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Our Management Team

The Management Team are the full-time operational leaders of SCIRT. They lead our head office and delivery operations under the direction of The Board.

  • General Manager

    Responsibilities: Lead, guide and encourage all SCIRT members to achieve outstanding results for the people of Christchurch, and to grow personally while they do so.

    What has been the biggest highlight of your time with SCIRT so far? The way the ‘tight five’ contractor participants and the other contractors working with them have willingly embraced the SCIRT vision and put aside commercial rivalries to work together, sharing ideas and best practice, to ensure the rebuild works are delivered in a way that minimises disruption and maximises value for the people of Christchurch and New Zealand.

    What is your biggest challenge for the SCIRT programme for 2015 and beyond? The biggest challenge for the physical delivery of the rebuild programme for 2015 and beyond is to maintain the resources, momentum, clear focus and drive required to successfully complete the rebuild works by the end of 2016.

  • Delivery Manager

    Responsibilities: Coordination of the physical delivery of rebuild projects by the five delivery teams. Managing the interface between the delivery teams, the Client, designers and other stakeholders, I have oversight of the operational aspects of the construction programme.

    What has been the biggest highlight of your time with SCIRT so far? Being part of a special programme of work that is making a positive contribution to Christchurch.

    What is your biggest challenge for the SCIRT programme for 2015 and beyond? Ensuring that projects are delivered to a very high level consistently across the city.

  • Communication and Stakeholder Relations Manager

    Responsibilities: To ensure we provide our communities with the information they need to stay well informed about the infrastructure rebuild, feel they can contribute to community consultation, and their views are heard within SCIRT. The people of Christchurch are at the heart of the rebuild.

    What has been the biggest highlight of your time with SCIRT so far? Hearing positive feedback from the community about our communications – how people feel we have kept them up to speed with what’s happening in their street, in their neighborhoods, in the major projects across town and our progress with the programme across the board. Anotherhighlight for me was a site visit to look behind the scenes at SCIRT’s earthquake repair work on the Moorhouse Ave overbridge– it made me feel proud of the work of our teams on the ground.  

    What is your biggest challenge for the SCIRT programme for 2015 and beyond? Our biggest challenge will be keeping our communication relevant and good value so that people remain tolerant – that we adequately thank the people of Christchurch for their patience.    

  • Professional Services Manager

    Responsibilities: Leading the team that assesses damage to the infrastructure and undertakes the design of the rebuild.

    What has been the biggest highlight of your time with SCIRT so far? Seeing the positive energy in our people, resulting in a high performing team which rises successfully to challenges and learns every day. 

    What is your biggest challenge for the SCIRT programme for 2015 and beyond? Completing the design work to allow time for delivery to be completed by the end of the SCIRT programme.

  • Value Manager

    Responsibilities: to monitor and report the value of SCIRT to funders, clients and stakeholders; to create understanding throughout SCIRT of the importance of delivering best value; to maintain programme strategic awareness within SCIRT management team; to encourage, obtain and disseminate innovative processes, design and construction; to over-view risk management across SCIRT; to ensure Trade Practices compliance obligations are understood by all participants.

    What has been the biggest highlight of your time with SCIRT so far? The biggest highlight has been the community recognition of SCIRT via the Champion Canterbury ‘Supreme’ award – recognition at home.

    What is your biggest challenge for the SCIRT programme for 2015 and beyond? The biggest challenge is obtaining a stakeholder consensus of strategy and scope of horizontal infrastructure rebuild that supports recovery.

  • Human Resources Manager

    Responsibilities: The task ahead of the HR team is to promote a culture at SCIRT which supports individuals and teams to bring their best to work every day to achieve outstanding outcomes for themselves and the people of Christchurch.

    Most looking forward to: Seeing the outcomes of people and teams realising their potential. As a proud Cantabrian, I’m also looking forward to seeing our graceful city of Christchurch being delivered back to her people.

  • Interface Client Manager

    Responsibilities: Reporting and addressing issues between CCC and the Alliance and vice versa.

    Most looking forward to: Ensuring that the Alliance becomes champions in the community.

  • Commercial Manager

    Responsibilities: Leading the Commercial Team, made up of four sections: Finance, Estimating, Business Systems and IT support. We need to ensure that there are robust support systems in place that give confidence that performance is being monitored and value is being delivered.

    What has been the biggest highlight of your time with SCIRT so far? Sharing of information by utility providers and asset owners enabling a consolidated GIS view which is of value to SCIRT and other parties now and into the future.

    What is your biggest challenge for the SCIRT programme for 2015 and beyond? To sustain the level of productivity gains and cost savings achieved to date through to the end of the programme of works.

  • Acting Safety Quality and Environment Manager

    Responsibilities: To provide strategic direction for the three functional areas of Safety, Quality and Environment that ensure we prevent injuries to people, damage to property, harm to the environment, and delivered within specification required.  Achieve this through a strong SQE collaboration across the SCIRT delivery program with all stakeholders.  

    What has been the biggest highlight of your time with SCIRT so far? Experiencing the spirit of collaboration that exists between the contractor participants and utilising the collective capability of all organisations when addressing our critical risks.

    What is your biggest challenge for the SCIRT programme for 2015 and beyond? Like with road safety where the accident rates often rise as you relax approaching your destination, we need to ensure we remain mindful of fatigue associated with high performing teams operating over long durations, and continue to keep safety, quality and environment top of mind as we approach the end of the project of works.

  • Delivery Manager

    Responsibilities: Coordination of the physical delivery of rebuild projects by the five delivery teams. Managing the interface between the delivery teams, the Client, designers and other stakeholders, I have oversight of the operational aspects of the construction programme.

    What has been the biggest highlight of your time with SCIRT so far? The opportunity to work with all the different people involved in delivering this programme of work.

    What is your biggest challenge for the SCIRT programme for 2015 and beyond? Playing my part in ensuring everyone gets home safely, and completion of the programme by the end of 2016!