Overall accountability for the design and delivery of a new AUD1.2 billion children's hospital and a AUD225 central energy plant.The central energy plant was completed in 21 months and the hospital is scheduled for completion in March/April 2017 A Managing Contract model has been adopted for both projects with a collaborative implementation framework to ensure "best for project" outcomes.

Project Director on AUD 250 million Burj Al Baher mixed use development and the AUD300 million Arada infrastructure project in Tripoli, Libya

Responsible for the overall implementation of the AUD 350 million Stage 3 redevelopment of the RAAF Base Amberley for the Department of Defence, and the AUD 55 million 2 Airfield Defence Squadron development. Project comprised of design and construction or refurbishment of major workshops, offices, accommodation, training, messing, physical fitness and hospital facilities and associated infrastructure.Also responsible for the initial development of Thinc Projects’ alliance facilitation and implementation capability, and assisted with the development of national health and safety and project management systems.

Contracted to take total accountability for the design, construction, and commissioning of four new campus style prisons throughout New Zealand. This involved recruiting a project team and developing management systems to ensure the success of the NZD 920 million plus turn-key project – the largest project in New Zealand at that time.To maximize the efficiency of construction, alliance contracting methodologies were introduced to enable the client, designers and contractors to work together to most effectively achieve a common objective of a successful project. This was very successful, with the all four prisons completed on the original programme, and within budget, in spite of ground condition problems and supply delays which would normally have resulted in time extensions under traditional contracting methodologies. The Project Director was engaged by the client, but the alliance structure meant that a major focus was on the provision of “hands on” leadership and support to the alliance boards and management teams as well as the traditional client side duties.The programme of alliance projects required 2.2 million cubic meters of earthworks across 77 hectares, 20 kilometres of roads, 100,000 square metres of precast panel, and the construction of 137 buildings with a total floor area of almost 100,000 square metres.Total construction hours were more than 3 million, with a peak labour force of 2,800 staff, and a monthly turnover in excess of NZD 30 million.

The Public Prisons Service needed to ensure that the organisation was positioned to compete effectively with private providers.In addition to the change management responsibility, the position had line management accountability for all prisons throughout New Zealand with responsibility for approximately 2500 staff and 5500 inmates.Also responsible for setting up the Public Prison’s operations in East Timor as part of New Zealand’s contribution to the United Nations led reconstruction.

Worked as an independent consultant coordinating the resources of a major international merchant bank and a multi-national construction organisation in a project to develop a significant investment portfolio of low cost housing

The company was established in 1992 as a Crown owned company based on the State Owned Enterprise model, with the responsibility for efficiently managing on a commercial basis the 70,000 rental houses owned by the Crown. The company had assets of over NZD 5.0 billion, and an annual turnover in excess of NZD 500 million. The company operated with three substantive divisions responsible for rental activities, asset management, and community housing. Each division operated effectively as a stand-alone commercial entity.Responsible initiallly for the establishment of the North East Region in Auckland to manage a residential property portfolio of 14,000 properties, with a combined current market value in excess of NZD 1 billion, and a staff of 130. Then asked to take responsibility for the establishment and management of the new national rental division, with a staff of almost 500 people operating from three regional offices and 50 local retail outlets managing a NZD5 billion portfolio of rental properties

City Realties was a listed company with commercial and retail property investment assets in excess of NZD200 million, operating in both Australia and New Zealand. The Managing Director had total responsibility for the operational activities of the company.Completed a NZD 100 million development programme which extended the company’s activities into Australia and increased the company’s profits substantially in spite of the downturn in the economy. During this period undertook the redevelopment of a significant proportion of the company’s retail portfolio.

Variety of roles in corporate and project management including responsibility for various subsidiary companies, site based management, and initiation and management of operations in Indonesia and Fiji. Also carried responsibility for some major project business business development activities nationally and internationally.