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he former William Clayton Building was the first building in the world to feature a lead-rubber base isolation system when constructed in 1982. 30+ years later, the building required a significant refurbishment, and an expansion to make it an appealing property to lease.

The refurbishment involved stripping the building back to its concrete frame, and strengthening the structure. The expansion added an additional two levels and 7,500m2 of new net lettable floor area. This was achieved without increasing the size of the building’s footprint. Fletchers were engaged with Early Contractor Involvement (ECI), with Aaron’s role being to provide buildability and value engineering input to the design team. Those contributions enabled design savings and improved construction methodologies, which are hallmarks of ECI projects.

Project challenges included the removal of hazardous substances from the restricted basement spaces, and a mid-project decision to lift the structural performance of the building. This redesign meant that the new base isolators had to be installed at the end of the project. Aaron as Project Manager provided a significant contribution to an extremely challenging project.



Company:Arrow International (NZ) Hamilton

Project:Rototuna Junior & Senior High School, Hamilton

Role:Project Manager/Design Manager

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At almost 20,000m², the combined Rototuna Junior and Senior High Schools represent the largest new-build school commissioned by the Ministry of Education (MOE) in over 30 years. Arrow were engaged to deliver a Design Build project with a Guaranteed Maximum Price (GMP). Tony was new to Arrow, and inherited a tight price and a programme that one consultant described as “challenging on a number of fronts”.

The school had to be completed and handed over within 11 months of Arrow being awarded the contract, and this included design work. The programme was under constant pressure, with budget issues and slow approvals processes creating delays.

As a Design Build, Tony was heavily involved in design decisions throughout, notably his proposal for an alternative foundation methodology, and his review of the HVAC design. Though new to both Design Build and GMP projects, he became a quick study however, and developed the ability to apply his newfound understanding of; design intent, how form and function are interpreted, and what it means to reflect a technical brief.

This was a big, tough, stressful project that required a high level of skills and determination to see the new school open as it was scheduled to. As one referee commented, “if you have a seemingly impossible task in front of you, hire this man!”



Company:Fletcher Construction, Wellington

Project:Seismic Strengthening of Majestic Centre, Wellington

Role:Project Manager

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Company:M2PP Alliance – Fletcher Construction, Wellington

Project:Mackays to Peka Peka Expressway, Kapiti Coast

Role:Project Manager

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The McKays To Peka Peka (M2PP) roading project was undertaken by the M2PP Alliance, of which Fletcher Construction were a member. The project consisted of an 18km four lane expressway, 18 new bridges, two new and two partial interchanges, and an adjacent pathway for pedestrians, cyclists and horses in some sections.

The Expressway was controversial when announced, with strong community and Iwi resistance. Along with many residents being unhappy about a new road being routed through their community, there were Maori burial grounds and other archaeological issues that had to be sensitively dealt with.

Fletcher’s John Palm John started on this project as Construction Manager, before being promoted to the role of Alliance Project Manager. A core part of John’s role was to become the face of M2PP project, and engage with the key stakeholders, including his leading the Neighborhood Impact Forums.

Along with the community challenges, there were several significant construction challenges; peat laden ground, earthquake prone foundations, and sandy soils. Supply of precast concrete for a project of this size was an issue, which John resolved by setting up a precast factory in Otaki that employed 50 locals.

M2PP was a monumental undertaking, which was completed four months early. The project has been well received by motorists and the community. A great deal of that success can be attributed to John Palm.



Company:LT McGuinness, Wellington

Project:St Mary of the Angels Church, Wellington

Role:Project Director

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St Mary of the Angels is a heritage listed building of great cultural and architectural importance to Wellington. Following damage sustained in the 2013 Seddon earthquake, the Church was closed.

This was a very personal project for LT McGuinness, and one undertaken with a great deal of trust between contractor and client. The driver for the innovative approach that Kerrin Manuel developed for the strengthening project, was bought about by budgetary demands (the project was funded by donations and grants) and practicality.

At the heart of St Mary’s structure is ten massive portals, made up of 15-metre-high archways on supporting columns that hold up both roof and walls. Re-strengthening involved new foundation beams, new columns, and most of the portals themselves. In light of budgetary constraints, Kerrin was convinced there was a quicker and safer way to handle the core job. His original idea was that the temporary support towers for each portal could become mobile by adding structural castor wheels. This idea was further developed to become the internal rolling gantry that was ultimately used. Not only was the innovation practical, it cut 15 weeks out of the program.

The innovation had immediate benefits for the St Mary of the Angels project, while providing longer term benefits for the construction industry, as the system can be utlised for other projects.



Company:Beca, Auckland

Project:Mason Brothers Building, Wynyard Quarter, Auckland

Role:Digital Delivery Leader/Project Director

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The Mason Bros building owners placed a strong emphasis on seeking out unique and innovative design solutions that would enable the completed building to be highly efficient, with those efficiencies being enabled by smart technologies.

A Cloud based 3D asset management system that could be utilised on mobile devices by a building’s asset/facility managers, was a conceptual idea that had been discussed within Beca for a while. Brett considered the Mason Bros project to be an ideal size and scope to pilot what the team had been developing. Brett presented the concept to the client, who immediately saw the potential benefits.

Brett worked with the client to configure the system to their needs and then led the training of the client, main contractor, and various trade sub-contractors. Benefits were derived by the construction team, as critical project data was delivered to them via mobile devices. The longer-term benefits are for those charged with the building’s management and maintenance post occupancy.

The result is believed to be New Zealand’s first imple-mentation of a 3D asset system with mobile interface.



Company:M2PP Alliance – Fletcher Construction, Wellington

Project:Mackays to Peka Peka Expressway, Kapiti Coast

Role:Senior H & S Advisor

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The McKays to Pekapeka (M2PP) project was a $630m roading project on the Kapiti Coast. The project was delivered by the M2PP Alliance, and Fletcher Construction’s Sarah McDonald held the role of Lead Operational Advisor for the project’s Health, Safety and Wellbeing (HSW) team.

A key component of that role was to develop a strong HSW culture across the numerous teams assembled to deliver the 18km long expressway. A significant challenge given that there were up to 600 people working on site at any time, and the significant environmental and operational risks associated with a construction project of this magnitude. Creating a consistency in HSW processes and expectations across the project’s three construction zones, and two precast yards, was required.

The M2PP Alliance invested $1.5m into the creation of comprehensive HSW programmes that Sarah developed and put in place. The scale of HSW inductions and ongoing training required was immense, with 5100 people delivering over five million working hours across the project’s lifetime. Sarah not only delivered the extensive induction training, she provided regular toolbox events and information forums, all of which were designed to achieve compliance and to install a genuine culture change to all teams.

Sarah became respected amongst the team as not only a valuable coach, but as a HSW mentor to all. In Sarah’s own words “building and implementing culture is so rewarding; particularly when your HSW initiatives are being; bred, implemented, owned, and driven from our ground staff.”

One of the elements of Sarah’s performance that impressed the Judges, was that she implemented several key initiatives that could be successfully adapted for use by the wider construction sector.



Company:Hawkins Wellington

Project:Wellington Airport Terminal Extension, Wellington

Role:Project Director

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Andrew demonstrated strong leadership and excellent communication skills in this challenging Wellington Airport redevelopment project. Andrew’s role started with involvement at Tender stage, where he devised an alternative construction methodology, which proposed to build around the fully operational domestic passenger link. In this way, the extension could be completed and opened with a minimum of inconvenience to the public. It was this alternative methodology that won Hawkins the project.

Due to their extreme safety requirements and major public interfaces (let alone how busy they are), Airports are challenging environments to construct within. To mitigate, Andrew and his team worked closely with Wellington Airport and their stakeholders throughout this complex project. An efficient project management system was developed to streamline the project communication and direction, and Andrew ran regular stakeholder meetings for the Airport.

These stakeholder meetings were held to brief the airlines, retailers and other terminal users on the construction interfaces and impacts for the upcoming period. This enabled disruption to the terminal users to be minimised across the many small packages of works within the terminal, some of which had to be re-sequenced to work around unforeseen challenges encountered in the ground works. Close collaboration with the project’s civil sub-contractor during the associated terminal apron works, drew in the experience and expertise of the sub-contractor’s national division, which allowed the local unit to increase their production six-fold. The project involved construction works on a 24/7 basis as much of the heavy works needed to be undertaken during the evening when flights tailed off, and the terminal became less inhabited.

There were numerous examples where Andrew and his team went above and beyond for the project and the client. On one occasion, some critical bolts were discovered to be out of stock in New Zealand and only available from Singapore. To avoid a three-week delivery time, Andrew arranged for a Singapore based friend to purchase the fixings, and get them onto a flight to New Zealand. Andrew and his team managed to get them through Auckland customs and down to Wellington over the weekend.

Andrew was an outstanding contributor to an extremely challenging project. He demonstrated; leadership, excellent communication skills, and a fantastic commitment to client and project. These are the reasons that Andrew is the WINNER of the GIB® SUPREME AWARD.