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.
Executive 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 2016? The scheduled date for completing all construction work is 23 December. Our goal is to complete every one of our hundreds of projects within budget and to the required quality, before that date, without compromising any of the standards we have set for health and safety, protection of the environment and minimising the impacts of our work on local businesses and the community.
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, 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.
What is your biggest challenge for the SCIRT programme for 2016? Our biggest challenge will be keeping our communications relevant, timely and accurate so that people know what's happening in their community – that we adequately thank the people of Christchurch for their extraordinary 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 2016? This year is all about completing all the final pieces of design work for projects still on the books, and coming up with clever solutions, quickly, for those challenges that inevitably crop up once a project gets into the reality of construction.
Training and Peak Performance Manager
Responsibilities: Collaborating with the HR teams across SCIRT to ensure that all SCIRT personnel continue to perform and develop through to the end of the programme and have confidence that they have an opportunity to transition to after SCIRT ends.
What has been the biggest highlight of your time with SCIRT so far? Seeing the capability that SCIRT has grown in both the infrastructure workforce and the disaster recovery workforce in New Zealand right across the spectrum of the SCIRT team from operational crews to executive leadership roles.
What is your biggest challenge for the SCIRT programme for 2016? Ensuring that the skills and abilities of the SCIRT team are brought to bear on this programme as we near the end with the same commitment and enthusiasm that has characterised the culture to date.
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 2016? 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.
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 2016? 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 deliver projects within specifications. Achieve this through a strong SQE collaboration with all stakeholders across the SCIRT delivery program.
What has been the biggest highlight of your time with SCIRT so far? The people, everyone is working to make a real contribution to Christchurch.
What is your biggest challenge for the SCIRT programme for 2016? Ensuring we achieve our objectives consistently across the program.
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 2016? Playing my part in ensuring everyone gets home safely, and completion of the programme by the end of 2016!