Brunilda Brookes unpacks the secrets behind successful public projects
At a glance
From justice and health to social housing and corrections, Brunilda Brookes has been at the helm of some of New Zealand’s most complex and socially significant public sector projects. We sat down with her to hear firsthand about the challenges she’s tackled, the opportunities she’s embraced, and the lessons she’s learned along the way – insights that are invaluable for anyone delivering projects with community impact.
From justice and health to social housing and corrections, Brunilda Brookes has been at the helm of some of New Zealand’s most complex and socially significant public sector projects. We sat down with her to hear firsthand about the challenges she’s tackled, the opportunities she’s embraced, and the lessons she’s learned along the way – insights that are invaluable for anyone delivering projects with community impact.
You’ve led major public sector projects across justice, social housing, health and corrections. What’s the biggest challenge in delivering infrastructure for the public good?
The biggest challenge? Balancing the brief with the budget and programme. Public sector projects often come with tight timelines and limited funds and let’s just say, the word ‘taxpayer’ pops up more times than you can count in meetings. There’s a real sense of responsibility to deliver outcomes that genuinely benefit the community. In the Justice sector, it’s never just about designing a building – we’re shaping experiences for victims, defendants, whānau (families) and staff. That takes resilience, empathy, clear thinking and a shared commitment to getting it right.
You’ve spoken about PPPs and Design-Build models as a smarter way forward. Why do they work so well for Justice infrastructure?
They work because they get the right people in the room from the very start. Design-Build brings clients, contractors and architects together from day one, while PPPs go a step further, aligning funding, delivery and long-term performance. These approaches spark innovation, reduce risk for the public sector, and ultimately deliver better outcomes, faster.
And while PPP and Design-Build have proven their value here, it’s worth noting that alliance contracting is widely used overseas for complex infrastructure projects. It fosters deep collaboration, shared risk, and a ‘best-for-project’ mindset. Seeing more of this approach in New Zealand would be a positive step toward delivering outcomes that truly serve the public good.
And while PPP and Design-Build have proven their value here, it’s worth noting that alliance contracting is widely used overseas for complex infrastructure projects. It fosters deep collaboration, shared risk, and a ‘best-for-project’ mindset. Seeing more of this approach in New Zealand would be a positive step toward delivering outcomes that truly serve the public good.
What does GHD bring to the table in these delivery models?
GHD is in a pretty unique position. We’re a fully integrated team with global reach and strong industry partnerships. With architecture, engineering, digital, environmental, and advisory services all under one roof, we can think holistically, act decisively and deliver end-to-end. On top of that, we’ve got deep experience working with government and iwi, so we know how to navigate the complexity of public sector projects with care, confidence and a clear focus on outcomes.
You often say “architecture is a team sport” – what does that mean in practice?
It means no one delivers alone. Leading a large project team is about showing up for the team, not just yourself. We bring that to life through what I call the art of decisive collaboration. Listening carefully, aligning early and making confident decisions that keep the project moving forward.
What are contractors and partners really looking for from consultants in PPP and Design-Build projects?
They want clarity, accountability and confidence. In these models, risk is shared with those best placed to manage it, which means consultants need to be responsive, decisive, and focused on delivery not just design intent. Contractors are looking for partners who understand the commercial realities, can navigate problems with clarity, and don’t vanish when things get tricky. For us, we stay in the room and lead with action.
What advice would you give to others delivering complex public projects?
Don’t get stuck in the endless exploration phase. At some point, you need to bring all the threads together and make practical, ‘best-for-project’ decisions. Progress always beats perfection. Get comfortable with change, because it’s inevitable perspectives will shift, and you’ll need to refine as you go.
Above all, stay resilient by building trust within your team, tackling problems together, and having fun along the way – those connections are vital to success!
Above all, stay resilient by building trust within your team, tackling problems together, and having fun along the way – those connections are vital to success!
Brunilda’s perspectives are a reminder that infrastructure isn’t just about bricks and mortar. It’s about people, purpose and partnership. Through innovative delivery models, collaborative teamwork, and the resilience to navigate complexity, she shows what it truly takes to build projects that make a difference.
If you have questions or want to explore how these insights could apply to your projects, get in touch with her below.