Let’s Get Wellington Moving is an initiative between Wellington City Council, Greater Wellington Regional Council and Waka Kotahi NZ Transport Agency to improve the city transport system. As City Streets Programme Manager I built and lead a team of eight staff and over 40 consultants delivering public transport, walking, cycling, safety and amenity improvements across Wellington as part of the $350m, 10-year, City Streets programme. I planned and expanded the City Streets team from one to eight team members to deliver the 16 projects that make up the City Streets programme, creating a productive, valued and supportive culture. I lead two consortia delivering business cases for the City Streets projects as well as oversee input and involvement from subject matter experts from each of the three partner organisations. I oversaw the initiation and management of City Streets projects including project planning, procurement, scoping, scheduling, risk management, assurance, internal and external engagement, business case development, budgeting, finances, and board reporting and presenting. I regularly prepare and present papers and presentations to the Let’s Get Wellington Moving Programme Leadership Team, Partnership Board, Governance Reference Group, Councillors and our mana whenua partners.

KiwiRail owns, maintains, expands and operates New Zealand’s national rail network including the Auckland and Wellington metro networks and Interislander ferry service. As Terminals Programme Manager within KiwiRail's Interisland Resilient Connection (iReX) Programme I set up and led the initial stages of a $750m redevelopment of the Picton and Wellington ferry terminals to accommodate Interislander's two new, much larger rail enabled ferry's. I planned and expanded the terminals team from one to 11 staff to deliver the terminals programme, creating a productive, valued and supportive culture. I led a wider team of secondees, consultants, contractors and advisors through the design and consenting phases of the programme. I oversaw all functions related to the design of the terminal redevelopments, including defining requirements, scoping, optioneering, value engineering, cost estimating, safety in design, risk management, assurance, internal and external engagement, business case development, budgeting, finances, scheduling and board reporting and presenting. I oversaw the successful regulatory consenting of the Picton terminal as a listed project in the COVID-19 Recovery (Fast-track Consenting) Act 2020 and was heavily involved in consenting strategy and planning for the Wellington terminal. I was heavily involved in engagement with partners and stakeholders including iwi, port companies, KiwiRail teams, Waka Kotahi and Marlborough District Council, along with supporting negotiations with both port companies.

Aurecon is a leading global engineering and infrastructure advisory firm that provides advisory, design, delivery and asset management services to bring ideas to life. As a Senior Consultant in Aurecon’s Infrastructure Advisory business unit I led the development of business cases and provided technical and delivery advisory services to clients in the transport infrastructure market. I worked on projects for the Victorian Government, including a condition assessment of Flinders Street Station for Public Transport Victoria, an assurance review of VicTrack’s management of its critical vital infrastructure, a light rail study for Transport for Victoria. I led the development of a successful business case for KiwiRail to secure $95m of crown funding for deferred maintenance and resilience enhancements on the Wellington Metro Rail Network. I managed client interactions and oversaw junior staff gathering and analysing asset and financial data and conducting financial and economic analysis. I led the scoping, prioritising, allocating and planning over 1,000 discrete rail projects worth over $400m for KiwiRail following the 7.8 magnitude Kaikoura Earthquake. I facilitated and managed interactions between the NCTIR alliance delivering the bulk of the $1.3b of road and rail recovery works as well as KiwiRail’s engineering, finance and insurance teams. I oversaw the production of engineering and financial information to support KiwiRail’s insurance claim.

CentrePort owns and operates the Port of Wellington. Its main trades are containers, logs, inter-island ferries, cruise ships, fuel and break bulk. As Infrastructure Delivery Manager I led a team of seven engineers and managed consultants and contractors delivering a portfolio of capital infrastructure projects to support CentrePort’s commercial and operational strategies. I took on additional responsibility to oversee asset management and maintenance teams and reported to the CEO for an extended period. I led the initial infrastructure response for all port assets following the 7.8 magnitude Kaikoura Earthquake, which caused significant and widespread damage to most of the port’s assets. I oversaw a team of over 20 staff, consultants and contractors to safely undertake damage inspections and repairs. I was responsible for the team’s health and safety as well as leading twice daily all staff briefings of up to 100 people. I managed a team of staff and consultants to develop a business case, undertake detailed design and gain resource consents for a $14.5m log yard development. The development would double on port log storage securing a competitive advantage and allow long-term growth in the log trade. I worked closely with operations, commercial, finance teams to ensure the project met their requirements and maximised value.

As Project Engineer I led the delivery of marine and civil capital infrastructure projects to enable growth and provide more efficient, safer and environmentally friendly operations. Managed projects through all lifecycle stages. I managed the scoping, design, internal approvals, procurement and construction of major upgrades to a ferry berth in order to accommodate a much larger vessel. I developed a productive working relationship with the client and managed construction works around ongoing operations of the ferry berth. I managed the scoping, investigations, design, internal approvals, procurement and construction of an offsite log yard in the Wairarapa to enable logs to be transported by rail to CentrePort, enabling a step-change in efficiency and safety. I managed the construction of a 600m long seawall that was significantly damaged in the 2013 Seddon earthquake. I completed daily on-site inspections and liaised directly with the design consultant, contractor and port operations, in order to ensure expectations were met. I oversaw and reported on progress, cost, risks and health and safety, along with leading adjustments of the design and scope, to keep costs within budget when risks materialised.

Port Marlborough owns and operates port and marina facilities in the Marlborough Sound. Its main trades are logs, inter-island ferries, marinas, aquaculture and cruise ships. As an Engineer I led the delivery of maintenance and capital infrastructure projects to support port operations and enable growth. I managed projects through all lifecycle stages. I led the design, resource consenting, procurement, construction management and monitoring of a multiyear project to transform the dilapidated Picton marina into a world-class facility, in order to meet customer needs and substantially increase revenue. I led the design, resource consenting, procurement, construction management and monitoring of a slipway and boat maintenance facility in Havelock to meet customer demands, reduce negative environmental effects, stimulate demand and increase berth utilisation in the marina. I led the design, planning, procurement, construction management and monitoring of several complex port capital and maintenance works needing to be delivered around ongoing shipping activities, without impacting safety or operations.