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:LT McGuinness Wellington

Project:Charles Fergusson Tower, Wellington

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The Charles Fergusson Tower threw-up some significant challenges to this young Project Manager/Site Manager pairing, whose central philosophy was that they were the custodians of the client’s interests. They practiced this throughout the project; when unforeseen challenges arose, they looked at ways they could mitigate cost and programme blow-outs.

An unforeseen asbestos issue alone had the ability to derail the programme. To mitigate, LT McGuinness appointed, and then coordinated, three asbestos removal companies to undertake the work concurrently. Likewise, the surprise development that the floor configurations would need to be reconfigured to allow for a tenant change came at a time when the services had already been run for five of the 17 floors. The proposed solution of folding-in the separate fit-out contract into the base-build contract ensured that no time was lost.

Outside of the project challenges, it was Ben and Nick’s attention to detail and their communication processes that also impressed. The site was adjacent to a residential zone including a multi-unit residential block and a creche. Neighborhood engagement and the circulation of written newsletters to the 300 individual stakeholders were implemented, something Ben and Nick went above and beyond on. This included update visits to the creche. In return the creche produced murals for the site’s pedestrian gantries and baking for the construction team.

The client was won-over by Ben and Nick’s commitment and approach. “Projects of this scale, with these challenges, do not often come in on programme, or with relationships intact. That is not the case for Charles Fergusson Tower … This project has been a success because they care, are inclusive in what they do, open about the challenges, and lead from the front.” From the judges’ perspective, “Ben and Nick are young guns who smashed this project out of the park.”



Company:LT McGuinness Wellington

Role:Site Manager

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Matt left school as a 16-year-old to start a carpentry apprenticeship. Early in his career, Matt’s talent was recognised, and he was a runner-up in both the 2009 and 2010 Regional Apprentice of the Year Awards. Matt started his career in residential construction and moved to commercial following an offer from LT McGuinness, the firm he has been with since 2009.

The projects Matt has been involved in while at LT McGuinness have all been award winners. Along the way, Matt has developed a specialty in two areas: heritage and facades. On the former, his site manager role on the St Mary of the Angels project was notable. Along with managing 40-50 staff at any time, and heading the site’s Health & Safety programme, Matt developed a public profile as a key contributor to the church’s programme to raise funds for the strengthening and refurbishment works. Matt appeared in a documentary on St Mary of the Angels and his interview with the Dominion Post featured on their front page.

In 2015 Matt completed a Bachelor of Construction and won the Supreme Award at the NZIOB Central Chapter Student Awards. In addition, his final year’s research project won a Massey University award. Matt’s intellect saw him presenting papers at engineering conferences in 2016 and 2017.

Matt’s most recent LT McGuinness project saw him perform the role of facade manager on the PwC Centre in Wellington, another building currently winning awards. Matt’s goal is to be a project manager of large and significant projects. “I love setting the team up and watching them go to it” says Matt, “in team building, it’s all about honouring people, seeing their strengths and trusting them.” The judges described Matt as a hardworking father (of four children) who is passionate about what he does and who he works for.



Company:Naylor Love Auckland

Role:Building Services Manager

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Joel entered the building industry in 2007, taking up an electrical engineering apprenticeship with Mighty River Power. As a qualified electrician, Joel worked on a wide range of industrial and construction projects across New Zealand and Australia.

In 2014, Joel enrolled in the New Zealand Diploma in Construction Management at Unitec, a course that prompted a move to Naylor Love as a Building Services Coordinator. In that role, Joel provided electrical, mechanical, hydraulic, and fire protection support to the company’s project teams, project design consultants, clients, and sub-contractors.

2019 has been a milestone year for Joel. He completed his diploma and was promoted to the role of Building Services Manager for Naylor Love’s Auckland Division, while also assisting the wider Auckland team with pre-construction and internal training activities. An area of focus for Joel is to improve methodologies and safety awareness for underground services contracts.

As an emerging leader, Joel focuses on being a people-person, practicing integrity and helping his team. His own style has been shaped by two mentors that he has been fortunate to have had at Naylor Love. Joel’s long-term goal is to become an influential member of the company’s senior management team.



Company:Naylor Love Canterbury

Role:Project Manager

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Tom came to construction a little later. He first completed an arts degree, majoring in diplomacy and international relations, waiting until age 23 before he started in the building industry. While attending a Site Safe course, Tom demonstrated an aptitude for Health & Safety management, which was picked up on by a Naylor Love manager who was also attending the course. Shortly afterward, Tom was approached and offered a project manager cadetship at Naylor Love.

Completing his cadetship in 2018, and now enrolled in a Diploma in Construction Management, Tom has emerged as construction practitioner who wishes to comprehensively understand the many facets of a construction project. A client referee recently commented, “Tom’s strength is his ability to communicate effectively and reasonably, in a way that drew out the best responses from those involved in this project”; a quality that possibly reflects Tom’s original diplomacy qualification.

Now working autonomously on multi-million-dollar projects for Naylor Love, the judges viewed Tom as a strong and personable leader who consistently sets high and hard challenges for himself. For someone who initially viewed construction as being something short-term, Tom is now on a journey of self-discovery to determine how far his talent will take him in the building industry.



Company:Dominion Constructors

Project:University of Canterbury Connon Hall Seismic Strengthening, Christchurch

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Connon Hall is a student accommodation block at the University of Canterbury. It is a four-story brick building constructed in the 1970s, which sustained structural damage during the Canterbury Earthquakes. The initial structural solution involved significant excavations and demolition to the original concrete structure inside the building in order to replace it with a steel structure. Graeme was part of the Dominion team that proposed an alternative methodology at tender stage, one that saw the seismic structure being fixed to the outside of the building, a solution that provided time and cost benefits.

With a short time period being a key component of the project, the alternative approach was accepted, and Graeme was given two-days’ notice to start the nine-week programme over the summer break. It was imperative that the works be completed by the start of the 2019 academic year, as the Connon Hall beds were needed for students.

The job did not start well, with a break-in to the site occurring within the first week. The loss of gear and the two-days required to replace the stolen equipment saw morale drop. To lift team spirits, Graeme introduced family BBQs; while to make-up time, he used hydro-excavation extensively, and developed an innovative drilling methodology to fix the new steel SHS columns to the existing concrete columns. Along with speed, this created accuracy.

This was a small but complex build in terms of structural design, demanding accuracy and attention to detail, and delivered to an incredibly tight programme duration. To meet these demands, Graeme successfully implemented several innovative approaches and developed an inclusive and tight team culture. An above-and-beyond commitment by Graeme and his supporting family resulted in the strengthened and upgraded Connon Hall being completed one-week ahead of programme.



Company:NZ Strong Group

Project:Auckland International Airport Pier A Escalator 7, Auckland

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A simple enough brief; replace two old escalators and a set of stairs used by international passengers and dignitaries who are ferried to the International Terminal via buses or escorted vehicles from remotely parked planes. Given that this was a ‘front door’ to New Zealand, the finished product had to be of a very high standard. With the offices of the Department of Internal Affairs next door to the site, there were sensitivities articulated about noise and disruptions. The methodology developed to deconstruct and remove the existing escalators from their position above a live kitchen were well thought out and executed, as were the complexities of security, and health and safety that are part-and-parcel of working air-side at airports.

The planning involved in this four-and-a-half-month-long project was key, as was a commitment to open communication with the myriad of airport stakeholders adjacent and below the site. Jordan was described as professional and unflappable, quickly attending to issues raised by stakeholders. This was a complex project, well-executed in front of a demanding audience, and underpinned with a strong safety culture. The project was handed over on the programmed completion date.



Company:K2 Interiors

Project:Bays Health Medical Centre, Auckland

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The Bays Health project involved repurposing an RSA building that had been constructed in 1997, though severely damaged by a fire in 2015. The interior of the building was totally retrofitted as part of its transformation into Bays Health, allowing the full spectrum of health services to be provided within the new facility, including the client’s own services, and those of tenants such as a pharmacy and other health professionals.

The project had a strong community feel about it, something Leon identified and worked with to ensure a great outcome was delivered for the stakeholders, many of whom were not-for-profits with expectations often misaligned with their budgets. This required Leon to be tactful in his stakeholder engagement and for him to be viewed as an expert advisor to an inexperienced set of clients. This created in him a greater sense of responsibility to the client than what is typically the situation. Examples of this are instances where Leon assisted not-for-profit tenants with their lease negotiations.

The project was reasonably straight forward from a construction point of view. Though well delivered, it was the stakeholder engagement aspects that elevated Leon’s performance to being one of note.



Company:Naylor Love Canterbury

Project:Lyttelton Port Company (LPC) Woolstore, Lyttelton

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The LPC project involved the strengthening and repurposing of an existing 1950’s Woolstore building that would accommodate the Marina offices as well as provide space to fill future tenant demand.

The site was shared with Fulton Hogan, with Tom setting-up an ‘overlapping duties plan’ and ‘emergency processes’ with the other company. Tom was also responsible for the implementation of a Construction Environmental Management Plan (CEMP), which is not always instigated on construction sites. With hazards including a marine environment, ground contamination, site run-off protection (to avoid discharge into the harbour), and a high wind zone, the existence of a CEMP proved valuable.

The lack of drawings and specifications for the original structure meant variations and additional works were generated. Tom managed these cost-effectively and in a manner that maintained the client’s required completion date. Losing their Site Manager for a two-month period saw Tom having to step in cover this additional role. This was a challenge that Tom saw as presenting a valuable learning opportunity, which it proved to be. In describing Tom’s performance, the client said “Tom’s communication was exemplary, he is very clear in his programming and staging, and makes it crystal clear to all involved, as to the challenges in delivering the project.”



Company:Naylor Love Wellington

Project:Newtown School Main Classroom Block, Wellington

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The Newtown School project involved construction of a new classroom block on a public school site located on a busy suburban intersection. With Wellington Hospital located within 800 metres on the same road, the traffic flow was high, necessitating sound traffic management processes and well-coordinated site deliveries. The new build provided the equivalent of 14 classrooms spread across two-levels.

From the start, Kiel was delivered a few curveballs. The identification of variable ground conditions resulted in a change to the proposed piling system. These were handled expediently, though created a delay to the project start date. The next issue to deal with was the supply of the specified Cross Laminated Timber (CLT) panels, which was an integral component of the design. Aside from a small number of panels, the bulk of the order could not be provided without incurring significant delays, and so the building was redesigned in concrete and blockwork.

Other challenges included the extra safety considerations attached to working in a live school environment and the added complexity of the school having a high number of special-needs children. The judges considered Kiel instrumental in front-footing the issues that arose and that he employed sound processes to mitigate the delays and costs those issues caused.



Company:Brosnan Construction Canterbury

Project:The Lindis Luxury Lodge, Canterbury

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The Lindis is a five-bedroom luxury fishing lodge located in the remote Ahuriri Valley, South Canterbury. The location presented many ongoing logistical difficulties due to its remoteness and exposure to extreme weather conditions, while the design created technical challenges.

The remoteness required the construction team to operate like a shearing gang, twelve days on-site followed by a long weekend back home. They lived in crofters huts and ate each meal together. The absence of phone coverage required careful coordination of deliveries and visits of sub-contractors, who had to drive long distances from major urban centres and navigate gravel roads to get to the site. Weather impacts included a delay of four weeks due to wind factors, 12 days when the site couldn’t operate due to heavy rain, three significant floods, and two full site closures due to snow conditions.

The demands of the design required collaborative solutions be developed between builder, architect, and engineer. An example of the environmental conditions forcing detailing to be rethought was the timber roof. As detailed, the fixing points were at 1500mm centres, while the harsh climate necessitated a change of fixing solution to a meticulous ‘piece by piece’ process with boxed sections spot welding every 300mm. These and many other design aspects needed to be worked through with the wider team, without the ability to make quick phone or call the design consultant to site.

In addition, the client requested design changes seven months into the build. The products and materials needed to resolve design or installation challenges were invariably required to be imported. This was a totally unique and difficult project, delivered by a team that demonstrated extraordinary flexibility and adaptability to deliver a complex building in a rugged environment. The story behind the building’s construction is as breath-taking as the building’s design.



Company:Armstrong Downes Commercial

Project:Te Maru o Tawatawa Multi-Unit Housing, Wellington

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The Te Maru o Tawatawa project involved the construction of 34 one-bedroom units across three two-story buildings for Housing New Zealand Corporation (HNZC). Early into the project Andrew expressed concerns about the basement design from a safe work practice perspective. The drawings detailed a confined space with crawl holes measuring 600mm x 600mm. These openings were not large enough to perform any type of rescue if required, and so Andrew proposed an alternative (safer) design that was accepted by HNZC.

Access and a very confined site meant challenges for the site works and driveway. At Andrew’s suggestion, the engineers reviewed the Geotech solution and ran with an alternative approach that delivered cost and time savings, the former being in the order of $500,000.

Twice during the project Andrew had to deal with changes to key consultant roles, which were time-consuming and disruptive. Andrew managed this well, as he did with his engagement with neighbours, who repaid his sound communication policies with morning-teas delivered to site.

This was a project that the client described as having an aggressive programme from day one with no contingency. Other than an extension due to unforeseen ground conditions, this project was delivered to programme, an outcome that reflects Andrew’s tenacity.



Company:NZ Strong Group

Project:Metlifecare Pinesong Village Manukau Building, Auckland

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This was Thomas’ first Project Manager role and included him being involved in the Early Contractor Involvement (ECI) team during the pre-construction phase. An outcome of the ECI was that the project changed from redeveloping an existing building to a new build. The location was a steeply sloping site with restricted access. It was a construction site in the middle of an operational retirement village, whose combined resident and staff head-count numbered 500.

Outside of dealing with tough site conditions, it was Thomas’s personal skills that shone. An example of this was a sub-contractor who Thomas had to get contractual with, who clearly held no grudges, as they provided an excellent verbal reference for Thomas.

When another sub-contractor went into liquidation early in the programme, Thomas signed 25 of their employees up as direct hires to NZ Strong for the remainder of the project. Though the tight labour market meant that this approach was critical to ensure that the project stayed on programme, the consequence was that additional financial pressure and reporting requirements were placed on Thomas and his team. The judges saw Thomas as having done a really good job, he kept his team close, and site stakeholders onside.




Project:135 Albert Street, Auckland

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135 Albert Street is a 31-story tower which is home to the Auckland Council and its 2,000 staff. The Hawkins project involved façade maintenance across the full height of the 116-metre-tall building. Works included the replacement of 5,000m2 of existing stone cladding with a lightweight aluminium panels above the street level (including replacement of the existing structural fixing framework), and refurbishment and reinstatement of 2,000m2 of existing stone and associated structural fixings at street level.

The project was a demanding one. Given the removal of stone panels (that were already unstable) above a very busy street, there was a high-level focus on Health & Safety, whilst undertaking the work in front of 2,000 live spectators within the building. The building needed to remain operational, requiring extensive effort be put into minimising disruption to the building’s occupants while maintaining public access.

The safety of pedestrians and team members drove an intensive Health & Safety culture, with AJ personally conducting audits to ensure tasks were carried out as detailed. The client commented that “AJ was the difference on this project, he drove the team and programme to a successful outcome. He is an exceptional talent.”



Company:LT McGuinness Auckland

Project:Wynyard Central

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Wynyard Central is comprised of three building types sharing a common basement that takes up the full site footprint. Collectively, the apartments, townhouses, and pavilions provide 113 residences.

This project represented LT McGuinness’ first Auckland project, with a team needing to be assembled and a sub-contractor network to be established. Neither being easy to achieve in a heated market. Aaron was tasked with doing exactly that and to deliver a project of significant scale and complexity. It was a big responsibility for the company’s second Auckland employee.

Outside of the considerable task of building the construction team and supply-chain, Aaron was also presented with several project challenges. An early issue to be resolved was how to clean and seal the contaminated land, while excavating and undertaking stabilising works for a basement that took up the full site. The solution proposed by Aaron and his team was the largest New Zealand application of the soil stabilisation method, Mudcrete.

While the project is commercial in scale, it is a residential development. As such, the level of quality and finish required needs to match that anticipated by a home owner.

In order to deliver on those expectations, Aaron implemented a multi-stage QA programme and instigated the prototyping of items and components of work, including the early completion of an apartment interior. Prototyping allowed the project team to agree on a benchmark finish against which future work could be assessed to ensure the maintenance of consistent quality. Setting-up the joiner in the basement allowed for speed of supply and a close connection to the final product.

The judges saw this as a story of literally one man and a ute, building a team from scratch to deliver a large complex building to a very high standard. It was a very impressive performance.



Company:LT McGuinness Wellington

Project:PwC Centre

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The PwC Centre is a new base-isolated office building on Wellington’s waterfront. Due to the proximity of the building to the sea, the basement and ground floor design was one of the most complex the engineering firm had ever designed. It included over 1,200 continuous flight auguring piles, 33 lead rubber-bearing base isolators, and 31 slider type isolators, with tension ties helping hold it down.

The in-ground construction took thirteen months to complete. This made the programme very tight for the construction of the upper three levels, into which the incoming tenant had a drop-dead date on which they needed to have vacated their existing premises. Jeff undertook a thorough review of the planned methodology and sequencing. In doing so, he identified several opportunities to make changes that would enable faster build times and greater overlapping of sequences.

An additional aspect that placed pressure on the programme was the early access provided to tenants to undertake their fit-outs. This meant that Jeff was running a site with multiple contractors while managing expectations and project deliveries for numerous clients. The delivery of this most complex of buildings on the due date, despite consenting and in-ground hold-ups, was a significant achievement.




Project:Christchurch Town Hall Conservation Project, Christchurch

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The Christchurch Town Hall Refurbishment is a $167M project to repair and refurbish the existing Christchurch Town Hall, severely damaged in the Canterbury Earthquakes. Ground liquefaction caused by the earthquakes resulted in differential settlements of between 300mm to 600mm occurring across the site. After investigating whether the building should be demolished and replaced, or repaired, Christchurch City Council voted to repair the Town Hall and in June 2015 appointed Hawkins as the main contractor to repair the existing facility to 100 percent of New Building Standard (NBS).

The project required the installation of over 1,100 jet grout piles (2m diameter, 6m deep), the replacement of all concrete slabs with new deeper ones that were tied into existing concrete pad foundations, and significant new walls and concrete structure. In addition, the scope of works included the upgrading and updating of the structure and services throughout the building. The programme duration was four-years.

The client commented: “to say this was a challenging project would be an understatement, with the resultant quality of workmanship being a testament to all involved. The finished build leaves a legacy that the full project team should be proud of.”



Company:Icon Construction

Project:Self-Climbing Enclosed Jumpform System

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The Pacifica apartment project is a 57-story building with large floor-plates, being constructed on a constrained site in the Auckland CBD. The combination of restricted site characteristics and a tight programme encouraged the project team to explore alternative building methodologies to the traditional tower-crane approach utilised in New Zealand. The decision to use jumpform was an output from the innovative culture that was implemented early in the project.

The jumpform system is widely used in Icon’s home market of Australia, though not implemented previously in New Zealand. This wasn’t just a matter of adopting an international building methodology, as the reinforcing required to meet seismic demands in New Zealand exceeds those in Australia. The project team needed to reduce the jumpform load resulting in additional loading bays being added. There were modifications and additions required to enhance the performance of the jumpform system including the creation of a monorail system underneath the core. The Australian jumpform designer viewed Icon as having done “an exceptional job of implementing and adapting the jumpform system into the New Zealand environment”.

Configured in the manner that Icon did, the jumpform is best described as a ‘vertical factory’. The system carries the formwork for all the vertical elements (core and columns) along with the perimeter screens below. Working areas at the top of the system are fully shrouded for protection from the elements and the risk of items falling from height is eliminated entirely.

The jumpform system provides a work environment akin to working at ground-level. In terms of speed, Icon is completing a floor every week, a rate of production that is significantly faster than what is achieved with traditional tower crane methods. The judges viewed the entry as being a team effort that stands as a testament to finding better ways to construct complex buildings.




Project:Scan to BIM to Asset Management Integration

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The project brief from Hamilton City Council was to provide a platform or to develop a tool that would allow the Council to collect, centralise and access multiple types of asset-related information for its water treatment plant. The information to be centralised included: models, drawings, data, operations and maintenance manuals, and data sheets. The solution was to undertake a complete scan of the existing building and to integrate the asset management components into the Building Information Model (BIM). The result is that disparate data sources are brought together into a single user-friendly interface. This innovation leads the way for the future of asset management in the built environment.

Glenn undertook the complex and very relevant problem of collecting, integrating and maintaining information about an existing building asset, which is more difficult proposition than creating an interface of this type had the building been newly constructed.

Innovation occurred in the usage of drones, lasers, and scanners, in combination with BIM, to provide a unique web-based integration tool. This created the asset information model and enabled mobile devices to link the digital assets to barcodes on their physical asset counterparts. This unique and innovative tool represented a New Zealand first.



Company:Canterbury District Health Board and GHD Olsson Fire and Risk

Project:Passive Fire Programme

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The Canterbury District Health Board (CDHB) Passive Fire Programme is a fully integrated solution to manage passive fire protection at all stages of the building life cycle. The requirement to implement greater rigour into passive fire installations and maintenance emerged after non-compliant works were identified following Canterbury Earthquake repairs and scheduled Building Warrant of Fitness checks.

It became clear to the CDHB that the passive fire industry lacked direction, governance and structure, and the use of widely used materials was untested/unassessed and applied with no real regard to the guidance provided by manufacturers. Confronted with an industry systemic challenge, Alan and Simon developed a solution to effectively deal with passive fire protection from cradle to grave for both existing and new buildings. This included creating a panel of suppliers and installers, with suppliers being chosen for both the quality of their product and the robustness of their test reports and support data. Installer selection followed a process of testing and assessment where contractors were given a set of specific problems to overcome on a test wall. In addition, apps were created that monitor, record, and review all aspects of the passive fire programme.



Company:Naylor Love Canterbury

Project:Initiative Security Control, Eliminate the Safety Risk

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Projects within a secure operating prison environment have complexities not common in a standard construction project. Prisons have strict rules regarding access and following security protocols. Many everyday items such as mobile phones are prohibited inside the facilities and the leaving of unsecured tools on-site at the end of the day is not possible. Both required processes to be implemented, which Grant developed in partnership with the client.

Grant demonstrated an integrated team approach with a strong focus on the wellbeing of all stakeholders. This he did with the creation of a culture of ‘speaking up’ and team participation, which delivered positive safety outcomes despite the significant operational constraints that are part and parcel of working behind the wire. This necessitated that all programmed work undergoes thorough planning and is undertaken well in advance of the works.

Some of the initiatives were team morale focused. To mitigate any team despondency about not being able to use their phones or smoke during breaks, the team was provided with higher quality site facilities than what is typically provided. It was clear to the judges that safety was a primary consideration in the planning and execution of the works for this project.



Company:Greenstone Group

Project:125 Queen Street (QBE Centre & Queen's Rise), Auckland

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125 Queen Street is a 28-story tower constructed in the 1980s, sitting behind a heritage-listed 1840’s façade. The building had sat vacant for six years prior to it being purchased by Winton Partners, who set about regenerating the property and transforming it into a Grade A office building.

Early into the construction phase it became very apparent that things were not going well. Halfway through the construction programme the deliverables were running at 20% and the project was at risk. Not only was the construction well behind schedule, but the relationship between all stakeholders had also broken down and the project was in disarray.

The client replaced the incumbent project manager with Andrew, who faced the daunting task of getting the project back on track. Inheriting a team culture described as toxic, one of Andrew’s first actions was to restructure the project team. With the client’s approval, he removed some key people from the project. This reset the team culture and injected personnel who could provide much-needed confidence and leadership.

Andrew reconfigured the project’s delivery processes and information flows, which were in a lamentable state, with 100 unactioned Requests for Information being a consequence of the earlier inefficiency. There were multiple independent fit-out contracts being undertaken for office and food-court tenants, with many of them behind schedule. Bringing them back on programme led to Andrew basing himself on site for a period, to take over the project management of the fit-out works.

Andrew was tasked with coming into a project at its mid-point to rescue it. He rectified the many complex and difficult issues that existed and took total responsibility for turning the project around. He delivered an exceptional result, which at the time of his engagement, was looking like being an unlikely outcome.




Project:Christchurch Hospital Outpatients Building

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Following the Canterbury Earthquakes, the Canterbury District Health Board’s (CDHB) outpatient services had to be relocated to temporary premises, and related services accommodated across various other sites. The newly delivered Outpatients Building is the long-term solution, a property that brings all the outpatient services back under the one roof.

The new building had to be up and running by an agreed date, as the outpatients’ staff had to be out of the temporary accommodation to allow for a separate CDHB development to stay on programme. The new Outpatients Building was constructed in stages requiring a multi-layered delivery system that could coordinate and integrate the various medical facilities contained within the base-build.

This was a highly specialised building. It was complex in its design and was located on a difficult site. The programme was tight and the defined budget (as it does with public accountability) required skillful management. For the project to be delivered successfully, a high level of technical expertise was required, as was close collaboration from the full design and delivery team.

Todd was new to the New Zealand building industry and therefore had to quickly learn about the local construction sector, and the implications and ramifications of seismic design and detail in commercial construction. It was a significant learning curve, though his background in manufacturing in the USA and expertise in BIM compensated for the lack of local knowledge.

Todd was a significant contributor to the successful delivery of the project. He did this by introducing new (to New Zealand) building methodologies while implementing and managing effective project management systems. Todd’s project management skills and deep construction knowledge directly benefited the delivery of the Outpatients Building. In addition, it was apparent to the judges that those same attributes were universally admired by the other members of the project team.



Company:Griffiths & Associates

Project:NDHB Bay of Islands Hospital Redevelopment Stage 1

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The Bay of Islands Hospital is in Kawakawa and services both the Bay of Islands and the mid-North. Administered by the Northern District Health Board (NDHB), the project brief was to design and deliver a new building that would accommodate the Accident and Medical Department along with a 20-bed In-patient Ward. The new building would be attached to the existing Main Hospital building, allowing for the hospital and its helicopter rescue service to remain operational throughout construction.

The project challenges included poor ground conditions leading to significant redesign, lack of drawings for the Main Hospital Building leading to design changes, the relative remoteness of the location, and the late termination of another new building project that was to be delivered on the other side of the Main Hospital Building under a separate contract. The latter aspect impacted on the project methodology and required a new structural solution to be developed.

Jeremy clearly understood the importance of the project to Kawakawa. His client management was exemplary, and he took responsibility to develop construction processes and methodologies (and change them as required) to deliver this new community asset. Nothing was left to chance with a project that continually presented challenges.



Company:Leighs Construction, Johnstaff, CCM Architects

Project:Christchurch Hospital Outpatients Building, Christchurch

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The key to the design and delivery of the Christchurch Outpatients Building was the collaboration of the design team and the extension of that collaborative culture to the main contractor following the procurement of Leighs. The project team was not self-formed, rather assembled following an initial Government Electronic Tender Service (GETS) notice for the consultants, and a later tender for the contractor; making the success of the collaboration even more remarkable.

The highly complex building was a challenge for all those involved in its realisation. The project brief was demanding due to there being no entertainment of cost overruns, an immovable handover date, arduous seismic and fire specifications, and a tight triangular-shaped site.

From the first day there was a clear design vision that the design team bought into. Once the design was agreed, the team focused on aligning themselves to delivering the building within the tight programme. An efficient project management structure including a robust communication process and developing setting protocols upfront. This, in combination with the development of a collaborative culture, empowered the design team to get on with their work, building confidence, respect, and trust within the team. Once the main contractor was procured, they too became assimilated into the team culture that empowered the collective.

What impressed the judges was that the project had an unwavering charter that the client, design team and contractor all signed up to. This included the commitment to a finalised brief and ensuring the resultant design would be delivered to the site fully co-ordinated. To defend this strategy, there were occasions when the team rejected last-minute changes from the client if it was viewed that those changes would compromise prior work. The trust and non-adversarial dealings that occurred across all facets of this complex project were very evident.




Project:Auckland International Airport Departures Experience

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Auckland Airport commenced the International Departures Experience Project in 2014. This was one of their largest undertakings to date, providing 35,000m2 of building floorplate, making it the largest operational transition in the airport’s history.

This project was a huge undertaking in a very public arena that couldn’t be allowed to fail, though at the programme’s mid-point, it was failing. The project was in dispute and the high-pressure environment was leading to high staff turnover and a highly publicised mess. The change in direction began with a complete culture change, with each organisation putting their best people forward to lead the turnaround. A ‘project first’ mentality was adopted, with all members accountable for dealing with all issues immediately, whomever they belonged to. As one of the team said, “I will not let my company be the reason for this project to fail.” What was considered unfixable, transitioned into a success. An example of this was that prior to the turnaround, not one deliverable had been achieved. One year later 64 deliverables were celebrated.

The success of this project is a redemption story; a case-study in how a project can be dramatically turned around through a committed buy-in from all stakeholders.