Selected Infrastructure Projects

Economic Development

  • Provided policy advice and specific industry input and into the writing an economic development plan for the Secretariat of the Preferential Trade Area of Eastern and Southern Africa (PTA), with a focus on the development of primary industries.
  • Aided the newly appointed District Administrator of the Cova Lima District, East Timor, to establish an effective governance and administration system following the withdrawal of all Indonesian appointed staff when on attachment with the New Zealand Army 5th Battalion Group.
  • Co-ordinated and supported the Non-Governmental Organisations (NGO) undertaking infrastructure projects and the activities of the newly established Cova Lima District Administration operating in the military district of South-West Timor when on attachment with the New Zealand Army 5th Battalion Group.
  • Led the New Zealand Battalion Project Team to rebuild four schools and fifteen water wells in East Timor, when on attachment with the New Zealand Army 5th Battalion Group.  This project involved obtaining funding from the New Zealand Ministry of Foreign Affairs and Trade and the British High Commission in East Timor and solving logistical problems in sourcing and shipping building materials from Australia (approximate value $1 million). Members of the New Zealand Defence Force undertook the building programme in conjunction with several NGOs.
  • Project managed and advised the Waikato Economic Development Board, on how to transform itself into an effective Regional Economic Development Agency to identify regional economic opportunities, establish business clusters and attract foreign and domestic investment and policy. Our work resulted in significant New Zealand government funding from the Ministry of Economic Development.
  • Project managed and developed a targeted five-year economic development plan for the Rodney District Council, New Zealand, including initiatives to take advantage of the Rugby World Cup 2011 which is expected to provide over NZ$1 billion of economic benefit to the New Zealand economy, and development of key performance indicators.
  • Project managed a team that advised Auckland City Council, New Zealand in developing an ‘Invest Auckland’ attraction policy and programme for Auckland City. The programme was designed to enable the Council to positively engage with key organisations to retain existing, and attract new businesses to Auckland region using a package of financial and non-financial incentives.
  • Project managed a team that worked with the Waitakere City Council, New Zealand to develop an appropriate policy, structure and package of financial incentives and non-financial initiatives to attract new business investment to Waitakere City and enhance existing businesses.
  • Project managed a team that reviewed and developed a set of key performance indicators to measure the economic impact of the activities of Positively Wellington Business for Wellington City Council, New Zealand. The Council has adopted the framework that we developed for other Council Controlled Organisations.
  • Team member that undertook a review of the role of Tourism Auckland for Auckland City Council, New Zealand, including an assessment of the current role of Tourism Auckland, its funding and governance arrangements and an exploration of alternative models used by other local and international authorities.  The output was an assessment of the overall effectiveness of the current arrangements, recommendations for improvements and methodologies for on-going performance measurement.
  • Completed an industry review of the NZ$1.6 billion fibre-based packaging industry for the New Zealand Paperboard and Packaging Associationand developed a strategic plan, including industry development initiatives, to grow both the Association and its members both locally and internationally.
  • Project managed a team that prepared for Northland Regional Council, New Zealand a review of key transport, utility and facilities infrastructure throughout Northland, with a specific focus on the economic costs and benefits of various infrastructure development priorities.


  • Project Director of team that is currently undertaking a pricing review for Watercare Services Limited, New Zealand’s largest water and waste organisation. With over $7bn in assets, Watercare wants to understand how it would need to manage its businesses and pricing structures different if it was to become a regulated business. The project involves providing advice on the most appropriate pricing methodology and structure and also the determine an appropriate weighted average cost of capital (WACC) to accurately value Watercare’s current and future capital projects. Our work included developing a WACC range covering regulated and non-regulated activities and assets.
  • Project Director for a five-month study on to determine how Hamilton City Council, Waikato District Council and Waipa District Councils should manage water, wastewater and stormwater services across the sub-region. The councils currently have about $1bn in assets and are planning to spend another $750m over the next 10 years. Three options investigated were retaining the status quo, developing an enhanced shared services model and forming a council controlled organisation (CCO). We identified savings of about $470 million over 28 years by adopting the CCO model.
  • Member of technical, economic and commercial consortium that established the 20-year level of capital and operational expenditure required to deliver water supply, wastewater and stormwater infrastructure and services the Auckland region for the Auckland Regional Council and Network Operators, New Zealand. Paul was the Project Director for the team that identified a significant funding gap over the next 20 years for capital expenditure (NZ$7 billion) and operational expenditure (NZ$800 million per annum).
  • Project Director of a team that analysed how the Water Division of Rodney District Council, New Zealand, with over NZ$300 million in assets, could be run on a more commercial basis. The project required long-term financial modelling of the water business, reviewing the economic principles that should underpin sustainable pricing policies and business processes and procedures for maintaining and renewing water assets, and determining the key issues if the Council was to adopt a different model for managing these assets.
  • Co-managed the negotiations between Metrowater and Auckland City, New Zealand to develop a new Operational Agreement relating to stormwater and the combined wastewater and stormwater networks. The parties forecast that NZ$200 million would be spent on this type of infrastructure over the next 10 years.
  • Team member that developed a water, wastewater and stormwater capital evaluation methodology and process for Melbourne Water, Australia, including consideration of economic, environmental and social factors.
  • Co-led a team that analysed Melbourne Water, Australia, annual corporate strategies and water, wastewater and stormwater capital expenditure proposals (A$250 million annual capital expenditure) based on economic and non-economic criteria.

Rail and Bus

  • Project Director of a three firm consortium that provided a technical, economic and commercial consortium providing the Maldon to Dombarton Rail AU $1 billion Link Feasibility Study, NSW, Australia. The Feasibility Study was prepared for the Commonwealth Government of Australiaand covered current and future demand for the line, engineering requirements and detailed costing for completing construction of the line. Cranleigh provided the financial analysis and commercial advice on the most appropriate options to structure and fund the construction of the line, including different PPP revenue and risk sharing arrangements.
  • Provided commercial advice and financial modelling, including the Electrical Multiple Unit Project (EMU) and whole of life financial models, for KiwRail, the procuring agency that bought 58 new electrical trains costing NZ$642 million for the Auckland region. The project involved the acquisition and maintenance arrangements for the EMUs and preparing a financial model for the Auckland passenger rail network for KiwiRail to understand the operating costs of running the new EMU fleet.
  • Chaired the KiwiRail EOI Procurement Panel for the acquisition of new EMU fleet.
  • Provided commercial advice and financial modelling for KiwiRail relating to the construction of a new maintenance depot in Auckland.
  • Financially modelled the Wellington passenger rail network for the Ministry of Transport to better understand the differences in operating costs between the Auckland and Wellington metro systems.
  • Constructed a financial model of the revenue and cost projections for the NZ$120 million Britomart Transport rail inter-change station for Auckland Regional Transport Network.


  • Prepared a quantitative analysis of the proposed $7 billion Stage one East West Link toll road, Melbourne, and subsequently appointed by City of Yarra, Melbourne to prepare the list of related mitigation projects and led the presentations to the three short-listed consortia.
  • Project Director of a three form consortium that developed an Indicative Business Case for the A$600 million upgrading and sealing of the 1,070 km Tanami road between Alice Springs and Halls Creek in West Australia. The business case was developed in accordance with the Infrastructure Australia framework for the Halls Creek Shire.
  • Appointed to the Auckland Transport Road Corridor Maintenance Legal and Commercial Panel. This panel developed a new procurement process for the combined $300 million per annum road corridor maintenance expenditure across the Auckland region. The legal and commercial panel was responsible for developing the expression of interest and request for tender documents. The commercial arrangements will involved different risk sharing and payment arrangements to promote and encourage competition and innovation.
  • Project Director of a team that developed for Auckland Transport a strategic level road corridor maintenance KPI framework that is consistent with New Zealand Transport Authority and Ministry of Transport frameworks.
  • Project Director of a team that prepared for Auckland Transport the draft qualitative and quantitative RCM evaluation template used in evaluating the tenders.
  • Project Director of a team that analysed Auckland Transport’s existing Road Contracting Maintenance contracts across the three contract areas covering the Auckland region to determine the baseline value that is being delivered currently as a comparison against the future outcomes that will be delivered under the new RCM contracts.
  • Project Director of a team that developed for Rodney District Council a public private partnership (PPP) business case for the proposed Penlink toll road, valued at more than NZ$200 million. Our work included financially modelling Penlink over a 35 year period, development of alternative financing structures, consideration of alternative options and risk analysis. This enabled the council to approve the project and to subsequently present a business case to the Government for approval.
  • Project Director of a team that prepared an independent assessment of the financial implications and commercial considerations of the options relating to the proposed NZ$60 million Weiti toll road development, including a PPP arrangement and BOOT scheme alongside the Rodney District Council undertaking the project.

Airport, Airlines, Ports & Shipping

  • Team member that advised Fonterra-backed logistic business Kotahi on their negotiation with Port of Tauranga (POT) to form a strategic alliance. As a result. Kotahi received $28m worth of POT shares for a 10 year cargo volume commitment and a 49.9% share in the Timaru Container Terminal. Cranleigh also negotiated a new joint venture between the parties of their domestic freight businesses.
  • Team member that provided independent advice to the North Shore and Waitakere City Councils on the viability of establishing a commercial airport at Whenuapai, Auckland.
  • Project Director of a team that advised and assisted in the negotiation of new ferry terminal access arrangements and determination of passenger, wharfage and layover charges for Auckland Regional Transport Network Ltd. The project included financially modelling the Auckland region ferry operations to determine appropriate regional ferry charges and discussions with the Commerce Commission.
  • Team member that advised on development of the business case, structuring and negotiations for Titanium Park Ltd, a NZ$300 million commercial development involving Hamilton International Airport and McConnell Properties Ltd, encompassing 78 hectares of non-aeronautical land surrounding the airport.
  • Team member that advised the Hamilton International Airport on its successful negotiations over landing fees, terminal charges and the introduction of a domestic terminal departure levy with Air New Zealand, including developing an integrated financial model as a basis for the negotiations.
  • Team member that advised the majority shareholders of Marstel, a major New Zealand terminal operator with nine sites across Australasia on the sale of their shareholding to Oslo-listed Stolt-Neilsen’s Stolt-Haven Terminals.
  • Co-led the team that acted for a US based investor in respect of acquiring the NZ$55m Westhaven Marina from the Ports of Auckland, New Zealand. The role involved undertaking a pre-acquisition review and due diligence.


  • Project Director of a team that completed a comprehensive review of the City of Yarra’s, Melbourne, parking services, including developing and evaluating a range of future service delivery options. A comprehensive financial model was developed to support the analysis.
  • Project Director of a team that undertook a peer review of the financial model for new and expanded $25 million car parking buildings for the Waitemata District Health Board and the New Zealand Ministry of Health. Also assisted in restructuring the business case.
  • Project Director of a team that managed the establishment of Auckland City Parking as a commercial entity with approximately NZ$100 million in assets. The project entailed a review of the commercial and ownership options, advice on the proposed capital structure, including transferring of NZ$80 million in council debt, governance issues and preparation of the statement of corporate intent, business and financial plans.
  • Member of a three firm consortium that analysed ways in which public transport, cycling, walking and parking management could be integrated to help achieve sustainable development of a 300 ha mixed housing (3,000 homes) and commercial development site for the Hobsonville Land Company, a development company owned by the Ministry of Housing. Our role was to identify option costs, funding options and provide a cost benefit analysis and recommendations.
  • Project Director of a two firm consortium that developed a long-term car parking policy and implementation plan for Rodney District Council, including preparing the business case, preparing a financial model of the introduction of on-street car parking charges for Orewa and Warkworth townships and the PPP options for building a 1,200 car parking building in Orewa.
  • Advised Waitakere City Council, Auckland on the central car park project to build a 266 car park building as part of the development of an integrated civic/transport facility in Henderson town centre using a PPP structure and project managing the request for proposal process on behalf of the council.


  • Led the negotiations between Rodney District Council and Genesis Energy (a New Zealand State Owned Enterprise) who is planning to build a $500 million 425 megawatt power station within the District. The negotiations cover land use, economic and environmental issues and the financial consideration to be paid to the Council.
  • Project managed a gas pipeline asset valuation using the historical cost approach for the New Zealand Commerce Commission. This work formed part of the Gas Control Inquiry to establish efficient gas asset values and to determine return on investment on gas pipeline assets.
  • Project managed a review of regional electricity generation and transmission infrastructure for Northland Regional Council, New Zealand, as part of a strategic review of regional infrastructure assets. Weaknesses and risks in the current transmission grid were identified and recommendations were made to prioritise improved energy security by attracting or supporting additional generation and strengthening transmission and policies.
  • Project managed a review of both North and South Island business development opportunities for WEL Networks, New Zealand, a major provider of integrated electricity, gas and water networks. Our work identified major planned residential, commercial and industrial property developments within a commercially feasible connection distance of the national grid across New Zealand.
  • Project Director of a team that undertook a gas pipeline asset valuation using the historical cost approach for the New Zealand Commerce Commission. This work formed part of the Gas Control Inquiry to establish efficient gas asset values and to determine the return on investment on gas pipeline assets. All regulated gas businesses were investigated and the change in pricing structures were developed/
  • Undertook a detailed review of planned electricity transmission and distribution industry capital expenditure proposals for The Office of the Regulator-General, Australia.
  • Managed a project for The Office of the Regulator-General, Australia to develop an economic map of key revenue and cost drivers of electricity distribution companies operating in Victoria that it enabled all electricity companies to be analysed on a consistent basis.


  • Assessed the financial viability of establishing a combined residential and business NZ$100 million broadband network with TelstraClear, a leading Australasian telecommunications company, and a local utility company and subsequently involved in negotiating a partnership agreement between the two parties. (Telstra is listed on the Australian and United States Stock Exchanges).
  • Advised TelstraClear on the sale of a transponder on the Optus D1 satellite to Television New Zealand, the state owned broadcaster. The transponder had a transmission footprint covering New Zealand.
  • Team member that advised on the commercial opportunities and policies for broadband development along the rail corridor for Auckland Regional Transport Network Limited, New Zealand and subsequently led the negotiation of a partnering arrangement with a telecommunications service provider.
  • Project managed a project feasibility review of the TAITAN broadband network for Northland Regional Council, New Zealand, a high capacity fibre-optic backbone network connecting key towns and institutions in the Northland region.