I have been very pleased to work with Karyn O’Brien on various projects. Karyn brings an impressive array of talents to her projects including a vast construction knowledge, organisational ability, project metrics and task focus, advanced project scheduling and general management which combine to produce outstanding results. A great sense of humour and always a pleasant person to work with.
When old becomes new
It’s exciting to get your hands on an old property that needs some love and revitalise it with new retailers and a fresh look. But redevelopment projects can be tricky and need an experienced team to be successful.
Working with the teams
In a redevelopment there are usually at least two discrete teams – development, often in head office, and centre management on the ground.
It is important for the tenancy delivery manager to be in close communication with everyone involved, and critical that they can develop a strong relationship with the operations team.
Biting the hand that feeds
Managing existing traders while works are going on is critical to the delivery of a successful redevelopment. They may have concerns during build works, and will be keen to provide feedback.
Appropriate communication is key, and we handle the management of stakeholders with the operations team so that everything stays on track.
Understanding the bones
Redevelopment can mean upgrading services throughout a centre to meet the latest standards.
As tenancy delivery manager, we work with the engineers and services consultants to make sure that the tenants’ requirements are considered and catered for early in the project to avoid disruption and cost later on.
When two become one – Hinkler Central, Bundaberg
Hinkler Central was created in 2006 by merging two existing centres and building across the road in between. While working with the Mirvac development team, Karyn looked after the retail delivery for the Hinkler Central project, which involved relocating some existing tenants, building a new mall and food court between two existing centres, and opening 35 shops on the opening day.
Adding an extra 35 tenancies to two existing centres while also refurbishing the existing malls (including new terrazzo flooring) meant long-term disruption for existing tenants.
Attending site regularly during the build period and building close relationships with the centre management team and existing tenants meant that everyone was more understanding of the processes involved with the redevelopment.
Tips & Tricks from the Experts
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