Christchurch, Canterbury, New Zealand
I am a senior executive with more than 20 years’ leadership experience across complex organisations, leading strategy, organisational performance, and major transformation programmes. My approach is grounded in integrity, honesty, courage, and curiosity, with a strong focus on building trust, accountability, and alignment across teams and stakeholders. Over my career, I’ve developed a reputation for providing clear strategic direction, navigating complexity, and delivering practical outcomes. I bring strong commercial judgement and the ability to turn vision into action, while working effectively with boards, executive teams, stakeholders and staff to build confidence and shared commitment. A key part of my leadership has been building high-performing teams and cultures where people are empowered to contribute, collaborate, and deliver results. I’ve led organisations through periods of significant change and growth by maintaining a clear focus on people, performance, and continuous improvement. I believe long-term organisational success comes from a strong culture, clear purpose, and shared ownership. Creating an environment where people feel trusted, supported, and connected to the organisation’s goals is central to achieving results.
Executive Director with responsibility for infrastructure, property, emergency management, and enterprise leadership, focused on enabling sustainable growth, strengthening organisational performance, and delivering long-term community outcomes. Responsible for leading large-scale organisational change, strategic planning, and cross-sector stakeholder engagement within complex public sector environments.
As a member of the Alliance Management Team (AMT), accountable for the development and implementation of strategies across the programme while working collaboratively with other leadership team members to ensure delivery runs smoothly.
An independent consultant with a focus on assisting businesses in the construction sector. Utilising skills, experience and industry networks offer strategic advice related to organisational development and complex programme delivery.
The MBA has enabled me to identify and analyse complex organisational challenges and develop and communicate effective solutions while further developing my leadership capability. I have also gained a comprehensive understanding of business disciplines which will be demonstrated in the ability to make sound decisions and display good judgement in the business arena.
Responsible for the development and delivery of the Improvements scope and target out-turn cost (TOC). Key Achievements: • Identification and validation of Improvements Scope with NZTA and KiwiRail owner representatives. • Responsible for the discharge of all Improvements deliverables to enable the development of an Improvements Target Outturn Cost (TOC).
Responsible for leading the delivery of the 2.7B Christchurch Infrastructure Rebuild programme. Key Achievements: • Drove performance in the uncertain and complex environment of disaster recovery by developing and implementing strategies and performance measures to deliver NZ$500m of horizontal infrastructure per annum. • Led the delivery arm of the NZ$2.7B Christchurch Infrastructure Rebuild Team of approximately 600 engineers and construction professionals. • Developed and led the SCIRT Alliance Completions team responsible for the complex handover to the client of NZ$1.5B of completed horizontal infrastructure projects. • Successfully led and developed a culture of collaboration and peak performance across all five Delivery teams involved in the SCIRT Alliance.
Responsible for providing leadership, support and governance to the Downer Major Projects business in the South Island. Key Achievements: • Provided governance and support to Downer Project Managers across the South Island; responsible for delivery of projects across all sectors of Downer business, with a focus on high-risk and high-value work. • Championed zero harm, through the implementation of more effective project-planning tools and a focus on mitigation of critical risks, which resulted in zero LTIs during my tenure.