Forest Lodge, New South Wales, Australia
Chris is passionate about the health sector and undertakes projects in the context that healthcare encompasses science and technology as well as human and emotional aspects. By recognising the importance of architecture in healthcare, we can work towards creating patient care environments that promote healing, well-being and hope in society. He has more than three decades of experience in the design, leadership and delivery of large, complex, mission critical facilities. He is passionate about the healthcare sector and has delivered a comprehensive range of projects within key sectors across Australia, Asia Pacific, Greater China, Europe and the Middle East. Key attributes: • Expertise across a variety of sectors including tertiary referral hospitals, ambulatory care, proton therapy, cancer treatment, acute mental health, aged care, advanced facilities, data centres, education, rail, high-rise residential, retail. • Expert communicator, presenter and collaborator; able to forge solid relationships with strategic partners and build consensus across multiple organisational levels. • Highly skilled in managing multi-discipline teams on both client and contractor side while managing a diverse range of clients, stakeholders and contractors. • Strong leadership qualities including the ability to influence, inspire, and motivate.
Project Director on the Mixed Use Tower ($995M) for the Ellinikon Project - Europe's greatest urban regeneration project. The tower is approximately 155m tall (circa 40 floors) and comprises of Offices, 5 Star Hotel and Branded residences. The project consists of an integrated urban development model that will combine the area’s natural beauty and unique inherent characteristics with landmark buildings standing out for their state-of-the-art architectural design. The sustainable design approach of the project will offer world-class services and amenities while improving the standard of living of the entire Attica area’s inhabitants. My responsibilities were to lead, manage, provide leadership and decisive direction for the delivery of key projects across the wider programme activities including master planning, town planning applications, early works packages, risk, change, reporting, environment, sustainability, cost, quality, procurement and H&S standards.
The New Hospital Programme (NHP) was a strategic, long-term investment government initiative to help ensure the UK healthcare system and staff, have the world-class facilities they need for the future, delivering 40 new hospitals by 2030. The Government had confirmed an initial $7.7bn funding allocation for NHP over the next four years. Eight ‘In-flight’ schemes which have already secured investment, have also been brought into the NHP portfolio. These In-flight projects are in effect ‘inherited’ by NHP, as they were underway before NHP existed. As 2IC to the Programme Lead, I led the team in the forensic review of eight ‘in-flight’ hospital schemes which formed part of the New Hospital Programme (NHP) to assess and advise on design, delivery, commercial readiness and approach, any potential improvement actions and capture best practice which, could then be applied to future schemes. My key accountability (and that of my team) was to establish project delivery confidence directly to the Health Minister’s office on the eight ‘in-flight’ projects via a detailed consolidated report following each review which addressed the status of commercial, programme, risk, design and construction readiness. The eight NHS projects were: • Midland Metropolitan University Hospital (Project value $582m) • CEDAR Northgate (Project value $102m). • Moorfields ORIEL Project (Project value $829m) • NCA Royal Salford Hospital (Project value $120m) • Dyson Cancer Centre Bath (Project value $92m) • 3T’s Brighton: Teaching / Trauma / Tertiary Care (Project value $874m) • Cumberland Cancer Hospital (Project value $63m) • Royal Liverpool Hospital (Project value $1.12b)
As Project Director, Chris led two key projects for University College London (UCL). Responsibilities included formulating procurement strategy, resolving town planning issues, governance and implementation, maintaining client relationships, overseeing staff utilisation and monitoring the health and profitability of both projects. Major projects worked on included: Eastman Dental Institute ($48m) – The project provided new dental teaching spaces including CL3 laboratories for cutting edge dental treatments and procedures. The procurement was delivered as a two-stage Design & Build tender and included a new state of the art 1200sqm data hub. Duties included: work closely with the UCL team and provide project management expertise to deliver this complex relocation project to meet the client’s brief, timeline and budget. Stanmore Biomedical Engineering Hub ($67m) - The project was a partnership between UCL and the Royal National Orthopaedic Hospital (RNOH) to establish a key new facility focusing on robotics and artificial joints for severed limbs. The RNOH is the largest and leading specialist orthopaedic hospital in the UK providing neuro-musculoskeletal healthcare. This project was key in enhancing the groundbreaking research capability of both facilities in the robotic and artificial joints sphere. Duties included: work closely with both the UCL and RNOH teams and provide project management expertise to deliver this advanced facility to meet the client’s brief, timeline and budget.
As project lead for the new A&E and Paediatric Wing at the Royal Free Hospital (RFL) in London, Chris worked closely with the Estates team to deliver these projects. Responsibilities included key client relationship management, lead and manage project team, business case preparation and submission, key stakeholder management, develop complex logistics plan, establish and deliver procurement strategy, chair and lead technical and cost management meetings, preparation of weekly / monthly PMO reports to the CEO and board, lead design team, oversee and resolve design issues and technical submittals from contractor, ensure continuity of service for all clinical departments within a live environment, oversee operational commissioning and equipping. Major projects worked on included: Royal Free London new A&E and Paeds Wing ($52m) – the scheme provided state of the art emergency assessment and treatment facilities for both adults and children. This multi-phase project was undertaken within a live environment without disruption to any clinical service delivery and back-of-house operations. This included a new data centre hub for ISD to ensure business continuity throughout the hospital.