Leading JLL Wellington Office's Projects & Development Services for a range of commercial development projects comprising office tower refurbishments, earthquake remediation works, and retail, recreation and hospitality developments. Act either as the Owner's Representative or the Engineer to the Contract (ETTC) to ensure projects delivered to scope on time, to the required quality and within budget.• ETTC for delivering the St Paul's Square 14 storey tower Refurbishment Project for AMP Capital on time achievement of Practical Completion in December 2017 and within budget. This enabled the Department of Internal Affairs to relocate its staff as planned in early January 2018;• ETTC for delivering fitout of 2 office floors (1526 sqm) in Wellington for Nokia New Zealand. Our client was able to relocate on time in September 2019 and the project was delivered within budget;• ETTC currently dealing with all construction matters for the Grand Arcade Redevelopment Project, Willis Street, Wellington. Managed procurement of consultants, Main Contractor and new escalators. During design phase I project managed the consultants for timely design finalisation and consent submissions;• ETTC for the current New Building Standard (NBS) Remediation Project of Grand Tower at Willis Street Wellington. This is a 15 storey building . The work relates to structure seismic strengthening . The project has been Consented. Procurement of the Main Contractor is close to finalisation;• In 2017, I project managed refurbishment of the Australian High Commission's Head of Mission Residence for completion on time;• In 2018, project managed the assessment of the condition of the external tile cladding on the Australian High Commission in Wellington. This led to a subsequent remediation project for JLL;• ETTC for Wellington City Council's Discovery Garden Project at the Botanic Gardens in Wellington. Practical Completion achieved in 2017.

Responsible for managing various Anchor Projects, including some private sector funded initiatives. I lead project teams from within Central Christchurch Delivery Unit’s matrix structure to ensure timely delivery of the recovery objectives as specified in the Canterbury Earthquake Recovery Act.• Leadership of multi-disciplinary teams;• Facilitation of rebuild outcomes;• Master planning, preparation of EOIs and RFPs, and subsequent procurement;• Stakeholder engagement and relationship management;• Responding to Official Information Act (OIA) enquiries and Parliamentary Questions (PQs);• Economic assessment of district energy scheme, development of draft heads of terms, and negotiations;• Review of contractual agreements and consultant performance reviews; and• Negotiated settlement of contract and agreement disputes to avoid arbitration.

Returned to New Zealand from the Middle East for family reasons (elderly parents’ failing health and subsequent resolution of family estates) in late 2013 and to re-establish myself in the New Zealand environment.

Responsible for managing client and stakeholder relationships; bidding for and securing work; building teams, mentoring and performance management of senior staff; managing project risks; controlling project delivery against scope for profitable results including timeliness of billing and collections; and undertaking quality reviews of all deliverables. This included being the lead person on a number of projects:• Project Executive providing commercial and technical input to two proposals for Qatar 2022 Stadium and Precinct Project Management Consultancy Services. This included Atkins’ stage gate reviews;• Project Executive for establishing an Enterprise Programme Management Office (EPMO) for Qatar National Broadband Network (Qnbn) to achieve Qnbn’s readiness Commercially, Operationally and Organisationally for its services and products to be sufficiently robust for market uptake; and• Project Executive leading a Project Management Services engagement for the Ministry of Public Works (MPW), Kuwait. Responsible for leading a team of 50 multi-disciplinary professionals to deliver a project management system for MPW; building and maintaining client relationships, managing project progress and mitigating risks, and leading presentations to the Minister of Public Works and the Undersecretary.

Directed Infrastructure Programme Management for 3 cities – Mohammed Bin Zayed City, Khalifa City A, Khalifa City B, Emerald Gateway for Abu Dhabi Municipality (ADM). Also was Infrastructure Project Manager to number of private sector mixed use developments. Achievements included:• Client’s representative in the overall programme management and coordination of the master planning, design, procurement and works implementation for high profile Mohammed Bin Zayed City (MBZ included 349 high rise commercial/ residential towers comprising 5.0M m² Gross Floor Area), Khalifa City A, and Khalifa City B for a total population in excess of 1.2M people;• Coordination of infrastructure design and bundled construction contract documents for road infrastructure, public realm, and utilities (power, water, sewerage, telecommunications, irrigation, and storm water);• Forecasting methodology for determining population and GFA growth and translated this into utility load demands and coordinated infrastructure development phasing requirements and design;• Coordination of all project road network requirements (dual carriageway highways, interchanges, collector and internal roads) with a focus on transport service quality and connectivity amongst various modes;• Presented to Executive Council to obtain approval for 120,000TR District Cooling project under a DBOM contract financed by the Government due to global financial crisis (originally a BOO/BOOT concept);• Directed a team of district cooling project Legal, Financial and Technical Advisors on matters associated with the DBOM Contract; Employer’s Requirements; Payment Mechanism; KPIs; Tariffs; due diligence and valuation of an existing asset; and facilitated negotiations with the contractor;• Technical reviews of schematic/concept designs and detailed designs of private sector projects; and• Built and mentored a team of project managers, designers and construction managers.

Team leadership of Technical Advisor input to privatisation of Abu Dhabi Sewerage Services Company, client relationship management and coordination with international Legal / Financial Advisors. Achievements included:• Justification for privatisation; structural options; strengths and weaknesses; benchmarking and KPIs; asset condition assessments; and capital cost forecasts;• Developed RFP and Employer’s Requirements for 350,000 and 65,000 m³/day sewage treatment plants;• Ensured integration with other professional advisors; developed the KPIs and payment mechanism formula;• Developed project outline on behalf of ADWEA. Responded to bidders’ questions during due diligence; and• At ADWEA’s insistence was released short-term by KEO to lead the technical tender evaluation including participation in the negotiations resulting in short‐listing of international bidders.

Marketing to secure and management of professional consulting services projects financed by International Financial Institutions in the Asia‐Pacific region.• Developed and implemented a marketing plan to ensure timely identification of opportunities; qualification of prospects;• Preparation of technical and financial proposals; negotiation of association arrangements including responsibilities of each party and contract negotiations; and• Team selection/mobilisation management; financial control and client billing; and quality assurance of project deliverables.

Responsible for project managing major renovations and extensions to my family trust properties to improve their value.

Established business relationships with developing countries; maintained relationships with NZ stakeholders in construction and sustainable sectors; and dealt with standards/good regulatory practice/technical barriers to trade issues.• Secured standardisation capacity building contracts for developing nations within the Asia‐Pacific region;• Dealt with governmental agencies on standardisation and conformance; and trade and regulatory policy;• Attended regional and APEC meetings to deal with technical barriers to trade; and• Represented New Zealand on ISO 14000 Technical Committee and a member of Chair’s Advisory Group.

Management of relationships to gain/retain business, budgeting, preparation of tenders, establishment of supply chain processes, and marketing of vendor consolidation benefits to customers.

My responsibilities were leadership of various client engagements:Principal, Malaysia (4½ years)- strategic consulting to public and private sectors; feasibility studies, due diligence, strategic business planning, joint ventures, project management; andSenior Manager, NZ (2 years)- policy, performance improvement, logistics, restructuring / privatisation consulting, including Team Leader of World Bank Projects in Indonesia.

In various management roles I was responsible for:National Manager, Rail Freight (6years):- General Management; revenue and profit responsibility;Director, Coal Transport Ltd (concurrent 5 years):- Directorship of CoalCorp/Rail Joint Venture; andFinance & Planning Engineer (4 years):- Project planning and budgeting; restructuring.