Celebrating 10 Years of BPM Getting (Good) Sh*t Done
Back in 2016, there was just one man with an idea, willing to take a gamble leaving his corporate 9-5 to set out on his own and start what is now, BPM Ltd.
That gamble, turned into a national (and now international) construction project management consultancy, with hundreds of projects delivered from Invercargill to Fiji, a growing team of awesome people… and oh man, do we have some stories to share.
So, given that it’s been 10 whole years of challenging the status quo in construction project managmenet, getting (good) sh*t done and teamwork making the dream work - to celebrate, in this month’s blog, we thought we’d take a light look behind the scenes and a walk down memory lane with the man himself, Mr Daniel Bradley!
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What was the catalyst for BPM? Dan had, prior to BPM’s establishment, been working as a Senior Project Manager at BP. He had a young family and ultimately wanted to progress in his career at home in Wellington. But, the Kaikoura earthquake shook up more than just the built environment, it changed the landscape of his future. Little did he know how a natural disaster would impact his job, inspire a fresh start and the inception of ‘Bradley Project Management Ltd’. Speaking to why he transitioned out of BP and started his own company, DB recalls:
“I left BP and established BPM, mainly because I needed a job! Our family had moved to Wellington ~6 years prior, and when the BP job was offered to me, I initially said no, because the role was based back in Auckland. However, back then BP head office was in Wellington, and once you had been based in a role for 2 years, you could apply for a new role. The intended career path for me was enter a PM role that would be based back in Wellington after a short stint in Auckland.Then a week or so before we left for Auckland, the Kaikoura earthquake happened, which wrecked BP House, and, in the November, BP announced it was relocating head office to Auckland. Meaning there were no roles in Wellington, so kind of knew my time was finite!”.
After some time in the big smoke, Dan and his whānau moved back to Wellington. Unsure of what came next, he heard something unusual… DB remembers…
“A sudden announcement comes out from BP that the great Frank van Hattum (Now a BPM Director) would be taking early retirement, and leaving BP which shocked everyone. Especially since he had been there so long, he was responsible for grinding the first dinosaurs into oil.
So, over the following weeks, we had lots of chats and he was the first person to ask me if I’d considered starting up my own business… From that point on, that was the only next move! And that both scared the sh*t out of me, and excited me in equal measures. Starting to think about what I would call a company if I had one, what would the logo look like, how big would try and grow it, reading quotes from people like Richard Branson. And, I figured I was young enough that I could give it a nudge and if it all failed, I could still find a job and build a career. So that’s what I did. I knew I had a niche with fuels, and that there weren’t many others out there that could do it, and those that could were one-man arrangements, not businesses. The disciplines and skills could also be adapted to other industries outside of fuel!”After long days and nights, working 7 days a week - falling asleep at his laptop, averaging 3-4 hours sleep a night, and finishing up his notice with BP - the unglamourous groundwork of starting a business was making headway. Dan’s evenings were swallowed up with getting his domain name, setting up his email, ordering business cards, sorting a workspace, fleshing out his business plan and hustling on LinkedIn to make contacts and get in front of the right people. By the time he’d left BP, he was operating out of Bizdojo in Welly, a hub for start-ups.
“My first few projects were tie overs from my previous role at BP, doing work for them and the dealer network - such as the commercial project at Lynmore Junction for the Landlord, where I had just built a BP site (I replaced a competitor as their PM - my first attack on the competition!). There was a lot of travel in those early days, doing projects around the country - as well as well as networking to drum up work. I earned myself a Gold Elite status in about 6 months. Sometimes, being in 4 different cities in a week!”.
In the proceeding months and year, Dan started really seeing the opportunity and future of what BPM could achieve, and that the sacrifices would pay off.“There were two clients that I got, that made me realise the business was going to survive. Restaurant Brands Ltd (RBL), and NPD. RBL came to me about a contract to deliver a 5 year programme of Pizza Hutts (which we did in 3 years), and NPD asked me to fly down to meet them - and brought me on to help deliver their growth programme (alongside another company who had been struggling to get the programme moving).
My Mum was here at the time NPD called me to ask that I come and meet them in Nelson. I felt guilty because I’d worked the entire time, getting the business off-the-ground, and was planning to take a couple of days with her, but NPD couldn’t shift the date/time. I had to go the next day. So, I flew to Nelson and met them and we’ve been working with them for the best part of 10 years since.”
Around that same timeframe, BPM also designed and managed a new affordable housing development in Wellington, created a drive through concept for Burger Fuel, delivered a nationwide roll-out of almost Paxters across a heap of NZ Post sites, build a commercial strip mall in Rotorua, and, ran the team’s first wellness challenge. We capped off that year with BPM’s first Christmas party.
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As we’ve mentioned, Frank “ground the first dinosaurs into oil” van Hattum has been onboard since day dot, and was instrumental before BPM got its first employee… for the first few years Frank was a sounding-board. As much as both DB and Frank love to trade barbs, Dan recollects:
“Frank gave me business IQ, taught me Governance, led me through processes I have never walked down before. If I was unsure about something, I’d call Frank and give him my opinion on the situation - talk it through and be confident in the answer I ended up with. He was also a token of confidence for people that didn’t know me, knowing that Frank wouldn’t be involved if I wasn’t legit, so it opened a lot of doors for me.When I had more work than I could physically do and decided I needed to hire someone, before he’d agree to let me do that, he made me write up a business case to substantiate the need - despite not having any time to do it or any templates to work from. So, I had to find time to create a template, then write a business case, do the numbers and present it (that template still lives on in our system). Then, there was a very quick ‘yes’ from him, like he didn’t even read the thing!”
We’d like to add, as a side note: This is now very DB coded, too. Grasshopper has become the sensei. Cadets & Junior Project Managers are thrown in the deep-end, andt here’s very much an element of ‘figure it out!’ Because - it teaches you to think for yourself. And that’s a big part of being a good PM. Excellent problem solving.Dan had never previously employed a person, so having Frank lead him through that and provide support was a huge help. In DB’s own words: “… that scared the sh*t out of me. Not only was I responsible for bringing in enough money to support me and my family, but I had someone else’s family and future in my hands”. But it all worked out…
And so, in May 2017, 9 months after starting, BPM employed Talei as a PM. By Christmas 2017 BPM employed another 5 people and we were a team of 8. Included in that was Bulley!
Alex and Dan met when he first moved to NZ. “I’d got a job at a company called SKM and when I was given my desk - it was in an office with another desk. Shortly after, this soft-cockney walks in and sees me, and goes to ask the boss “WHO THA FACK IS DIS?”. Obviously, we got to know each other over the week, then that Friday was St Patrick’s Day. At about 3pm, Bulley and I headed off to the pub and we really got to know each other, like that scene in Step Brothers. “Did we just become best friends?” “Yep”. The night ended (like so many others after that night) with a bouncer marching Bulley out of the bar with his arm up his back, and me chasing after them saying “HE’S NOT THAT DRUNK, HE JUST SOUNDS THAT WAY BECAUSE HE’S A COCKNEY!”.
After a hectic couple of years at SKM, one night Dan and Bulley were out celebrating a job (prior to Bulley being once again, kicked out) “…we had a conversation about, what if Bulley & I one day set-up our own company, how good would that be? Like most drunk conversations, it never really went anywhere after that”.
Then life happened. Cut to mid-2017, shortly after Dan started BPM, he went back to the UK for a wedding. “I went to see Bulley whilst I was there. We had a truck load of work and I offered him a remote working job (before remote working was a thing) and he came onboard around June 2017. It worked really well for that year. I would work on something through the day here in NZ, then later in the evening when Bulley jumped online, I’d do a handover and he’d take over - work on it through the NZ night, and we’d do the reverse the next day. It meant that I wasn’t working all night on stuff anymore (like the first couple of years starting the business). It’s how a lot of our standard documents got generated. But then in 2018, we’d generated enough work in Auckland (and surrounds) that it substantiated an Auckland office to start up. The first person I thought of was Bulley, and that conversation we’d had nearly 10 years earlier. He remembered it too. Long story short. We/he decided to do it and he moved back to NZ to start BPM in Auckland!”
Dan & Bulley in the early days. We don’t really have any words or explanation, so womp, there it is.
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In that same time-frame, Dan met Dave Morriss (also, now a BPM Board Member) and Matty K, who became a BPM employee (though at the time he was with Maltbys) whilst operating out of Bizdojo. As he was searching for a QS and Maltbys were just down the road, Dan, in true Dan fashion, remembers:
"I sat at their Board room table in my shirt, shorts and business flip-flops, whilst they were all in suits with ties - and I said something along the lines of 'I’ve started a PM company, I need a QS that’s gonna get sh*t done and keep up with me, are you guys any good?’… Maltbys at the time (and still) are one of the biggest and best QS companies in NZ. They were polite and stuff to my face, but when I left, Dave said I was a cocky little pr*ck and he doubted I’d ever hear from them again… 10 years on, we’ve pumped a heap through Maltbys and Dave now sits on my Board!”.2 years in, BPM indeed did get (good) sh*t done and achieved our first satellite projects outside of Welly. Including a new BP shop in Greymouth, a bunch of new NPDs, a brand-new Z, and a new Mobil site in Whitianga. We built a heap of Pizza Hutts and refurbished even more. BPM were also named finalists in three business & safety awards. We officially opened the Auckland office and started asbestos removal and EQC repair work on a 9-storey building.
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It was around this time, Bradley Project Management became BPM Ltd (much less of a mouthful), rebranded with our values more evident, and suffered the upheaval of a global pandemic. Which, inevitably, made “The Greatest Wealth Is Health” value in particular, that much more prevalent.
Getting to this point was such a triumph, but the evolution of the brand that other big brands trusted (and continued to work with) needed to be distinguished, recognisable and authentic with our values front and center. Those very values are peppered throughout everything we do, but settling on them took a couple of tries.
Dan says “The night I came up with our values started when we began the journey of employing Talei. I realised that she was going to be representing me - so when she walks into a room, it’s like I’m walking into a room. In a professional capacity, I had only ever worked at 3 places, 2 consultancies and 1 large corporate. Because of that, when I tried to start writing values, I didn’t know where to start, and for weeks, I had writers block. Write. Delete. Write. Delete. Repeat.
Then one night, I was sat in bed with the laptop, as per, and I had a moment of inspiration where I thought - I’m not the corporate mould, I’ve never fit that stereotype, so why am I trying to be like that? Just be genuine about who I am and what I believe makes me successful. I wrote ‘I Get Sh*t Done’ … and the rest of the values were written in less than 30 mins. The only value that has changed since that night is ‘Don’t Be A Jerk’, which was ‘Don’t Be A Dick’, however Frank thought it was a bit strong…”
Before COVID-19 shut the world down, and the team pivoted to working from home, we kicked off one of the first affordable housing projects we ever did, delivered a new library and waste water tank install, fitted out the new Wellington office, started or finished a plethora of NPD sites, built a few new Allied sites, launched our new website, became finalists in the Gold Awards, and partnered with CoLiberate to develop CONVOS - a new approach to mental health on construction sites - relaunching BPM’s wellness package.
After seeing the benefits first-hand of a wellbeing programme, Dan decided to take it to the projects we manage and we became the first construction project management company in New Zealand to establish a wellbeing package as a basic requirement for those who work alongside us. Our Contractor Wellness Package was introduced to further position contractors as part of our extended team, and part of the BPM tender process as a non-price attribute. Then in May 2019, we also introduced a Contractor Wellness Survey to give the people working on our project sites a voice to communicate with us on their own wellbeing, and what we can do together, as a team, to improve the overall wellbeing on our projects.
Tying back into our values, it was in the throes of the evolution of BPM, writing his values and hiring those first few employees, that Dan truly established BPM’s purpose.
“The books and instagram-ers say that you must start a business with a greater purpose, but sometimes you find it along the way. When I was going through hiring, I started to think the remuneration package and in conjunction with the values I’d written so the health and wellbeing package became a thing.
And, I’d let myself get unhealthy during the start-up phase, so it was time to walk the talk and get back to focusing on being healthy. Then, 12 months on, when we were going well and really driving into BPM’s health and wellbeing, that’s when a colleague died. He was someone I had worked with for 6-7 years. A really-nice fella, and completely chilled out. The kind of guy you could never wind up. He’d been away on stress leave once before and came back. Then a few months later he went away again, but this time he came back really quickly. I thought to myself that it was a quick return, but when I spoke to him, he seemed happy and his normal self, so I didn’t think any more of it. Couple of weeks later, I was on site at BP Greymouth, for the opening of the retail store we’d just built, and I had a question about lighting. So, I called him up - gave him the usual sh*t to try and wind him up with no bites (as per usual). I asked my question, got the answer and said goodbye.
The next day, I got a call telling me he was no longer with us. It completely knocked me for six. I was stood in my daughter’s room when I got told, and had to sit down. I had no words and couldn’t understand why I didn’t pick up on something when we’d spoken. Could I have done something? Why didn’t he say something? … All the thoughts that you go through.
Then I got mad at the fact that it was stress related. WorkSafe are all over people when they get physically harmed and recover, but something like that didn’t make them bat an eyelid. The (mental) health was missing from health & safety. That’s when my purpose wasn’t just to improve the health and wellbeing of those within BPM but the for the whole industry.”
Our focus on wellbeing is still as important and impactful today.
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This might not be the most detailed year on record as far as big milestones go, simply because, you guessed it - BPM was working through the Delta strain of COVID-19 lockdowns whilst keeping projects moving. We did, however, handover the first round of FLiP builds at Camperdown, Pukatea and Riverslea. We continued working with RBL and delivering the KFC refurbs up and down the motu, including safety upgrades, new digital screens and all that finger lickin’ good progress. We went on to coordinate the opening of more new NPD sites nationwide. From there, we started BPM’s first Kainga Ora development, and rolled out WorkflowMAX across the business - the first inkling as to what digital transformation can do for a construction business!
Lockdown couldn’t hold us back forever, because before the year closed out, we won at the Gold awards, and took home a merit at the Property Council Awards. The final win of the year was closing out a long running NZ Bus Tyre tender. Ka pai & bye-bye to 2021.
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Whilst you may remember Dave calling Dan a cocky little pr*ck, by this stage of the game, Dan and Dave were truly enmeshed and Dave Morriss officially joined the BPM Board. It was a big year for growth on every front. BPM opened yet more new NPD service stations, refurbished and opened a few new KFC stores AND completed a new fit-out at 113 Taranaki Street! The team also kicked off the electrification of the BP network with a new EV charger rollout, and launched the Wellbeing in Construction initiative, which would later evolve to become CANZ (Construction Athletes NZ), cementing that health-first value into the wider industry.
As the team moved through their strategy with a new Board member, part of that growth inevitably meant watching other people move-on. Something Dan had long since made peace with. A couple of BPM’s young guns like Jack and Blake were moving on to pastures new.
“People moving on was inevitable, I knew that. We are a small company, and I knew that we wouldn’t be able to fight when/if bigger companies wanted to come in and steal our people. I had (have) always applied a 3 point philosophy/quote fest to that stuff: 1 - Loyalty is a two-way street, If I’m asking it from you, you’re getting it from me (Harvey Specter), 2 - No player can be bigger than the club (Alex Ferguson), 3 - Train people so well that they can leave and work anywhere, treat them so well that they don’t want to (Richard Branson). I believe that’s why we have the tenure we do with people, and those that do leave, either come back or want to.”
On coaching young talent, Dan says “That turned into one of the unexpected joys of the whole ride. It was something I didn’t know I’d love but has become one of my favourite parts of BPM. Jake was my first and OG, after that I knew I could develop talent and I’m proud of the people BPM have built. It’s more about the people - if they are going to give me their all, they will get it from me, and not just how to be a PM. Life. Mindset. Health.”.
Out with the old, and in with the new. In 2023 BPM was blessed with wall-ball queen and RFP machine, Kels. Or, MAX KELS as DB likes to call her. Onwards and upwards!
BPM was named as a finalist at both the Property Awards and the Gold Awards yet again, and delivered a 9 unit FLiP development in Auckland - a major milestone for the affordable housing programme. Add to that, a Gold accreditation for Site Wise HSE, and - major projects kicking off in Motueka infrastructure with Tasman District Council (TDC) for Transport Choices and signing on for our milestone project of Miramar Golf Club’s upgrade & redevelopment in Wellington.
Dan got the call in December 2022, isolating at home after testing positive for COVID whilst the rest of the team enjoyed the Christmas party. “When we got it, it was December and I was at home working whilst the rest of the team were out enjoying themselves. I’d tested positive for COVID the day before so had to isolate at home. Then towards the end of the day, I get a phone call from Doug (the GM for Miramar Golf Club), who had been given my details from the architect. The current PM wasn’t working out, and he needed someone to come in and drive the project because they were running out of time before the airport were to take the land, and nothing had happened. He then realised where I was from and gave me a whole bunch of abuse (for context, Dan is a Manc and Doug is from Yorkshire, natural enemies!). I told him I’d go out and see him on Boxing Day when I was released from isolation. He loved that I wasn’t waiting until after the Xmas holidays, and we landed the job!” (Pun intended)
As an individual project, Miramar Links (as it’s now known) is probably the biggest milestone BPM has landed to date.
Dan reflects “The NPD and KFC contracts are what made us. Mot Library was the first time we took on the big boy competition and won, then delivered a milestone project. But MGC - in terms of awareness, public attention and capability was IT!”
The year also delivered an office fit-out for the Department of Conservation in Nelson, a steady stream of new-build and refurbished KFC sites (with Carl’s Jr. now added into the mix), an award at the Property Council for the Motueka Library project, continued growth in our seismic strengthening portfolio, a multi-unit residential development at Camp Street, a new tree nursery in Marlborough, a new school gymnasium in Greytown, remediation works in Masterton, finalist status at the inaugural Southern Cross Awards, and the NPD roll-out continuing to fuel the country nationwide.
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In this period, BPM started this very blog, and set about breaking new ground in more ways than one, finally building the New Zealand’s first EV Hub at Christchurch Aiport and delivering more EV chargers across BP sites nationwide. For Dan, the Gigahub was a full-circle moment, coming from the company he’d left to start BPM in the first place - “Yeah, it was. After years of being out in the cold, getting a message from an old colleague saying they needed some assistance on their EV programme was a positive step. We spent a year delivering EV’s across the BP network before the Christchurch job. But, it’s been cool - little ol’ BPM putting landmark projects out to NZ. We’re small for the weight class that we fight in, but keep coming out on top!”
It was also the year BPM invested in and localised a software company, welcoming ConTech Solutions to set up shop in Auckland. We opened new KFC, Taco Bell and Carl’s Jr sites around the country, completed Ministry of Education’s Te Kura Kaupapa Māori o Te Rito in Ōtaki, began work on a new processing facility for Farmland Foods, and continued the seismic upgrade work, including the recent award-winning Porirua job and Raiha Street.
Whilst Christchurch had been on the cards for BPM since day one, we also gained our first permanent local employee courtesy of Woodsy! The man, the myth, the legend.
Dan looks back: "The Christchurch office was on the very first business case I wrote: Auckland, Wellington and Christchurch. We achieved Auckland in 2018, then not long after we started Motueka and it kind of became less about Christchurch, and more a South Island presence thing. But then, while we were doing lots of jobs in Christchurch through our national clients, we could never land another Christchurch project because we didn't have a local presence. So, when we joined up with DCM in Welly we got reciprocal rights in Christchurch. I started working from there, which made it easier, but people still wanted a local to work with. Then Woodsy, who I knew from his contracting days, reached out to catch up. We went for a beer and it turned out he was thinking about a change of pace, so I pretty much offered him a job there and then. I knew him, knew what he was about, knew he was a good person."
We also relaunched BPM's wellness events with the first team HYROX, planting the seed for what was about to become a much bigger part of BPM culture (also much to the shock and fear of the new Marketing Lead – her eye might be twitching with PTSD as of writing this).
HYROX went from a first-time try to a full team wellness event. No one died. Colin came close. But try as he might, despite many attempts, Dan never did get to cash in on that life insurance! BPM refurbished another massive bunch of KFC stores and built several new ones, and completed the first seismic strengthening project in Christchurch. We started work on a new community pool in Motueka – a region that's been part of the BPM story since 2019, when DR made the move south. "DR joined us in 2018. Fun fact, DR was the first person I offered a job to. When I needed to employ someone, he was based in Welly and I worked with him at SKM in Welly. I went to see him and he said that although interested, he was moving to Auckland so needed to stay with his current company. A couple of years later, after he moved to Waiheke Island and it wasn't working with his company, he asked if the job was still available. By that time Bulley had started the Auckland office, so we had a presence, and thought he'd be a great addition. Then 6 months later, in 2019, DR calls me up and says he's moving to Motueka – would he still have a job if he did? Essentially, he'd been working remotely on Waiheke, what did it matter that he was now going to be in the South Island? To boot - it meant our strategy of having a South Island presence could be landed. So off he went. Then we spent a bunch of time trying to find Christchurch work for him until the Mot Library came out on GETS and we beat one of the big boys in an open bid."
It was a big year for going further afield too, with BPM taking on its first international work in Fiji and Samoa, and continuing the Miramar Links development through its clubhouse, driving range and course upgrades.
On the wellbeing front, this was the year Wellbeing in Construction properly found its next form (and turned into CANZ), alongside the Christchurch lot co-founding of the "New Old Boys" (NOBS) club. Though their workout is slightly different. It’s purely arms. Usually just one arm. And the weights are these funny looking clear vessels filled with some kind of amber liquid. They do double their steps on the walk home – but we’re not sure it counts?
For Dan, the turning point for CANZ came almost by accident, on a running track. "Wellbeing in Construction (WiC) came from the whole situation with my colleague, and how could we establish something to help the industry without it necessarily being part of BPM, but also it still being part of BPM. The turning point for starting CANZ, and realising the niche, was when Mike from Urban (Welly’s local gym!) asked if I was keen for a track session with one other. When we were down there, I found out that he was a developer, and we hit it off from common ground in both the industry and fitness. I came back with a job opportunity. Then the same with Mulligan (a Structural Engineer on Miramar Links), when I found out he was a HYROX-er, and our relationship blossomed.”
For Dan it clicked… “…if I like this kind of networking, and so do these people, I wonder how many others do. Previously, I'd been told by a lot of people that we'd inspired them to change their lifestyles and start getting fit. WiC had stalled, and it became obvious that was the direction we should go in, with the networking arm of wellness/fitness in the construction industry, win/win!”“Hopes for the future are that we turn it into an incorporated society with members from the construction industry, being able to take sponsorship and give back to the industry for the promotion of health and fitness. Maybe we have our own events or affiliated gyms where the society can contribute to memberships, to help remove the barrier to people in the industry – all with the big goal of improving the health of the industry, lowering the death stats, and creating a higher-performing industry."
Towards the end of 2025, on our 9th anniversary, BPM took the fitness challenges to heart with a 9 hour challenge inside what we affectionately called the Triangle of Doom! Ski, Bike and Row on repeat for the full 9 hours. Loads of people from clients to peers and friends pitched in and joined us, and it further cemented what could be possible for the fitness of the industry. We raised over 1.5k for Mental Health Foundation NZ and came out of it a stronger team. Albeit a very tired team, as Colin could attest – because when he went back to his hotel, his muscles were given the deep heat treatment, but so were his teeth, when he accidentally mistook the tube for his toothpaste.
Last year, we also built a bunch more NPD sites, moved our Auckland office to Grey Lynn, we handed over a new gym at Kuranui for Ministry of Education, assisted SMT smash out a new Summerset facility in Waikanae and helped them bid on a few more, built and renovated another heap of KFCs, we celebrated the year with a trip over the hill as a team, and walked through Patuna Chasm only to find out that Kelly doesn’t like eels! There were quite a few eels…
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At the end of August we celebrated 10 whole years of BPM. This year has been a whirlwind and as busy as ever. Our team were finalists in the Property Council Awards for our work on Port Tarakohe for Tasman District Council (TDC), completed earlier in the year. Dan, Nick and the wider project team of a gnarly seismic job in Porirua netted us 4 finalist places in the Building Institute Aotearoa’s Building People awards, with Dan taking home a win in the Consultant category, and Nick (aka Pistols) taking home Highly Commended for Emerging Leader! A proud moment. We talked about nurturing young talent a few paragraphs back, and Nick is no exception. He came to us as a student, now a Junior PM, and he’s nailing it.
We’re now in the final months of Miramar Links redevelopment, ready for its completion early next year. We’ve smashed out more national fuel projects, more KFCs, started a big seismic project for Victoria University, and started a new science block at Newlands College for Ministry of Education. Dan ran his first (and last?) ultra marathon, we finished up MBIE Fiji and are fielding a bunch more local enquiries. BPM worked more on giving back to the industry and professional development, hosting NAWIC, Building Institute Aotearoa and other on site visits to Miramar Links, as well as holding learning opportunities on Target Price contracts with PMINZ and TDC. We also continued working with TDC on more awesome projects like Collingwood Holiday Park, the new Wakefield hub, and saw the first part of the Richmond RRC see completion (with part 2 incoming).
After going hard on work, we decided to play hard too. We celebrated our birthday taking a deviation from the norm, living up to our value of challenging the status quo by taking on Beervana (and won). Okay, not winning, like “hey we won an award”, but similar to surviving HYROX, no one died. A success!
We’ve also started working with Farmright on accommodation for seasonal workers at orchards around the South Island and released a whole bunch of resources to help developers, asset owners, and peers. CANZ went fully national and started holding events in Wellington, Christchurch, Auckland and Nelson – with the first big collab being a group workout in Welly with our mates at ALH.
Today as of writing in 2026, CANZ now has around 100 members up and down the motu! If you’re a construction pro that’s into fitness looking to find your tribe, you can join here!
We’ve got a heap more to announce in the coming months, and so much more to look forward to. Whilst we can’t fit in all the ups, downs, and probably shouldn’t share every story, we’re so happy to share the last 10 years with you all.
Teamwork makes the dream work, and we’ve got a lot to cram in before we close for Christmas…
So, in closing - what's Dan most proud of after 10 years of getting (good) sh*t done?
"Knowing that regardless of what tomorrow brings, I've made a difference to people, projects, and the industry."
Ka pai, BPM. Here's to the next 10.
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