The "Villa Maria Estate Transformation" is a significant project related to the acquisition of the iconic New Zealand winery by Indevin Group in 2021, and a subsequent, separate property transaction that saw Tourism Holdings Limited (thl) acquire a portion of the former Villa Maria site for its new Auckland headquarters. The description below focuses on the transformation of the site by thl.

Main Components and Attributes

The project, which is referred to as thl Waitomokia Campus, involves the adaptive reuse and repurposing of the former Villa Maria Estate winery site in Māngere, Auckland. This transformation is a prime example of sustainable and culturally-sensitive development. The key components and attributes of the project are:

• Site Location and Cultural Significance: The 7.4-hectare site is strategically located near Auckland Airport. It holds significant historical and cultural value, as it sits on the rim of the Waitomokia volcanic crater. Thl and its architectural firm, Jasmax, collaborated closely with three local iwi—Te Ahiwaru Taiao, Te Ākitai Waiohua, and Ngaati Te Ata Waiohua—to embed the site's whakapapa (genealogy) and a focus on kaitiakitanga (stewardship of nature) into the design.

• Repurposing of Existing Buildings: A core principle of the transformation was adaptive reuse to minimize waste and embodied carbon emissions. The project repurposed three substantial existing buildings:

• The former bottling plant was transformed into the new RV Super Centre, a key retail and sales hub for thl. This includes a new glass-fronted showroom capable of displaying numerous RVs, as well as a large-scale service centre.

• The former wine room was repurposed into a naturally lit RV workshop.

• The original office building was retained and integrated into the new campus.

• Consolidated Operations: The new campus consolidates thl's New Zealand head office, group support services, and its RV Super Centre onto a single site for the first time. This creates a more connected and efficient operation, from corporate functions to customer-facing services.

• Sustainability and Environmental Design: The project has a strong focus on sustainability. The reuse of existing structures was a primary sustainable solution. Additionally, the design incorporates a system to store 200,000 litres of harvested rainwater, which is repurposed for irrigation and for washing RVs, protecting the natural waterways and the Manukau Harbour.

Overall Size

The thl Waitomokia Campus is a substantial development on a site of 7.4 hectares. The transformation involved the repurposing of three main buildings and the creation of large outdoor hardstand areas for RV parking and servicing.

Awards and Recognition

While the transformation is a recent project, the original Villa Maria Estate buildings received architectural awards for their design. The new project, under thl, has been recognized for its sustainable approach and innovative repurposing. Its collaboration with local iwi and its commitment to environmental stewardship are also key attributes that have received industry praise, and the project has been hailed as a world-class example of sustainable tourism infrastructure.

KEY COMPETENCIES

Based on the provided documents, here is an analysis of how each core competency can be strengthened or further highlighted:

End-to-end project delivery across capital works, urban infrastructure, and regeneration.

The provided documents strongly support and add depth to this competency. The "Head of Development" role at Auckland Council specifically requires leading the "end-to-end delivery lifecycle for major, mixed-use and regenerative developments". This includes moving a project from "feasibility through delivery". Bruce Ramsay's experience, as outlined in the DDM document, directly aligns with this, showcasing a "holistic understanding of the development lifecycle" for "complex and demanding development projects". His experience includes managing all project phases, "from initial brief development and budget establishment to securing building occupation certificates and navigating snagging/defects liability". His work on projects like the University of Auckland's HIWA and the transformation of Villa Maria Estate further demonstrates this.

Strategic planning, risk management, and financial appraisal.

This competency is well-supported and can be strengthened by highlighting specific examples from the documents. The Head of Development role at Auckland Council requires a leader with "deep commercial expertise" and the ability to manage "financial and delivery risk" to ensure "strong and realistic commercial outcomes". Bruce Ramsay’s experience is directly relevant, as he is described as being "driven to optimize project outcomes, mitigate risks, and control costs". The document also mentions his ability to provide "strategic oversight and hands-on execution support" and leverage "past experiences for insightful decision-making". The mention of his work on large-scale projects like The Intermark (RM300 million) and Damansara City underscores his experience with significant investments.

Stakeholder engagement including mana whenua, community groups, and government agencies.

The documents add a crucial, culturally sensitive dimension to this competency. The Auckland Council Head of Development role places a strong emphasis on working with "mana whenua" and "delivering shared value". The role's responsibilities include "honouring its obligations under te Tiriti o Waitangi" and ensuring outcomes "reflect community aspirations". While the DDM document does not explicitly state Bruce's experience with mana whenua, it notes his ability to "collaborate effectively" and "procure and leading high-performing teams". The description of the Villa Maria Estate transformation project notes the importance of a "culturally-sensitive development" and a focus on "kaitaikitanga (stewardship of nature)", which hints at experience in this area.

BIM adoption, implementation and digital project management tools.

The DDM document does not explicitly mention BIM or digital project management tools. However, Bruce Ramsay is described as having a talent for "simplifying complex challenges" and "expertly orchestrat[ing] resources for maximum productivity". He is proficient at leading and managing all project phases and is adept at procuring and leading high-performing teams. This suggests an openness and capability to adopt modern tools and methodologies, even if not explicitly stated.

Sustainable design and adaptive reuse of existing assets.

The provided documents significantly strengthen this competency by providing concrete examples. The DDM document highlights Bruce Ramsay's leadership in the "transformation of Villa Maria Estate for Tourism Holdings Limited Global Headquarters". This project involved the "adaptive reuse and repurposing of the former Villa Maria Estate winery site", which is a direct and powerful example of this competency. Additionally, the University of Auckland Recreation & Wellness Centre, HIWA, is described as a "world-class range of recreation and wellness spaces", demonstrating an understanding of modern, high-quality, and perhaps sustainable design outcomes. The Auckland Council role also requires the delivery of projects that "enable more connected, sustainable, and inclusive communities".

Contract negotiation, procurement, and governance reporting.

This competency is well-supported by both documents. The Head of Development role at Auckland Council requires experience in "negotiating, structuring and managing complex development agreements" and providing "strong, clear commercial and strategic guidance to enable well-informed decision making across the Council group". Bruce Ramsay's experience aligns with this, as he is described as adept at "procuring and leading high-performing teams". His ability to navigate "complex consenting strategies" and implement "effective procurement methodologies" further supports this. He is also noted for being proficient in "securing building occupation certificates and navigating snagging/defects liability", which are key elements of governance and project closeout. His work on large-scale projects in Asia and New Zealand further demonstrates his credibility in managing complex contracts and governance.