cover letter and cv 2017
- 1. fu To Whom it May Concern Dear Sir/Madam I am currently looking for a new opportunity where my skills and experience can be of value. My career has successfully spanned both the private and public sectors at senior directorship and GM levels. As a leader and strategic manager I have led the delivery of over $1Billion of capex delivery in the past ten years and managed the property portfolio for Auckland City Council. The delivery of the capex portfolio has been recognised as exemplary, winning national and international awards; but also transforming communities which contributed to raising Auckland’s status as one of the most liveable cities. I offer a strong background in business development, property and construction, delivering multiple large complex and challenging programmes, in a highly political environment. I offer proven success in management roles that demand rigor, a high level of drive and dedication and a focus on delivering business outcomes. My key strengths include: Proven record for success in delivering results, strategic objectives, programmes and projects within Local Government and the private sector Track record in identifying innovative cost effective solutions. Developing and implementing change within corporate environments. Successfully led the development and implementation of corporate, business and operational strategies, which led to two private companies gaining top 200 FTSE status Drove the successful development of a significant facilities management company (in the U.K), as an entry into major blue chip organisations Experienced in property acquisitions, disposals and leasing. Significant exposure and success in the delivery of seismic programmes and refurbishments Knowledge and involvement in workplace management, space management and workplace strategies Successfully built and managed strong relationships with all stakeholders and customers. Established a high performing team which has been recognised by the industry It’s time to take the next step in my career towards a new leadership/business development role and welcome the opportunity to further discuss my strengths. Yours faithfully, Richard Cole
- 2. R i c h a r d C o l e C V Page 1 Richard Cole PO Box 7029 Wellesley Street, Auckland Mobile 027 474 4531 [email protected] PERSONAL PROFILE A successful results-driven manager, director and leader with demonstrated experience in expanding company growth and portfolios whilst developing high performing teams. A strategic achiever with over 30 years’ experience and success in business development, construction, portfolio and property management, leading multi-disciplinary teams that delivered large dynamic and complex programmes of work. Corporate achievements include taking 2 companies into the top 200 FTSE. My ability to develop strong relationships and present innovative and cost effective solutions, has transformed communities and added considerable value. I am now seeking an exciting leadership role that utilises these skills. SKILLS/STRENGTHS Leadership Significant experience in providing leadership, management and motivation, by developing successful teams, to achieve desired outcomes. Exceeded customer satisfaction levels. Led by example using the tools, experience and wisdom gained from running major companies and capital projects. Instilled a high-performance mind-set while creating a culture whose foundation promoted teamwork and competitiveness. People person, open door policy, understanding people and challenges. Built capability and knowledge within teams through group and personal development programmes. Management Developed and implemented a centre of excellence for capex delivery Developed and implemented business strategies at a corporate level Knowledge and involvement in the development of the workplace strategy Hands on experience in the undertaking of acquisitions and disposals of both properties and businesses Significant exposure and experience in developing methodologies and processes to sustain a high performance model in delivering public sector projects. Demonstrated excellence within high pressure and challenging environments Extensive experience in construction and project management within the private and public sector including more than 10 years hands-on involvement in some of Auckland’s major developments such as Aotea Square Redevelopment and Auckland Art Gallery etc. Significant proven ability to deliver innovative solutions The ability to manage combined budgets totalling $400+ million and extensive knowledge of cost estimating and financial cash flow management. Knowledge and experience of council’s regulatory, consents and compliance process Facilities Management Experienced in facilities, asset management and leasing. In particular security, utilities and communications, infrastructure and space management. Relationship Management Able to develop critical relationships both with peers and at a high level including key business partner’s financial institutions and stakeholders. Established and maintained healthy relationships with all internal and external customers/clients. Delivery of results Track record is demonstrated by the successful delivery of projects and industry awards recognition. Significant exposure and success in the delivery of seismic upgrades and refurbishments.
- 3. R i c h a r d C o l e C V Page 2 Business Acumen Strong business acumen in public and private sector, risk analysis and decision making skills at a strategic and operational level. Financially astute. Portfolio and programme management. Legislation Good knowledge and understanding of local government legislation, council practices and restraints, and statutory management. EMPLOYMENT SUMMARY Auckland Council/Auckland City Council Manager, Major Projects 2006 - Present Starview Properties/Southill Stud Owner/Director 2004 - Present Property Developments SW UK Owner/Director 1993 - 2004 South West Water, PLC General Manager 1991 - 1993 Bartlett Construction UK Pearce Construction Divisional Managing Director Divisional Managing Director 1987 - 1991 1975 - 1987 EMPLOYMENT HISTORY AUCKLAND COUNCIL, 2006 - Present Manager of Major Projects - Responsible for a portfolio of capital works and the establishment of a major capital projects delivery unit that has successfully delivered almost $1 billion of capex infrastructure for Auckland Council /legacy Auckland City Council over the last decade. Responsibilities: Manage and lead multi-disciplined teams of Project Manager professionals through the delivery of diverse and complex projects Direct and manage through Project Managers multiple projects of high profile and major capital values to $400+million Accountable for customer relationship profile both internal and external to ensure excellent customer satisfaction Resource Portfolios and programmes of work to ensure optimum delivery Advise, mentor and offer leadership on a dynamic array of issues through the project’s life cycle. Manage strong Health & Safety Policies. Monitor Project Managers’ work streams to ensure projects are resourced and managed efficiently therefore delivering on time, scope and budget. Direct procurement policies and plans ensuring organisation requirements are to the highest level. Management of significant professional consultant teams to deliver programmes of work to the highest level. Manage change control processes thorough to approvals and sign off. Manage capitalisation processes including transfer of operational manuals. AUCKLAND COUNCIL, Property Department 2006 - 2011 Manager Project Management (Acting) Assumed temporary responsibility for the whole Property Project Management Unit and asset renewals. Tasked with establishing and leading a business unit for the delivery of major projects for Auckland Council Managed multiple major projects including: Aotea Square Redevelopment Project and the Auckland Art Gallery and others such as Auckland Zoo, libraries, aquatics and community based projects. Responsibilities Manage and lead multi-disciplined team of Project Managers and professional consultants in the delivery of diverse and complex projects Overall accountability and responsibility for the delivery of major and special projects within my team
- 4. R i c h a r d C o l e C V Page 3 Accountable for customer relationship profile both internal and external to ensure good customer satisfaction Resource allocation for optimum delivery Advise, mentor and offer leadership on a dynamic array of issues through the project’s life cycle Monitor Project Delivery streams to ensure projects are resourced and managed efficiently therefore delivering on time, scope and budget Prepare project procurement plans ensuring organisation requirements are to the highest level Plan and communicate the team’s training and development requirements to achieve a level of excellence unchallenged in the delivery of major and special projects Manage change control processes through to approvals Achievements Established and led a well-respected and highly motivated Major Project Management business unit within Auckland Council – Auckland Council undertaking major projects, some in excess of $100m. Capital portfolio value in excess of $400m. Achieved NZ and International Awards for Auckland Council since Major Projects business unit was established under my leadership. These include: Achieved Approx $40 million worth of savings on the Aotea Project due to implementation of innovations, improved methodology and efficiency gains Managed high profile project with no complaints or negative media by leading a stakeholder engagement strategy Implemented significant innovation to Aotea Square project that reduced costs and public inconvenience, while maintaining car-parking revenues. Established a customer’s/stakeholder management framework Developed and implemented communications and media strategy. Experience of design and implementation of seismic strengthening to Aotea, Art Gallery and Lopdell house. Good H & S policy that currently delivers minimal LTS over millions of hrs. MAJOR PROJECTS TEAM AWARDS Property Council Awards Aotea Square Redevelopment – Best in Category - Special Purpose Award Auckland Art Gallery – Best in Category - Heritage and Reuses Property Award Auckland Art Gallery – Supreme Award Tepid Baths - Heritage and Reuses Property Award Wellsford Library - Education and Arts Property Award Wellsford Library - Resene Green Building Property Award Lopdell Precinct Redevelopment – Heritage and Reuses Property Award Lopdell Precinct Redevelopment – Best in Category Devonport Library – Best in Category - Education and Arts Property Award Devonport Library – Award of Merit – Green Building Property Award Glen Innes Music and Arts Centre – Best in Category – Special Purpose Award Waiheke Library – Best in Category – Sustainability Award Project Management Institute Awards Public Sector Project Of The Year, Aotea Redevelopment $100m Tepid Baths Public Sector of the Year. NZ Institute of Architecture Awards Best Urban Design in Public Space, Aotea redevelopment $100m Best Heritage, Public Sector and Gold award for Best Project of the year, Auckland Art Gallery Lopdell House (Best heritage) and Lopdell Gallery (Best Public Building) RIBA international Awards Auckland Art Gallery - Best Heritage and Public Sector Project World Architecture Festival (WAF) 2013 Supreme Winner – Auckland Art Gallery 2015 FINALIST, Lopdell (Te Uru) Contemporary Art Gallery 2016 FINALIST, Te Oro, Glen Innes Music and Arts Centre
- 5. R i c h a r d C o l e C V Page 4 PROPERTY DEVELOPMENTS, UK 1993 - 2004 Owner/Manager Residential developer with turnover of approx. $10-15 million per annum Owner and director of sole business. Hands on management of development and construction of residential developments. Responsible for all business activities. Delivery of strategic goals and daily management. SOUTH WEST WATER PLC, UK 1991 - 1993 Divisional General Manager Privatised government utility in the water industry turnover in excess of 1 Billion GBP. GM of a start-up subsidiary business with strategic growth plan of 100m GBP in 4 years. As GM working with merchant banks and stakeholders to fund the business from scratch and establish through acquisitions a major market share in all aspects of waste management across the UK. Establish a diverse range of activities which successfully controlled many market sectors. BARTLETT CONSTRUCTION, UK 1987 - 1991 Managing Director (Divisional) A major construction company with a turnover of approximately 80 million GBP per annum. Managing director of a diverse range of subsidiary companies to support the parent companies construction activities. Accountable for all business activities and set strategic objectives for 4 year growth plan. Develop new strategies to diversify and expand the business into a major development and building services market, taking the reliance away from the traditional construction market. Develop external markets to utilise and maximise the business assets and resources to develop new markets and increase market share. PEARCE CONSTRUCTION, UK 1972 - 1987 Divisional Director/Business Development Director A construction company with a turnover in excess of 400 million GBP per annum and listed in the top FTSE 200. Joined company when turnover was approx. 3M GBP per annum. My key responsibility was to expand the company by organic growth and acquisition, with the intent of being listed on the FTSE. One of the greatest achievements was to set the strategy for diversification and to work with co- directors, expanding the business and floating it on the stock market. One of my significant achievements was to implement the strategy to diversify the business into six major entities/divisions which included: a construction arm, design/build, development, housing, commercial and building services. Established a facilities management division, expanding the company’s portfolio of activities and market share. QUALIFICATIONS, MEMBERSHIPS AND PROFESSIONAL DEVELOPMENT Qualifications Bachelor of Arts – Majors in Project Management and Strategic Management Diploma in Business Studies Graduate Chartered Institute of Management Services Diploma in Agriculture Prince 2 Memberships Currently under renewal Chartered Institute of Management Project Management Institute Society of Construction Law Previous Chartered Institute of Management Services Chartered Institute of Building Institute of Directors Institute of Marketing Institute of Waste Management
- 6. R i c h a r d C o l e C V Page 5 Professional Development Better Business Case Stakeholders Engagement Course NZ 3910 / 3916 / 3917 - Contracts for Construction 2003 and 2013 Negotiating, Drafting and Managing Commercial Contracts Implementing Successful Performance Based Contracts Risk Management Microsoft Project Advanced level 2 Portfolio & Programme Management International Association for Public Participation (IAP2) Managing Health & Safety Risk AC Health & Safety for Physical Works Contracts Interview & Selection Skills Training A-G for Team Leaders Raising Performance Standard Change Control Management. Site Safe Gold Card Building Construction Integrity & Ethical Awareness Workshop Managing through Transition Role of Project Sponsor Training Great Coaching Conversations REFEREES Referees available on Request