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.






Project:University of Auckland B507 Park West, Auckland

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The University of Auckland’s (UoA) Building 507 houses the School of Medicine and School of Population Health. In December 2016, UoA gave Precon a verbal brief for a new building of 20,000m2. With six levels, four above ground and two basement levels, it needed to be completed inside 36 months. A team of 450 worked together over 30 months to deliver the world-class building. Four existing buildings on the site needed demolishing, all of which contained asbestos.

The biggest challenge was time. On 1 November 2019, the University took possession of Separable Portion 1, approximately 65% of the building, and moved into the new premises. The remainder of the building was handed over on 31 January 2020, ready for the start of the 2020 academic year.

The overall success of the project is a testament to the positive working relationship developed between those involved during the ECI stage and the main build phases. The majority of the subcontractors were engaged early on, enabling everyone to work collaboratively from the outset. The collaboration worked well, as the judges observed, it was a project that appeared as if “no one had a chip on their shoulder.”



Project:Mt Eden Corrections Facility Building C, Auckland

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This project formed part of the Department of Correction’s ‘Capacity Programme’ within the largest remand prison in the country, Mt Eden Corrections Facility (MECF). MECF has a high volume of prisoner movements, releases, and visits. The 7,770m2 multi-storey accommodation block is in the middle of the MECF and accommodates 245 prisoners. The project also involved several ancillary works outside the new building to improve MECF’s ability to accommodate prisoners.

Building a team capable of delivering a project of this scale and complexity in a busy market was an early challenge. The construction of a project office, where all teams could collaborate in a common area, enhanced communication and accelerated answers without unnecessary RFI processes overloading consultants. Team building activities during this period helped bring the team together.

Taking a historic design developed several years ago, changing the delivery architect, and going on to construct the works proved challenging. Many sessions were required to gain an understanding of the proposed quality outcomes and solutions, with details changed to deliver this outcome.

The construction market was particularly busy during the delivery phase of the project. By working directly with the Corrections team, unnecessary constraints regarding the onboarding of subtrades were avoided, which was crucial. The challenge of securing a good and lasting project delivery was reflected in the final account agreement being reached within four weeks of the completion of the project, with no legacy delivery issues remaining to be worked through. The team are hoping to participate in future opportunities together.

The judges commented that the Department of Corrections was very focused on the project being collaborative, with a site office created for the client representative, consultants, and contractor to co-habit during the construction stage of the project. This collaboration ensured a well-executed project.




Project:Langdons Quarter, Northlands Shopping Centre, Christchurch

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Langdons Quarter is a new food and entertainment precinct in the Northlands Shopping Centre. This project involved the modification and strengthening of an existing building with 16 new tenant food offerings, improved pedestrian links to the carpark and cinemas above, and activating previously underutilised space. Daren Alderson was the Project Architect responsible for delivering this project. It came with several challenges in which Daren played a pivotal role in resolving.

During construction, numerous items were discovered, which were unknown at the design stage. These included existing structural details that differed from the as-built construction documentation, and existing construction elements not constructed to acceptable code. Daren coordinated the required design solutions with the relevant consultants, navigating his way through the challenges in a considered and pragmatic way, which ensured a great aesthetic outcome achieved within budget.

The judges noted that this project required Daren to bring together multiple tenancies impacted by the works, and to keep the shopping mall operative throughout the project. The judges were particularly impressed by the way, to ensure the project’s success, Daren went well outside of his discipline of architectural design.




Project:Aldersgate, Christchurch

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Aldersgate is home to the Christchurch Central Methodist Parish, providing spaces for worship and performance, office space, and an apartment. It replaces the original 1860’s Church, which was demolished following the 2011 earthquake when three men died on the site. The design is modern as the Parish did not want to replicate the original Church. There is also a large oak tree on-site which required protection during the construction process. The tree had become a place of remembrance for the families of the men who lost their lives on the site.

The original Church opened on Christmas Day in the 1860s, so Aldersgate needed to be open on Christmas Day 2019. This milestone was achieved, and the project came in under budget. Hayley Groves was both Project Manager and Client Representative, taking the project from conception through to completion.

The judges noted that the project encountered several setbacks that Hayley assisted in resolving. The intention was to bring two denominations together under one roof. Then, one church withdrew from the project. There was also a personality clash between a design consultant and the contractor requiring mediation, and the sacred oak tree that required protection while maintaining access to it. Hayley overcame these setbacks, delivering a great outcome.



Company:Griffiths & Associates

Project:Otangarei Papakainga, Whangarei

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This project was undertaken for Otangarie Papak inga, a local Maori social services trust, and involved providing up to six two-bedroomed units to provide transitional housing for whanau in need. This project was the first of its type in Tai Tokerau, and Otangarie Papak inga are planning to undertake more of these projects over the next 12-18 months.

The project’s scope included working with the client and funders, the preparation of business plans, timelines, cash flows, and risk.

Following the approval of the business case, Griffiths & Associates were engaged as Project Managers and Quantity Surveyors reporting to the client’s Chief Executive.

The project sought a design proposal that followed traditional Maori village design principles, being considerations that saw the Resource Consent and Building Consent applications sitting well outside what are deemed to be permitted activities. These aspects, along with the requirement to amalgamate two adjoining sites, were elements that a typical project manager would not be required to deal with; rather, they would be given to a separate consultant to work through.

Additional challenges involved site security in an area that was accessible to the general public and difficult to secure, and having to work within a tight budget with funders who expected work to be completed to an exacting standard.

Project Manager, Kelly Haora overcame the challenges. He also undertook a comprehensive and long-running process of engagement with the Northland District Council, the result of which is the Council provided the necessary consents for Otangarei Papak inga.

Even more impressively, this created opportunities for other Iwi projects to seek consents for projects with similar design principles in Northland. Kelly’s determination was the key to achieving an excellent outcome for his client.



Company:Leighs Construction

Project: Mt Eden Corrections Facility: Building C, Auckland

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This project is part of the Department of Correction’s ‘Capacity Programme’ within the largest remand prison in the country. Mt Eden has a high volume of prisoner movements, releases, and visits. This 7,770m2 multi-storey accommodation block sits in the middle of the Mt Eden Corrections Facility (MECF) and contains 245 prisoner places.

The project also involved several ancillary works outside the new building to improve MECF’s ability to accommodate prisoners. These included an upgrade to site-wide electronic security systems, kitchen and laundry facilities, staff parking, and expansion of existing prisoner exercise areas.

Project Manager, Neville McAnnalley had over 1,800 people involved in the on-site delivery of the project.

The judges noted that this was a challenging project undertaken in a live environment. Challenges included limitations for scheduling deliveries to site, functionality restrictions such as no cell-phones on-site, and the stringent security aspects that overlaid everything.

Neville developed a strong relationship with the client and tried a couple of alternative delivery approaches that differed from what had been undertaken on previous projects on this site.



Company:LT McGuinness

Project: Bowen State Building and New Zealand Defence House Fitout, Wellington

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This project involved the transformation of the Bowen State Building into modern offices. The redevelopment included an 8,500m2 extension to the building. New façades, new lifts and services were installed, and seismic strengthening was undertaken to 100% of National Building Standard. Extensive asbestos removal was required, together with a new, openplan fit-out. The discovery of asbestos, within the structure’s façade, was solved by an innovative technique developed by Chris Murray and Dion Russell. They developed a method that effectively sliced the asbestos off the ledges, thereby avoiding a significant critical delay.

The Kaikoura earthquake saw the original tenant replaced midway through the project with a new tenant, the NZ Defence Force, despite the original tenant’s design having been completed, consented, and construction of the fitout having commenced.

Chris and Dion overcame numerous challenges to complete the project to budget and to meet tenant occupation dates.

The judges noted that this was a complex strengthening job of an existing building before an extensive redevelopment into A-Grade offices. Early on, the brief changed to reflect a change of tenant, with Defence replacing MBIE. This required a new basement to be developed, one of many curveballs the project team had to deal with.



Company:Hawkins Auckland

Project:University of Auckland B405 Engineering, Auckland

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This project involved the construction of a new building for the University of Auckland’s Engineering School, a 32,000m2 facility for post-graduate research. Designed by Jasmax, the project was constructed by Hawkins over 30 months. Getting the right contractors in a heated market was essential to meet the level of complexity and quality required. Planning was enhanced using BIM right from the outset, meaning everyone entered their information into the same model. The building has over 800 spaces, including laboratories needing specialist services. Creating the building in 3D allowed the project team to identify clashes and solve problems, meaning less re-work and fewer materials used.

Construction began in June 2017. At peak, 500 people were on-site each day requiring a strong Health & Safety culture. The building needed to be ready for the start of the academic year, so there was little room for movement in the programme. The project was completed before Christmas 2019, ready for the University to occupy in 2020.

For the judges, Steve and Paul were an example of a great team. They empowered the subcontractors, and had a young team to mentor and build into an effective project team. They made good use of technology on-site.



Company:Dominion Constructors

Project:University of Auckland Waiparuru Hall, Auckland

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Waiparuru Hall is an Auckland University hall of residence offering accommodation for school leavers in 786 bedrooms. The site, adjacent to the University’s campus, is narrow and on a 45-degree bank heading down towards the motorway. Over 7,000m3 of rock had to be removed to create a flat site for the 12- and 14-storey towers. BIM was used to work through the design and minimise any on-site delays or re-works.

At the height of the build, more than 300 people were on-site. Previous plans to develop the site had proved too challenging, as it is surrounded by residential high-rises, businesses and a busy motorway port exit.

Project Manager, James Reed embraced technology, using BIM and other new technologies where possible to simplify and enhance the build process.

Waiparuru Hall provided numerous challenges over the 36-month build; design, logistics and programme being key concerns. Housing 786 school leavers’ from around the country meant there was no flexibility on the opening date. The steep, narrow site required exceptional delivery management practices to be employed, as there was no standby on the street. James pushed for prefab toilet pods, an innovative approach that improved quality control but required careful planning, given that there was no storage space on-site.

The judges said James was an integral part of the research behind the proposal to use alternative design solutions. This included modular toilet pods, as opposed to the traditional bathroom fit-out method that was originally intended, and to change the foundation work to a raft design. Both proposals were accepted by the client, who saw James as the main factor in delivering an exceptional result. James demonstrated excellent leadership skills, promoting innovative solutions and utilising an array of technologies that enhanced the project delivery



Company:Kalmar Construction

Project:Sugartree Apartments Stage 3 (Altro), Auckland

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The Sugartree complex on Nelson Street in Auckland’s CBD consists of three separate apartment towers, with 700 apartments, 400 carparks, and retail space. Stage 3 (Altro) is the final stage with 289 apartments over 13 levels plus retail space and two levels of carparking.

Project Manager, Nathan Halloran was involved in both Stage 2 and Stage 3. When construction started, there were over 60 tower cranes on Auckland’s skyline. Resources were extremely scarce, and there was enormous competition for staff, particularly for building concrete structures. Nathan identified that the main risk to delivering the project on time was meeting his deadlines for concrete pours. He resolved this by engaging Filipino steel-fixers through Kalmar’s in-house company, Harbour Concrete Construction Ltd (HCCL).

Nathan then appointed a key member of his team to work with HCCL as their team leader and merged the two teams into one. They then met every pour date. The other problem was that he was project managing the previous stage, and there was a six-month overlap between the two. Completing Stage 2 ahead of schedule allowed the following elements to commence earlier, which ensured the successful delivery of the project on time and to the client’s satisfaction.



Company:Clearwater Construction

Project:Outlook Mission Bay, Auckland

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Outlook Mission Bay comprises 43 upmarket apartments within three separate buildings, on a split-level basement carpark and podium. This was an ambitious project from an architectural, structural, and constructional perspective, and with tight constraints. The architectural design was particularly demanding in both form and detail. All apartments were upmarket, with high-quality finishes, needing to be delivered to an informed and demanding clientele.

The design demanded a zero-tolerance build including tiny ceiling voids with less than 20mm in places to locate plumbing stacks. Finished ceiling heights 30mm below steel beams compounded the problem. Additionally, there was a major issue closing out the consenting process for the last building. The current product literature didn’t apply to all the situations where it was being used. This issue threatened a significant delay to the project.

As Project Manager, Matthew restructured the consenting staging to allow construction to proceed while the necessary appraisals were updated, avoiding delay. He ran workshops with the wider project team to resolve design issues, and utilised BIM to enable a smooth flow of information and knowledge throughout construction, keeping the programme on track.

This resulted in the build exceeding expectations, with the developer engaging him in their next apartment development.



Company:Naylor Love Wellington

Project:Wellington East Girls’ College Major Redevelopment, Wellington

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Wellington East Girls’ College is on Mt Victoria, right above the western entrance to the Mt Victoria Tunnel. Dating from 1925, some of the buildings were due for replacement. The new build comprised three multi-story buildings totalling 2,060m2: The Link, Main Block and West Wing, with the Main Block being a new building behind a heritage facade, requiring associated site work.

This project had its challenges. They included operating within a live environment with around 1,000 students, which meant deliveries needed to be planned and made outside of the School’s opening and closing hours. The steeply sloping site was tight, providing limited laydown space or room for on-site accommodation. Further issues involved asbestos within the buildings that were being demolished, asbestos in-ground pipes, and within excavated soil. Lead paint also needed removal from the 2,000m2 of heritage facade. These problems required careful planning, isolation measures and clear communication with the School as well as the wider School community.

Naylor Love had, in an earlier contract, secured the 70m wide by 12m high heritage facade built in the 1920s while demolishing the building behind it, so it remained in place until the new Main Block was constructed.

Project Manager, Carl Bohnen maintained a focus on risk management, sensitive to the needs of the School and as required in a live environment. He managed this by running a number of information sessions for the School community, outlining critical works, and engaging in Q&A sessions. Project handover was completed to the agreed timetable, although not the original date due to the discovery of unknown elements that took time to mitigate.

The judges felt that Carl’s communication and leadership skills ensured the success of a highly complex project, beset with unforeseen challenges and requiring a significant number of changes on a difficult site.



Company:Kalmar Construction

Project:Te Tirohanga o te Tōangaroa – New Unilodge Student Accommodation, Auckland

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Kalmar Construction became involved in this project when the previous contractor went into receivership. Te Tirohanga o te Tōangaroa is a twin-tower high-rise student accommodation facility, with 488 bedrooms in two adjoining towers over 15 floors.

When Kalmar took over, seven levels of the structure were incomplete. The tower and basement fitout had not begun, windows had only been installed on two levels, and the project was six months behind schedule. Furthermore, the subcontractors were fearful they would not be paid for the work they had done, winter was approaching, and 488 students were due to arrive in February. A new accelerated work programme was essential.

Nathan Halloran rose to the challenge. He prioritised assembling the team and drafted the tightest programme possible, obtaining buy-in from all concerned to get the students in on time. Health & Safety was front and centre, and good communication paramount.

On 10th February, the students started moving in. This was an outstanding achievement and the result of superb project management, dedication, and perseverance by Nathan and his team.

The judges commented that this was an excellent result given the previous contractor’s lack of planning. Nathan owned the programme and produced a quality outcome, earlier than originally envisaged.



Company:NZ Strong Group

Project:Auckland Zoo South East Asia Project (Separable Portion 2A), Auckland

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The project involved the complete redevelopment of the Zoo’s South East Asia Track, and Te Puna, a new restaurant and functions facility. This renewed ‘Heart of the Zoo’ creates state-of-the-art habitats, shelters and amenities to immerse visitors in a Sumatran jungle environment, reflecting best practice facilities that support positive animal welfare.

The project provided numerous challenges. It was technically demanding; the site covered two hectares within the centre of the Zoo, the design was incomplete and changed during construction, and there were multiple architects involved. Significant rock excavation was required (over 4,000m3) and visitor access needed to be maintained throughout, despite the site bisecting a main visitor route. As an eleventh-hour challenge was the bringing forward of the date for the Orangutans’ return, requiring the team to put on additional resource and work night shifts.

As Project Manager, Gareth overcame these challenges, working with a young team, whom he mentored. His design and project management skills, and significant knowledge of Auckland Zoo operations, proved invaluable and ensured the project’s success. His client said, “It is unfathomable to imagine this project being delivered successfully without his overarching commitment to excellence and his daily attention to communication, progress, and detail.”



Company:CMP Construction

Project:e Apartments, Auckland

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Life Apartments is Auckland’s tallest social housing highrise, with 18 levels and 92 apartments built on Auckland’s steepest one-way street. The apartments consist of three levels of privately-owned penthouses with the balance leased to the Government for social housing. The building also had to achieve the NZ Green Building Council Homestar Level 6 standard, which meant on-site recycling of materials and waste minimisation during and after construction.

42 Liverpool Street had been seen as un-buildable given the steepness of the street, and neighbouring buildings extending into the site boundaries. James Sutherland was chosen as Project Manager due to his strengths in design, construction planning, and risk mitigation on complex projects.

The project faced multiple site-imposed challenges. Having a loading bay on the steep Auckland street posed a high risk, without strict loading bay and lifting protocols being developed and implemented. Deliveries had to be restricted in size, and concrete trucks could only be loaded to 75% of capacity due to the gradient of the street and the risk of losing the load on the slope. In addition, excavation trucks entering the site at 35 degrees created risks requiring mitigation to prevent roll-overs. Then, partway through the fitout, the partitioning subcontractor went into liquidation requiring the project team to undertake the role themselves.

Due to the high cost of the foundation and groundworks, James had to value engineer the project to ensure its feasibility. This was achieved through the procurement of alternative products such as kitchens, tapware, and whiteware, and painting rather than lining concrete walls in the hallways.

The judges noted that James owned the project across construction, design and commercials. With very good problem resolution he was able to achieve an excellent outcome on a difficult site.



Company:NZ Strong Group

Project:Airways Air Traffic Control Facility, Auckland

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The construction of the Airways Air Traffic Control Facility (AATC) at Auckland’s International Airport was managed by Dylan Kane, who simultaneously undertook site design and project management responsibilities of the build. AATC is a 1420m2 purpose-built and multi-functional building. Part data centre, above-ground bunker, and architectural showpiece, it houses and protects critical infrastructure.

During construction, 70 companies subcontracted trade works, with an average of 60 people onsite daily. The site was directly across the road from AIAL’s Head Office, making traffic management an important environmental consideration throughout construction.

Through tight coordination with his Quantity Surveyor, Dylan identified budget shortfalls and fiscally managed these through his site management practice. Collaborative site management empowered trade supervisors to advise on and deliver the programme, while weekly project coordination meetings encouraged subcontractors to coordinate amongst themselves, driving trade-level accountability.

Design changes and scope creep provided additional challenges as did the unavailability of the specified solid aluminium mirror cladding. This meant substituting to a composite panel and undertaking a rapid design revision.

The judges commented that this project required very detailed services coordination and design management. This was a detailed project delivered very well.



Company:Naylor Love Canterbury

Project:New World Durham Street, Christchurch

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This project involved the construction of a 5,000m2 supermarket containing a full cafe, butchery, Shop & Go, and office space on a mezzanine floor. It is a flagship store for New World nationwide and was built to be seismically resilient.

Built on top of a previous car wrecker’s compound meant the soil was contaminated with hydrocarbons and asbestos. Due to the contaminated soil, releveling the site would have proved expensive. The solution was to sit the building on a piled raft foundation with 30-metre screw piles and a 300mm thick base slab. This was topped off with a post-tensioned concrete floor, ground to give a salt and pepper appearance. At the peak, the build involved between 100-120 workers on-site.

Team building was essential for the success of the project and Site Manager, Craig Harris was able to engage the subcontractors through a range of activities including on-site BBQs, and silent auctions and raffles that raised over $6,100 for prostate cancer.

Craig’s innovative approach extended to encouraging those who had a minor breach of the company’s safety rules, to donate to a charitable cause such as the Cancer Society. This not only reinforced the regulatory requirements with the personnel involved, but also benefitted a charity.

A further challenge facing the project was the dense traffic environment with a significant artery road surrounding the site and minor roads that shoppers use for commuting between the major one-way roads.

The judges said that Craig had to manage a complex project on a contaminated site where logistics were a constant challenge. His team-building skills were evident as was his understanding of cultural differences on-site. Craig carried out a separate toolbox meeting on-site with the Mandarinspeaking personnel after the English-speaking safety toolbox. This was a complicated project that was delivered well.



Company:Complete Construction

Project:Harbour Eats, Commercial Bay, Auckland

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This project involved the design and build of the fitout for Harbour Eats, a 2,500m2 hospitality experience within Auckland’s new Commercial Bay shopping centre.

The Complete Construction team, led by Mat Hughes, specialises in retail and hospitality shop-fitting projects throughout New Zealand. Engaged on an Early Contractor Involvement (ECI) contract, the team realised site access was going to be problematic, with site access pushed out four times due to base build delays.

In response, Mat Hughes and his team proposed using its off-site manufacturing capability to pre-construct the Harbour Eats fitout in a factory adjacent to their Airport Oaks manufacturing facility. Off-site construction removed 32,000 hours of Health & Safety risk from the site, enabling work to proceed concurrently and reducing the base build completion date by more than six weeks.

The build components were transported to the site for reassembly using the goods lift, with limited craneage of oversize/overweight components. Off-site construction provided many benefits including improved safety, significant waste reduction, and quality improvements. Importantly, offsite construction not only accelerated the on-site project, but accounted for about $400k of additional revenue for the client.

This project presented significant challenges that were overcome using an innovative alternative approach.



Company:Cook Brothers Construction

Project:Dark Sky Project, Tekapo

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This complex project involved the construction of a tourism facility ‘Rehua’, the Dark Sky Project, a joint venture between Ng i Tahu Tourism and Earth & Sky. Rehua also houses a custom-made dome on the shores of Lake Tekapo, accommodating the 125-year-old Brashear telescope.

The unique structure and remote alpine location, three hours from the nearest city centre, required careful planning and intelligent solutions. Constructed of a curved and fluted precast concrete wall and a black gridded timber roof, Rehua evokes the mountains, glaciers, and dark sky of the area.

Nigel Bannan, Site and Project Manager, joined the project following the departure of the previous Site Manager and a workplace accident. He had to rebuild morale as well as manage the challenge of installing the telescope, the building’s complex construction, and the tenant’s integrated audio-visual fitout.

The judges said that many elements of this construction required highly detailed and precise sequencing, such as the accurate alignment of the custom-made dome’s ring beam wheels on the in-situ and curved concrete wall. Nigel demonstrated the ability to manage a site with logistical challenges all occurring at once. The successful delivery of this complex build was testament to Nigel’s strengths as both a builder and a communicator.



Company:Brosnan Construction

Project:The Lindis Cottages, Otago

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The Lindis Cottages provide unique accommodation on a remote site bordering both a conservation area and the Southern Alps.

The four visually striking Pods, with three façades clad in mirrored Stopsol glass, provide additional guest accommodation at an existing luxury fishing lodge

The client sought to create an experience that immersed guests in the beauty of the surrounding environment, complementing the main lodge’s design and, melding into the natural landscape.

The methodology used enabled the fishing lodge to continue operating without interference from the building site and with minimal impact on the environment. The Pods were built off-site in Christchurch, transported 400kms and craned into place in the middle of winter when the lodge was closed for a short period.

The project faced numerous challenges. These included a remote site, a narrow timeframe for installing the Pods, careful management of the procurement of long-lead time materials, and the need to have the units consented in Christchurch and then constructed in-situ.

Project Manager, James Clark and Site Manager, James Allen overcame these challenges, delivering four unique Pods to exacting standards. The judges said they demonstrated superb attention to detail, overcoming numerous problems involving a remote and environmentally sensitive site.



Company:Aspec Construction

Project:St Peter’s Chapel, Auckland

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This project involved the construction of a new Chapel for the historic St Peters College; a bespoke building that is an important part of the school.

Working in a live environment and establishing a building site in the middle of a school with 1,300 students meant deliveries needed to be carefully sequenced or completed in the early hours of the morning; ensuring the College operated as normally as possible during the construction period. The weather was also a significant challenge. Despite this, and the discovery of asbestos on-site, the project ran smoothly.

The project team worked with the architect and a computer 3D model of the Chapel’s structure and architecture. The Building Information Model (BIM) enabled several building issues to be solved before they came up on-site. During peak periods, up to 20 subcontractors were on-site requiring works to be carefully programmed to maintain momentum and minimise downtime.

The Chapel design called for several unique and special finishes including triangulated skylights, a large triangulated spire, and a long rectangular skylight that divided the building. Accoya, American Oak, brass, and a number of handcrafted statues and paintings also embellish the Chapel.

Kane, with 15 years’ experience in construction, lead the project and established an excellent relationship between the client and the project team. The judges were impressed by the enthusiasm he showed for this challenging project. They said he provided excellent leadership, maintaining momentum and morale in the face of a high level of difficulty.

Delivering such a high-quality building, given the complexity posed by the finished surfaces, required a clear and strategic methodology and a keen grasp of buildability. Throughout the project, Kane maintained a professional and congenial relationship with the school, producing a high-quality building that delivered on the original architectural vision.