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

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Richard Cole
PO Box 7029 Wellesley Street, Auckland
Mobile 027 474 4531
coler1948@gmail.com
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.

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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

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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

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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