KPMO
You have an ambitious idea and the means to achieve it. I’ll make it happen.
KPMO is one person, nineteen years’ experience, three continents, and a habit of taking on what looks undeliverable. Programme management for things that have to get built, funded, consented or argued into existence. Especially the ones with no template.
Describe the improbable thingSee the proofWhat I take on, and what I don’t.
Better clients come from a clearer door. This is the door.
Take on
- A funder, a site and a problem — and no obvious path between them.
- Public money that needs releasing: Crown, transport agency, co-funders, partnership contracts.
- A programme where the money and the ground have stopped talking to each other.
- A question that has to be answered before the money moves: who really owns it, what the counterparty’s numbers say, what is actually on the ground.
- A community, industry or organisation with a position that needs writing, evidencing and lodging.
- Infrastructure in a hostile setting — post-disaster, remote, temporary, contaminated, isolated.
- Something that needs a tool that doesn’t exist yet, built by the person who will use it.
Decline
- A seat in someone else’s PMO, doing what the process already decided.
- A decision already made that needs a signature underneath it.
- A brief that treats a political problem as a technical one. If the outcome turns on who decides and what they need, saying so is part of the job.
- Reporting for its own sake. If a number won’t inform a decision, I won’t produce it.
Three lines. One method.
Most briefs need two of these at once. That is usually why they were hard.
Delivery
Client-side programme and project management for capital works: procurement, contract administration under NZS 3910 and 3916, cost control, consenting compliance, governance reporting. I guide the team, accountable for whether the whole still works once the planner, the engineer, the contractor and the funder have each had their say.
Every delivery process written from scratch where there was none — procurement panels, tender suites, evaluation frameworks, contractor pre-qualification, contract sets, work breakdown structures, scope and risk registers, consenting gap analyses, funder claim and reporting formats, asset handover requirements — constantly improved and reused since.
Intelligence
Intelligence starts with having the data. Before a programme can be steered, someone has to assemble the whole picture — titles, consents and their conditions, funding agreements, contracts, survey, hazard layers, who said what to whom and when — and organise it so any decision can be checked against it in minutes.
Then the competitive kind. Trained in competitive and economic intelligence in Paris, practised since: finding out what an organisation, a market, a counterparty or a piece of land would rather you did not know — competitor and counterparty profiling, reading the financial statements, due diligence on land, people and deals, open-source and grey research.
Systems
When a programme needs an instrument nobody sells, I don’t write a business case for one, I make it. The argument doesn’t just need a number and a picture in the same meeting; it needs this number and this picture. Hand people the model and they answer their own questions and look at whatever they want, on the spot. Reporting becomes a thing of the past. The systems I have built this way have carried more than $70M of capital works, in or under budget, since 2017. See the PMO toolbox ↓
Nine of many things that got done.
Chosen for range rather than size. The full record — every figure, every role, every caveat — is on the capability page.
A private plan change carried to approval in the form presented.
What happened
Ocean Ridge, Kaikōura. Three years, nine consultancies, twelve technical workstreams and an independent hearing panel — carried through to a Council decision with the provisions intact and no opposition left on the record.
A town’s infrastructure rebuilt by a council built to spend a twelfth of that.
What happened
Programme manager for Kaikōura’s post-earthquake rebuild. Every delivery process written from scratch, 54 projects, 150+ contracts, and 30% of the ratepayers’ share moved onto private co-funding. Delivered within two percent of budget.
A community position on the district’s economic strategy, written, evidenced and lodged.
What happened
Organising a joint submission from Kaikōura locals to the Council’s Economic Development Strategy 2075 — a regenerative local economy with self-reliance at its centre, argued from the earthquake, Covid and the fuel crisis. Drafts, sign-ups and the case, all built and run by me.
A bridge the earthquake dropped into a river that then changed course.
What happened
Clarence Valley access: a 95%-funded transport agency business case for a bridge lost in the 2016 earthquake, on a river that moved. Re-optioned mid-flight to a deliverable site and the funding envelope renegotiated to match.
A cost-control platform a project manager can actually keep up to date.
What happened
Accounting ledgers are built for auditors, not cost control. ERPs won’t hold a work breakdown structure that keeps changing shape, almost nothing forecasts cashflow, and multi-funder programmes — joint ventures, partnerships, Crown money — defeat every tool on the market. So the work ends up in a personal spreadsheet nobody else can read.
PowerCAPEX connects to the accounting system, reconciles every transaction against the WBS, and forecasts cost and cashflow at any tier of the programme — from six fields per line: estimate, contingency, start, finish, spend curve, progress. Scales from a single project to a multi-funder portfolio. Designed, written, deployed and supported by me.
Executive committee governance for an organisation that rebuilds itself every year.
What happened
Infrastructure Facilitator on the executive of New Zealand’s regional Burning Man event — a seat at the table that set strategy, allocated budget and made the decisions binding the organisation, while holding eight teams accountable for delivery.
Authority with no payroll behind it. Everything runs on a clear mandate, an agreed scope and a date that cannot move — which is a fair description of most governance groups, minus the salaries.
Client-side coordination where the technical answer and the political one rarely matched.
What happened
The McGill University Health Centre redevelopment in Montreal, acting for the Quebec health ministry and the university. Estimating and planning, change management, partnership contract interpretation, tendering and expert coordination on a programme of that scale — as project coordinator on the client’s side of the table.
Uranium processing, and breathing air for people working inside contamination.
What happened
Two projects at AREVA NP taken from specification to commissioning: an upgrade to a uranium hexafluoride processing system to meet the highest national safety, security and product-quality standards, and a new air treatment and distribution system for the air-fed suits worn in radioactive environments. Where the paperwork is the safety case.
A “significant ecological area” that turned out to be weeds.
What happened
Silvertown: 8.7 hectares on one title in north Auckland, three zones, blocked since 2016 by an ecological overlay. Ground-truthing found roughly two hectares of it was weedland. A two-step consent route and a costed answer to a historic landslide turned a stalled site into a concept for ~350 apartments above shops, packaged for development partners.
Decisions get made faster when they can be looked at and interacted with.
PowerCAPEX
How it works
A capital cost-control and cashflow platform on the Microsoft Power Platform, built where accounting ledgers, ERPs and scheduling tools all stop short. Ingest transactions, reconcile against the work breakdown structure, forecast cashflow at every tier, report actual against projection.
The part nothing else does: it holds the funding agreements themselves. Many funders, many buckets, many projects — each with its own rules about who pays for what, at what share, up to what cap, and on what conditions. Every cost lands against the right bucket and the right funder automatically, cashflow is forecast per party as well as per programme, and a claim comes out in one click, correct, with the ratios that applied on the day.
Interactive and immersive decision making
How it works
Browser-based 3D maps of a development, down to the lot: area, availability, consented house plans, listings. The same model serves a buyer choosing a section and a board choosing a staging order. I build and host these myself — the Ocean Ridge map further down this page is one of them.
Where a scheme is large or contested enough that people need to stand inside it before they will agree to it, I bring in V2i Realtime — a Gold Coast studio going since 2002 whose platform consolidates a whole project’s data into one interactive 3D environment. Walk or fly through the scheme and its surroundings on a laptop, tablet or phone, measure things, test what a change actually looks like. I bring them in and run the project side. v2irealtime.com →
GIS & decision mapping
How it works
Constraint and opportunity maps built from LiDAR, survey, ecology, hazard, title and network data: which two hectares of a “significant ecological area” are actually weeds; where the finished-floor contour has to sit; what a land swap changes. Made to be put in front of a planner, a commissioner or a buyer.
Business analysis
How it works
Before a system can help anyone, someone has to work out what actually happens: who decides what, where the numbers come from, which spreadsheet is the real one and which three are copies of it. I map the process, write the requirements, model the data, design what replaces it, then run the migration.
SharePoint & Microsoft 365
How it works
A programme lives or dies on whether anyone can find the current version of a consent condition, a contract, a claim or an as-built — two years later, under audit, after the people who filed it have moved on. I set up the structure, permissions, metadata and version control, and automate the provisioning so every new project starts the same way instead of inventing its own filing.
The network
Who is in it
Nine years delivering in the top of the South Island, and a contact list that reflects it. Civil contractors who will price a job in a busy season and stand behind the number. Planners, geotechnical engineers, surveyors, ecologists, traffic and landscape consultants I have worked beside on live consents and hearings. Specialists for the narrow problems — boring under a live railway, sourcing rock, reading how a river will move. Developers, landowners and funders. And makers and artists, for the parts of a place that are not infrastructure.
Not a directory. Knowing which of them suits this job, how each behaves when a programme slips, and being able to get one of them on the phone the same day.
A thousand homes made possible.
How it works.
William LoppeYou are engaging one person, not a firm with a proposal team — the person who writes the papers and runs the room is the one you meet. Kaikōura, New Zealand · works remotely – travels anywhere
Retained
Principal’s representative or programme manager on a monthly retainer.
Defined piece of work
A business case, a plan change programme, a submission, a cost model, a site model. Scoped up front and charged at an hourly rate against it.
Associate
Inside a consultancy’s team or on a panel. Your template, my evidence. Programme delivery CV (PDF) · Intelligence & investigation CV (PDF). Rates on request.
