1. CV – ANDREW FIRTH (MarketPRO Ltd)
Page 1 of 11
Address: 75 Allum St Telephone: (09) 528 8499
Kohimarama Mobile: 021 448 536
AUCKLAND Email: andrewfirth@marketpro.co.nz
PROFILE:
I am a highly experienced professional (25+ years practical experience) with a Bachelor of Engineering (Civil) degree
from the University of Auckland. For the last 15 years I have specialised in business improvement, change and growth,
complex issue resolution, programme and project management, and business coaching. Notably successful, my
approach is to work with clients to deliver sustainable solutions. I engage with and empower my clients, working
collaboratively to drive results through effective communication. I provide big picture thinking with a focus on the
detail. I provide strong, decisive, enabling team leadership, empower teams to think creatively and innovatively, and
encourage the challenging of options to ensure best solutions realised.
I am tenacious, and will do what is required to secure progress and results. I am highly organised, analytical,
structured, pragmatic, and decisive, and I work well autonomously. A team player, I communicate and relate well with
people (I understand the importance of people in delivering effective results). I am energetic, enthusiastic, and
outgoing.
I bring focused objectivity and a balanced view to each project. Every issue has a solution that will enable the business
to grow and thrive, for the staff, management, stakeholders and customers.
CLIENTS:
 Local Government Clients including :
o Auckland Transport,
o Auckland Council,
o ATEED,
o the former Auckland Local Government Organisations (North Shore City Council, Auckland City
Council, Manukau City Council, Rodney District Council, Auckland Regional Council and the Auckland
Regional Transport Authority).
o Thames Coromandel District Council,
o Capacity (Wellington Water Management) Limited.
 Private Sector Clients including:
o Cognition Education,
o Hubbards Foods Limited,
o ADC Architects,
o National Express Limited,
o Computer Press Limited,
o Keylogix Limited.
QUALITIES SUMMARY:
Skills:
 Strategic and business planning;
 Complex project management;
 Programme and portfolio management;
 Project programming and planning;

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 Business and financial analysis, management and improvement;
 Process and system analysis and improvement including performance and delivery measurement;
 Process documentation analysis and development (including focused multi-level process mapping);
 Risk analysis and management (mitigation/minimisation);
 Management and team mentoring;
 Business coaching
 Microsoft - Word, Excel, Project, PowerPoint, Outlook and Visio.
Work Ethic:
 Driven;
 Focused;
 Highly responsive to client requirements;
 Always an asset to the client team;
 Proud of my achievements and the value I add to my clients.
Management and Leadership:
 Manages projects from concept through development and delivery;
 Manages projects and teams to minimise risk and maximise results;
 Delivers strong, supportive leadership, leads by example;
 Leads multi-stakeholder teams to agreement on complex, challenging issues
 Works well with senior management;
 Supportively empowers every team member to deliver.
Communication Skills:
 Creates and builds strong business relationships based on full open honest communication;
 Written - excellent skills in report writing, presentations, operating procedures, design and project
documents;
 Oral - excellent skills demonstrated through effective listening while managing, leading, delegating,
negotiating, mentoring and coaching;
 Ensures issues are identified and resolved.
Client Service:
 Provides added value to each client through an exceptional, proven professional approach;
 Listens to my clients;
 Delivers exemplary client service by determining and delivering what the client requires;
 Drives teams to find and deliver solutions to seemingly insurmountable issues;
 Looks for opportunities to improve client service.
EDUCATION:
 Bachelor of Engineering (Civil), University of Auckland (1988);

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MAJOR CLIENT PROJECTS INCLUDE:
The following projects are intended to illustrate my experience and suitability for work in the areas of business
improvement, change and growth, complex issue resolution, programme and project management, and business
coaching:
PROGRAMME PLANNING AND MANAGEMENT:
Auckland Transport
(2013 - ongoing)
Auckland Rail Strategy Level Crossing Programme Development
 Project Lead and Management of the Auckland Rail Strategy Level Crossing
Programme Development. Project managing multiple Auckland Transport and
KiwiRail stakeholders in defining existing and pending level crossing issues, and
identifying and assessing options for removal of at-grade level crossings.
 Worked with multiple stakeholders to develop integrated comprehensive
assessment of existing level crossing issues, defining how impact of issues will
significantly increase to untenable levels due to growth in rail and road usage, and
intermediate consequences of the future usage growth steps.
 Developed integrated approach including project plan to produce a programme of
short term improvements to rail level crossings across Auckland, and a prioritised
programme of longer term level crossing removal. Involved working collaboratively
with KiwiRail, Transdev, Auckland Council and numerous Auckland Transport
stakeholders.
Note: Previous Auckland Councils had unsuccessfully tried to define the future
foreseeable negative impacts of combined road-rail usage at-grade level crossings. This
project successfully achieved this by unraveling this complex issue and providing the long
awaited justification to provide significant capital funding to deliver solutions. It has
provided AT with a clear forward path to address the impending issue. This work has
moved the topic of level crossings from the “if there is a problem in the future” to “there
is going to be a problem”
Auckland Council
(2014)
Local Economic Development Group LTP development and submission
 Project Lead and Management of the development of a programme of realistic
projects that deliver the Auckland Council Local Economic Development Strategy and
utilise the available programme budgets
 Developed a realistic programme of work out of the initial project list, noting that the
initial project delivery programme was unrealistic.
 Ensured Local Economic Development had sufficient high priority substitute projects
in development to mitigate risks of non-delivery of programme.
 Facilitated discussions between separate Council groups impacted by or involved in
the delivery of the updated Local Economic Development programme to optimise
programme delivery.
 Prepared Council committee reports proposing programme and subsequent
programme finalisation.
Auckland Transport
(2012-2014)
AEP Inter-agency Programme Development and Management
 Development and monitoring of all of the projects that are required to be delivered
to enable launching of the new electric rail service for Auckland. This was a multi-
agency programme involving over 70 projects with a high level of complexity and
interdependency. Work included liaison with stakeholders and partners on projects
including ongoing monitoring of progress and understanding of issues and possible
impact on critical path.
 Successful ongoing monitoring of progress allowed unrealistic inter-agency
expectations regarding the completion of the project to be exposed and managed

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Auckland Transport
(2012-2014)
Auckland New Bus Service Network Changes Project
 Project management of the development and delivery of significant changes to the
Auckland bus services network (affects all bus services in Auckland reducing number
of routes from 350 to 150, requires major bus interchange infrastructure provision,
and is integrated with new contract tendering model).
 Worked with project team and key senior management to achieve collaborative
agreement of a realistic programme of stakeholder engagement, consultation,
contracting and implementation including infrastructure provision for the nine
phases of New Network rollout. Included management of unrealistic delivery
expectations.
 Successfully delivered phase one (the southern consultation and network finalisation
phase).
Note: Auckland Transport has never delivered service changes on this scale and
complexity before. This has required a new approach and process, and is being
successfully delivered.
Auckland Transport
(2012-2013)
Public Transport Infrastructure Programme
 Development of a Public Transport infrastructure programme to support
implementation of the Public Transport Development Plan changes for the Auckland
region. Work included identifying and programming infrastructure needs including
property purchase, monitoring progress against required programme and providing
Public Transport input into infrastructure development
Auckland Transport
(2012)
Rail Strategy Property Programme development
 Worked with key AT and KiwiRail staff to identify future rail land requirements,
understand existing ownership and provide justification for proposed future use.
 Unravelled complex ownership picture and proposing changes to optimise future
proof
 development of a programme of property acquisition to support rail strategy
development.
Auckland Council
(2011 – 2012)
Auckland Council integration with Auckland Transport City Rail Link project
 Facilitated Auckland Council to understand potential impacts of the Auckland
Transport City Rail Link project on key locations in the CBD and determine proposed
response
 Assembled key staff from affected groups within Auckland Council, facilitated a
process to disseminate City Rail Link project, understand its’ impacts and develop a
proactive Auckland Council response to project.
 Engaged with senior management to report impacts and proposed response, and
support ongoing inter-agency discussions on initiatives, roles and responsibilities.
Auckland Regional
Transport Authority
(2009-2010)
Rugby World Cup 2011 Programme Manager
Development and delivery of RWC programme management which included:
 representing ARTA in regional forums,
 assisting in the leadership of the regional transport workstream,
 development, tendering, award and project management of a Public Transport
feasibility assessment to establish the level of transport requirements for the RWC
and how these could be delivered,
 detailed development of transport operational plans for venues,
 EOI and tender for bus operations,
 integrated ticketing negotiations with RNZ2011,
 networking and integration of RWC delivery that affected transport development
including stakeholder management,
 working to develop the ARTA RWC team, and
 identification of tasks required to both further progress transport planning for the
RWC as well as supporting ARTA’s regional partners.
Auckland City Council
(2007-2008)
Programme Development
Developed project programmes for Transport Strategy group which involved:
 development of realistic task, cost and resource based programme baselines for all

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capital and strategic projects in conjunction with LTCCP, annual planning and subsidy
requirements,
 monitoring of monthly performance against pre-agreed programmes with issue
mitigation development as required,
 performance reporting.
North Shore City
Council
(2007)
10/20 Year Programme Development
 Development of the Transport Divisions 10 and 20 year capital programmes which
included:
o identification of a successful methodology using existing divisional knowledge to
develop the programmes,
o engaging the required participants in the methodology and the deliverables
programme,
o facilitation of numerous programme development sessions which effectively
downloaded the collective knowledge of the division into a structured
programme template,
o compilation of the information provided and development of the base data
annual programmes for 20 years,
o scenario development and presentation of the possible programmes Council
could propose in the upcoming LTCCP and the financial impacts of each.
PROJECT MANAGEMENT:
Auckland Transport
(2012-2013)
Distributed Stabling Facilities
 Project managing development and construction of two key train stabling facilities.
Work included developing agreed facilities requirements with external end users and
working to secure appropriate facilities locations with land owners
Auckland Transport
(2012-2013)
Manukau Public Transport Interchange
 Project managing development of alternative Public Transport interchange
arrangements at Manukau to interface with new rail station. Includes working with
multiple internal and external stakeholders to understand issues and needs, and
facilitate solution development that meets requirements, developing Masterplan
with multiple stakeholders, and developing project delivery steps (project of this
scale and nature had not previously been done by Council).
Auckland Transport
(2012)
Asset Inventory Development
 Project managed development of the AT Property Asset Inventory including working
with each workstream lead to develop inventory content and bringing all together
into single document.
 Included understanding use, ownership, financial responsibility, AT requirement and
required ownership interest to meet requirement.
 Involved over 1,000 individual property elements, multiple stakeholders across AT
and Auckland Council and determination of legal complex status for many property
sites.
Auckland Council
(2012)
Auckland Council City Rail Link Coordination
 Lead a project to understand current Auckland Council involvement in City Rail Link
project ($2.9b rail tunnel), identify gaps and misalignments, develop action plan to
address issues and manager delivery.
Auckland Transport
(2010-2011)
Link Bus Service Changes
 Project managed development and delivery of the Link bus service changes, including
joint NZBus /AT development of service design within new shared risk contract
framework. Delivered by deadline of RWC 2011. Included complex procurement
issue and negotiation to resolve.

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Auckland City Council
(2010-2011)
Development of the City Centre Master Plan Transport Component
 Project Management of the Transport Elements of the Development of the City
Centre Master Plan
 Oversaw the development of future vision options for the development of the key
Auckland CBD transport routes.
 Facilitating Auckland Transport and NZTA through a process to assess how to achieve
the vision set out in the City Centre Master Plan, including finding solutions where
traditional thinking constrained options to achieve the end vision.
 Project involved managing the expectations of involved parties to ensure project
momentum was not unduly impacted. Delivered successfully - project eventually
resulted in agreed multi-agency programme to move to City Centre Master Plan
vision.
North Shore City
Council
(2007)
Corridor Strategy Development
 project management, planning and delivery of corridor strategy for the Council which
included:
o identification of the process through stakeholder engagement to develop a
corridor strategy to guide all council development,
o development of a brief to engage consultants to deliver phases one and two of
project,
o facilitation of discussions with the council stakeholder group to develop
innovative solution development techniques and the changes in approach
needed for project success,
o participation as core team member in the project.
PROJECT WORK:
Auckland Regional
Transport Authority
(2010)
Commonwealth Games Feasibility Planning
 Development of a detailed feasibility assessment of how existing and special bus
services would service demand during a Commonwealth Games event in Auckland.
Included detailed bus resource assessment, operational delivery and costing model.
BUSINESS DEVELOPMENT AND IMPROVEMENT:
Cognition Education
Limited (2014-
Ongoing)
Operational Division Improvement Project
 Project Lead and Specialist delivering design and development of operational
improvements to Saudi school bus operation. Included identification of what World
Best Practice looks like for the operation, gaps between existing operation and World
Best Practice operation and improvement plan.
Cognition Education
Limited (2013)
Training Needs Analysis
 Project Lead and Specialist delivering Training Need Assessment and business
planning and improvement delivery modules for TTC (new Saudi Arabian private
company delivering school bus services for 600,000 Saudi school girls)
 Developed and delivered business needs competency assessment of management
and staff for existing and proposed business functions. Included site visit to conduct
onsite interviews, understand key business drivers and issues, and better understand
client environment to ensure recommended solutions met requirements. Developed
prioritised skills development programme for each staff member including
identification of delivery options.
 Developed framework and improvement plan to enable this young, growing business
with high aspirations to realistically set growth targets and progress along integrated
well-understood programmes to achieve these targets.

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Auckland Transport
(2014 - ongoing)
Programme Review and improvement
 Review of a multitude of major capital projects’ programmes, assessment of them as
realistic representations of remaining work to complete the project against specified
budgets, risk assessment of likelihood of completing project on time.
 Mentoring project managers to update and improve project programmes to provide
overall confidence in capital budget allocations and annual spend profile.
Auckland Transport
(2012)
Public Transport Health and Safety Review
 Development of a planned approach to auditing current H&S practises,
understanding process deficiencies and associated risks to Auckland Transport and
proposing solutions to address issues prioritised by risk.
Auckland Transport
(2011-2012)
Capital Projects Improvement Initiative and Project Management
 Developed and delivered a number of successful improvement initiative projects to
address organisational development and growth issues in the capital project
development area. Initiatives included development of financial and project
reporting systems, project and programme management process improvements, and
facilitation of discussions to resolve issues and develop agreed solutions to difficult
issues, particularly around roles and responsibilities.
Auckland Regional
Transport Authority
(2009)
Business Travel Planning Process Development
 Development of a process and supporting documentation for the preparation of
business travel plans with the process able to be applied to a variety of different
businesses by the businesses themselves with guidance only from ARTA. Delivery and
project management of a trial of the process using four selected test businesses.
Project included:
o identification of the process required to develop a business travel plan and the
responsibility for each task,
o development of templates and documentation to support the process,
o management of the four trial businesses through the process including setting
up of workshops,
 production of a report on the process developed, the learnings from the process trial
and the essential elements required for future improvement and salability of the
business travel planning process.
Auckland Regional
Transport Authority
(2009)
Development of ARTA Land Transport Programme
 Development of a process for processing, review and reporting on the subsidy
applications from the seven Auckland Councils for LTNZ funding. This process had an
extremely tight timeframe and was completed successfully. The work involved:
o identification of the outputs required and their relative timing, and the
consequential process required to develop these outputs,
o development of project plan and role descriptions,
o development of spreadsheet system to manage and report on information
provided,
o reporting of prioritised programme together with graphical representation of
results for the various interested stakeholder groups,
o identification of areas where process could be improved for following years.
Rodney District Council
(2008-2009)
Development Contributions Assistance
 Provision of assistance to Rodney District Councils Development Contributions team
to review and facilitate improvement and consistency in the supporting information
justifying the projects that made up the Councils Development Contributions
charge. This project included:
o working with individual project managers and their consultants to understand
information and rationalising it into a defensible position,
o evolving policy with financial and asset managers around treatment of projects
re Development Contributions.
 Involved working to a very tight deadline. Initial deadline met with further project
requirements ongoing.

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Auckland Regional
Council (2007-2008)
Consent and Consent Compliance Improvement project
 Engaged to salvage existing improvement project, providing assistance and
leadership to ensure objectives delivered within constrained timeframe. Included
reformulation into realistic packages, and implementation of package initiatives to
ensure delivery of defined outcomes on time and with minimal time requirement
from already stressed staff and management. Project successfully delivered.
Auckland Regional
Council (2008)
Consents Group Review
 Review of the roles and responsibilities of a large number of consents delivery staff,
recommendations for restructuring the division based on addressing known issues
and process improvements, and implementation of restructure. Aligned with the
Consent and Consent Compliance Improvement project
Manukau City Council
(2007-2008)
Capex Improvement Project Assistance
 Provided objective overview of current project that was experiencing major
progress issues. Identified initiatives to unlock issues and progress capital
programme development and delivery improvements. Project included
understanding work done to date by others, assessment of level of actual buy-in
and understanding of the project within senior management and the project team,
and recommendations of improvement and further initiatives to bring project back
on track.
North Shore City
Council
(2005-2006)
Development of Sponsor role
 development of role of project sponsor for Transport division which involved:
o analysis of existing capital delivery programme processes and issues, and
identification of improvement initiatives,
o design of sponsor role,
o initial delivery of sponsor role and development of improvements,
o reporting of programme and project delivery,
o identification of risks/issues affecting business, highlighting of these to
appropriate management and tracking to resolution.
North Shore City
Council
(2005-2006)
Programme Planning and Reporting
 Developed a robust strategic capital programme planning and reporting system for
the North Shore City Councils Transport Division which involved:
o identification of the information required to effectively report on programme
implementation progress including expenditure, resource, timing and
confidence measurement,
o development of project programming template and assistance to development
project programmes for all capital projects,
o development of a spreadsheet based reporting tool to consolidate project
information provided and develop multi-level monthly report,
o implementation of system and assistance to refine output during initial
reporting periods,
o development of additional information capture and reporting following initial
success of system.

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Thames Coromandel
District Council
(2005-2006)
Council Wide Process Improvement
 MarketPRO was engaged by the Thames Coromandel District Council to undertake
Council wide process improvement project, starting with process mapping of
existing delivery. The process mapping was targeted to initially contribute to
identifying why the Councils major issues exist and assist in solution development.
The work included:
o working with the senior management team to identify structure of Council
processes, current risks and issues, assignment of these risks and issues to the
process structure followed by prioritisation for mapping purposes of the
business areas.
o mapping of the infrastructure, regulatory and customer service areas of the
business, followed by governance. Undertook workshops with staff to identify
processes and issues they experienced followed by mapping and confirmation of
accuracy.
o analysis of maps produced to determine probable causes of issues raised by
both management and staff.
o production and submission of report to senior management team on outcomes
of first three business areas along with suggested initiatives to either resolve or
minimise issue, or to develop solution.
Capacity (Wellington
Water Management)
Limited
(2005-2006)
Strategic Business Planning
 Development of an assessment of the options available to the CEO to improve
delivery capability and identify future new business opportunities which included:
o high level analysis of existing business performance and current delivery issues
and constraints,
o two day workshop session with CEO to brain-storm potential solutions and
business development ideas,
o production of report covering process and outcomes.
North Shore City
Council
(2004-2006)
Programme and Project Management Improvement
 Working with senior management to develop a programme of integrated
improvement initiatives that individually and collectively provided better
understanding and outcomes for the delivery of the transport programme. Areas
included:
o project management,
o programme integration and alignment both within transport and with other
NSCC departments,
o programme reporting and issue identification.
North Shore City
Council
(2004-2005)
City Plan Development
 Development of improved method for establishing priorities in the NSCC transport
programme, and application of this methodology to development of the 2009-2023
LTCCP. This project included:
o working with individual project and programme managers to better
understand and refine proposed work programmes with standardised
supporting information,
o compilation of programmes and projects into an overall draft programme,
o working with NSCC in the refinement of this programme as it is embedded into
the overall NSCC LTCCP programme and receives political review.
Auckland City Council
(2003)
Asset Modeling
 Developed asset model to identify optimum footpath renewal scenario for Auckland
City for next 50 years which involved:
o analysis of the existing asset data (17,000 asset segments) relating to footpaths,
including the interpretation of condition, performance and usage data,
estimates of the remaining asset lives and the corresponding maintenance
requirements,
o development of model to enable scenario comparison and optimisation,
o development of scenarios to provide financial and network asset impacts
comparison report.

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Auckland City Council
(2002-2003)
Business Improvement Project
Engaged as Service Design Manager for the new Business Design Team, Traffic and
Roading Services, Auckland City Counci to improve service delivery. The work included:
 analysis of the business operation, identification and prioritisation of areas requiring
improvement,
 process mapping and analysis; gap analysis, solution identification and
implementation (included comparison of optimised processes to current business
structures and recommendations for improvement); assessment of current roles,
responsibilities and accountabilities and incorporation of these into analysis,
 strategic planning (workshop facilitation) and plan compilation including measures
and target setting,
 project identification and planning; preparation and presentation of detailed project
plans including MS project plans,
 identification of aspects of annual planning process and alignment of these into a
single, detailed process plan,
 creation and management of three year and annual business planning process
(includes setting of delivery briefs between individual business operations),
 assessment of financial inputs and required outputs and determination of solutions
to improve these; identification and evaluation of financial options facing the
business (includes assessing external financial factors and their potential effect),
 detailed review of current measurement and reporting systems (includes assessment
of confidence levels in information); identification and recommendation of
improvements and development of detailed project plans to produce these,
 business risk identification and prioritisation; determination of mitigation measures
and integration with risk analysis to assist in forward business planning (determining
where business development emphasis should be focused),
 development of both change management and communications into project planning
and liaison with appropriate experts in both areas.
Auckland City Council
(2002)
Wharf Financial Modeling
 Developed financial model to support wharf user charging system (I previously
designed and implemented the wharf user charging system for Auckland City Council
while I worked for URS - see below) which involved:
o development of detailed modeling of the present and future financial
requirements for the wharves owned by Auckland City Council,
o successful negotiation of a business agreement between stakeholders.
CONTRACT ROLES:
Auckland Council
(2010-2011)
Transport Programme Manager
 Develop a role within Auckland Council City Centre team that was required to have a
complete knowledge of all transport relates initiatives and activities occurring or
planned for the City Centre and the alignment and interdependency of each within
the transport programme and the other city centre programmes. Required a large
amount of stakeholder and partner liaison and reporting.

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EMPLOYMENT HISTORY PRE MARKETPRO
URS Limited
(1996-2001)
Associate - Senior Financial, Risk and Project Manager
Type of work included:
 Risk assessment and mitigation/minimisation from financial perspective;
 Development of financial models for user pays charging regimes;
 Financial modeling for asset management purposes;
 Development and management of national wastewater database;
 Tender evaluation and management for large pipeline project;
 Design and documentation for water supply pipeline;
Lobatse Water
Augmentation Scheme
- Botswana, Africa
(1994-1996)
Site Engineer – Contract management and administration
 Supervision of Contractor constructing 70km long 600mm diameter water supply
pipeline, three pump stations and treated water reservoirs with maximum flow rate
of 1000 m3/hr. Pipe materials - GRP, and ductile iron (high pressure areas). Contract
value: US$30 million.
 Design of new 600 mm diameter pipeline sections, including hydraulic analysis, route
selection, pipe line and fitting design, materials specification and drawing
preparation. Design of ancillary works as part of contract.
Urban Development
Project - Swaziland,
Africa
(1992–1994)
Senior Engineering Consultant
 Detail design of new and upgraded water supply infrastructure for new housing
projects. Preparation of relevant specifications, contract documentation, drawings
and schedules including existing water supply systems analysis using modeling
software;
 Feasibility study, design and project tender document production for landfills to
service each of the two main cities in Swaziland.
United Kingdom
contract work
(1989-1992)
Design Engineer and Project Manager
 Pre-design and design of water and sewage supply and reticulation for a small
agricultural village. Tender assessments and recommendations of five projects with
an average value of approximately NZ$400,000
Murray North (NZ) Ltd
(1987-1989)
Design Engineer
 water, wastewater, stormwater and landfill design