I am now Managing Director of the Max Group which comprises of Max People, and Max Projects. Max People offers a managed labour solution, currently working throughout New Zealand with top tier construction firms. Max Projects contract and tender for packages of works mainly in the commercial and civil sectors. All our entities allow us to work across, commercial, and civil projects. I wanted to create a business model that would have the flexibility to meet all our client's needs without ever compromising on the brand and service we provide.

On this project I implemented a managed labour team business model and was hired for the Site Manager role by Fortis Construction, where we recruited and provided staff of up to 50+ working alongside other sub-contractors and Fortis staff making a total site of 170 workers. I oversaw all foremen and staff and coordinated multiple sub-contracting firms across various trades and ensured all applicable health and safety standards were known and adhered to. My role also involved organising all day to day works including holding daily pre start meetings for all staff . Site paperwork including: completing weekly and monthly reports and also updating programmes for the entire site. Liaising with engineers, quantity surveyors, sub-contractors and local authorities for final inspections and clients was also part of my role, as was reading all plans and drawings and compiling variations for insurance companies. On a daily basis I was organising all materials required, insuring all works were carried out to meet New Zealand building codes and ensuring the project finished on time and to professional standards.

Client - HEB Construction Project - Rolleston Waste Water Treatment Plant On this project I worked as a leading hand within a total crew of 20 workers. Max Contracts had a team of 10 carpenters including myself as well as other sub-contractors on the site. The day to day tasks involved holding daily pre-starts and assigning tasks to teams as well as the placing of 5m high by 6m wide walls to construct the water treatment plant facility. This also included the setting out of all formwork, construction of new shutters, installation of shutters, all propping and bracing, pouring, vibrating, finishing concrete and stripping and cleaning of formwork.

Client - Fulton Hogan Project - Ohai Re-sleepering Project In this role I was the Foreman for Fulton Hogan, while being sub-contracted through Max Contracts.I was required to oversee all rail work completed to specifications outlined in Fulton Hogan's contract, and to meet the deadlines set out within. The day to day work required coordinating machine drivers, trucks, thirty seven staff, train timetables, reporting to the project manager, and Kiwi Rail representatives on site. I also oversaw leading hands and inspected work completed each day and calculated sleeper numbers and variation work completed. My role also included monitoring all activity for health and safety compliance, in which I worked alongside a Fulton Hogan representative.

Leading hand/Sub-contractor for Fulton Hogan - I lead a team of 10x skilled personnel in the deconstruction of Newmarket Viaduct, Auckland. I worked through B&H Builders for the Northern Gateway Alliance which comprises of Fulton Hogan, Leighton's and V.S.L. I was part of the deconstruction team in the largest and most complex concrete cutting operation in New Zealand, a job which Leighton's deemed to be the highest risk and most complex job they had going in Australasia so safety was paramount. The machines we used to cut the viaduct into 120 tonne segments was a Holler Diamond wire rope saw machine. I was responsible for liaising with Contractors, Project Managers and Site Supervisors.

Sub-Contractor with Foxmo Construction Project - LBBJV Clem 7 Tunnel On this project I worked as a leading hand with a team of four skilled personnel - as a whole we worked as a sub-contractor for Leightons Contractors (now re-branded to CPB Contractors) on Clem Seven Tunnel. My tasks included driving the team, helping with pre-start meetings (tool box talks) and liaising with Site Management & Contractors. I was performing all aspects of civil construction and formwork and utilising various tools and equipment. I needed to be flexible in my working hours, often working long shifts to ensure work was completed by required deadlines. I consistently adhered to OH&S and maintained a hazard free work site, with regular completion of Job Safety Analysis’.

As a leading hand carpenter on this project I was involved in residential works; new builds, renovations of Queenslander style houses, decking, roofing, including all first and second fix carpentry. As a leading hand I was responsible for overseeing my team of up to eight carpenters as well as carrying out my own carpentry work. Although my role included supervising the other members of the team I was also carrying out the normal duties of a carpenter so time management was very important.I organized all day to day works including holding daily pre start meetings (tool box talks) for all staff. I was in charge of completing weekly and monthly reports and also updating the programme for the works. I liaised with home owners, suppliers and clients throughout the build and prepared the site for final inspections. It was necessary for me to read plans and drawings accurately to communicate to the team the tasks to do for that day.

Following my apprenticeship, I worked with Malahide Property Maintenance. I was part of a team working on all aspects of residential carpentry; formwork, roof cutting,1st & 2nd fix, flooring etc. I continued to learn and develop my skills such as reading of plans and specifications for building works under the direction of the more experienced carpenters on site. I also carried out the normal duties of a carpenter such as cutting materials with hand and power tools and assembling, nailing, and shaping.

I spent 5 years under Tom Scott learning the fundamentals of carpentry and construction. During this time I started my career as an apprentice carpenter, working mainly in new housing developments and commercial works. I served under Tom Scott directly as well as within a team of carpenters and other apprentices. We were exposed to all aspects of carpentry during this time. I also attended college at FAS (Irish Training Institute) during this 5 year period as part of my apprenticeship training programme.