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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 team being awarded the Brunel Award by the Institute of Civil Engineers (United Kingdom) is international recognition for the work SCIRT is doing. Receiving the Supreme Canterbury Business Award also gave us a promising indication of how our performance is seen locally.

    What is your biggest challenge for the SCIRT programme for 2014 and beyond? The challenge for 2014 and beyond is for SCIRT to work closely with our Clients to deliver the best value outcome across the damaged networks within the available funding.

  • 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 2014 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, can contribute via community consultation, and to ensure people can contact us easily. The people of Christchurch are at the heart of the rebuild.

    What has been the biggest highlight of your time with SCIRT so far? We won an award for community engagement in 2013, which was wonderful. But it’s the feedback from our affected communities and businesses that means the most. Every time we hear from someone who is happy with how we have communicated, or who talks about the good work SCIRT is doing, it makes me smile; so lots of little highlights.   

    What is your biggest challenge for the SCIRT programme for 2014 and beyond? In 2014 SCIRT work will peak. While progress is good, rebuilding is a long journey for communities. Our biggest challenge will be keeping our communication relevant and good value so that people remain tolerant.    

  • Professional Services Manager

    Responsibilities: Leading the team that assesses damage to the infrastructure, prioritises and packages the rebuild in an area into projects, and then undertakes the design of the rebuild.

    What has been the biggest highlight of your time with SCIRT so far? The biggest highlight of my time at SCIRT to date is having sufficient projects for repair designed to allow the delivery teams to get on with putting our city back together in time to avoid a clash with the vertical rebuild.

    What is your biggest challenge for the SCIRT programme for 2014 and beyond? Completing the design of all repairs allowing time for delivery to be completed by the end of the SCIRT programme.

  • Delivery Manager

    Responsibilities: Coordination of the physical delivery of rebuild projects by the four Delivery Teams, managing the interface between the Delivery Teams and the Integrated Services Team, oversight and optimisation of the schedule (program) for the rebuild programme and coordination with utility network providers and other rebuild programme managers.

    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 2014 and beyond? The biggest challenge for the physical delivery of the rebuild programme for 2014 and beyond is to maintain the resources, momentum, clear focus and drive required to successfully complete the rebuild works by the end of 2016.

  • 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 2014 and beyond? The biggest challenge is obtaining a stakeholder consensus of strategy and scope of horizontal infrastructure rebuild that supports recovery.

  • 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.

  • 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.

  • 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 2014 and beyond? To sustain the level of productivity gains and cost savings achieved to date through to the end of the programme of works.

  • 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 2014 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.