G-FORCE BUILDING & CONSULTING JAN 2026 VOL 08 BUSINESS VIEW OCEANIA ALSO IN THIS ISSUE ENDURO BUILDERS • COOMERA ANGLICAN COLLEGE BUILDING RELATIONSHIPS, RESTORING HERITAGE, DELIVERING WITH CONFIDENCE ALEX FAGGIONATO, GENERAL BUILDING MANAGER
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Editor Veronica Enair Research Directors Dylan Tenbrink Clementine Walton Contributing Writers Dan Macharia Director of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
EDITOR’S NOTES It’s official. 2026 is in full swing and civic agendas, companies and organizations have switched off holiday mode and are laser focused on what can be implemented this fiscal year ahead. While reviewing 2025 and seeing what worked and what may need some tweaking, master plans, projects and initiatives are in full view with a 2026 perspective behind them Propped by a backdrop of continued strength in economic sectors throughout the Oceania region as 2026 revs up, there is much to look forward to, and work to be accomplished in the first fiscal quarter. We were fortunate to capture some of these dynamic initiatives in our January Oceania edition as we sat down with some successful organizations to talk about all things business. New construction continues to see demand across the Oceania region and we are following this trend by profiling two leaders in the field in our current issue. We sat down with Enduro Builders, G-Force Building and Construction and the Templeton Group to discuss topics from design trends, buyer preference to the construction road ahead. January’s issue also brings our readers a special focus on education with profile features with MacKillop Catholic College, Hunter Valley Grammar School, Northholm Grammar School and Coomera Anglican College. With career tech and academic excellence in focus, these four schools remain top of the class and are geared for student success while serving the community. As always, our editorial team looks forward to bringing you exciting developments across all business sectors in the region, and we enjoy producing leading sector-focused features that engage and inform our valued business readership. We hope that our valued business leaders learn a little something new about their relevant business sector, as well as key developments in other industry sectors that may help drive their business model forward. Happy New Year from everyone at Business View Publishing! Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
13 ENDURO BUILDERS Building High-Performance Homes, Constructed With Integrity 23 G-FORCE BUILDING AND CONSULTING Building Relationships, Restoring Heritage, Delivering with Confidence 33 TEMPLETON GROUP Designing With Context, Building With Purpose VOLUME 08, ISSUE 01 COVER G-FORCE BUILDING AND CONSULTING 2 EDITOR’S NOTES 5 OPENING LINES CONSTRUCTION G-FORCE BUILDING AND CONSULTING 23 3 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
55 EDUCATION The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. HUNTER VALLEY GRAMMAR SCHOOL 45 COOMERA ANGLICAN COLLEGE Thirty Years of Building Excellence, Community, and Future-Focused Learning 55 HUNTER VALLEY GRAMMAR SCHOOL Global Thinking, Local Purpose 65 MACKILLOP COLLEGE Building a Village of Learning From Baptism to Beyond 75 NORTHHOLM GRAMMAR SCHOOL Traditional Foundations, Future-Fit Learning 4 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
A BETTER LIFESTYLE THROUGH A STRONGER ECONOMY – CRISAFULLI GOVERNMENT DELIVERS AVIATION ACADEMY FOR NORTH QUEENSLAND’S DEFENCE WORKFORCE: BATES Source: www.arr.news, Contributor ARR News, First Published January 22, 2026 The Crisafulli Government is delivering skilled jobs and long-term training pathways for Queenslanders, with the Townsville Aviation Training Academy opening its doors and welcoming its first group of defence aviation apprentices this week. Delivered through Aviation Australia the academy will provide specialist training to support Boeing Defence Australia’s new maintenance workforce for the Australian Army’s AH-64E Apache helicopters, alongside the expanding CH-47F Chinook program. The academy responds directly to a growing shortage of skilled aviation maintenance workers across Queensland, where workforce gaps hold back industry growth and local job creation. The first intake of 35 apprentices started their training on Monday, marking a practical step toward building a long-term aviation maintenance workforce based in North Queensland. The new Townsville campus features more than 750 square metres of dedicated classroom hangars, housing full-scale rotary and fixed-wing training aids to give students hands-on experience in a real-world environment. By putting training where the jobs are, the Crisafulli Opening Lines 5 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
industries will rely on for decades.” Assistant Minister for Community Safety, Defence Industry, Veterans and North Queensland, Janelle Poole, said the academy strengthened independent defence capability and operational readiness in regional Queensland. “This facility builds the highly specialised maintenance workforce our Defence Force needs to sustain critical aviation capability in North Queensland,” Assistant Minister Poole said. “It strengthens readiness, supports independent defence industry capability and ensures Australia can maintain essential aircraft locally when it matters most.” Member for Townsville Adam Baillie said the academy delivered long-term economic opportunity and career security for the Townsville community. “This academy gives young people in Townsville a clear, high-skill career pathway into defence aviation without having to leave home,” Mr Baillie said. “It anchors specialised jobs in the local economy and locks in Townsville’s role as a major defence and aviation training centre for the future.” Aviation Australia CEO, Glenn Ryan AM, said the new academy will play a critical role in building a skilled local workforce, not only for defence but also for commercial and general aviation businesses across North Queensland. “The launch of our new campus in Townsville is another important step towards growing Aviation Australia’s national training footprint to support our ever-changing aviation and aerospace industry,” Mr Ryan said. “By working closely with Defence, Boeing Defence Australia and the Australian and Queensland Governments, we’re growing our defence training programs. We’re also providing exciting opportunities for young people, especially those in North Queensland, wanting to pursue a rewarding career in our growing aviation industry without having to leave the region,” Government is tackling Labor’s skills shortages at the source and building a workforce that supports a better lifestyle through a stronger economy. Minister for Finance,Trade, Employment and Training, Ros Bates, said the academy showed how the Government was aligning training investment with real workforce demand. “This academy is exactly how we build a skills system that is driven by real jobs, not by theoretical training outcomes,” Minister Bates said. “It delivers a direct pathway from apprenticeship into skilled employment and forms part of our plan to grow a workforce Queensland’s economy and critical 6 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
OPENING LINES VALUE OF MURRAY-DARLING CONFERENCE LAUDED BY COUNCILLOR Source: www.arr.news, Contributor ARR News, First Published January 22, 2026 The Murray-Darling Association 2025 National Conference saw its new Strategic Plan unveiled, building on the direction of Vision 2025. Narrandera Shire Council was represented by Cr Jenny Clarke, who presented a report to the Council recently. Targeted and direct, strategic objectives are to: • Advocate for Sustainable Water Management • Strengthen Community and Stakeholder Engagement • Promote Indigenous Water Rights and Participation • Enhance Policy and Research Capacity • Advocate for Climate-Resilient Water Infrastructure. Cr Clarke said by focusing on these strategic objectives, the MDA felt it could play a pivotal role in shaping water policy and advocacy in the Murray-Darling Basin. “This plan aligns with the MDA’s Vision and provides a roadmap for achieving sustainable and equitable water management across the region,” she said. The Murray Darling Association (MDA) is the peak body representing Local Government across the Murray Darling Basin, with its membership base divided into 12 separate regions in which councils have common interests. Its purpose it to provide effective representation of local government and communities at state and federal level in the management of Basin resources by providing Information, facilitating debate and seeking to influence government policy. Members discussed and reviewed 14 motions ranging from water storage and weir management, meaningful Federal engagement with Basin communities, the longterm impacts of growth on river resources, sustainable water resource planning, as well as broader Basin representation. The MDA has already begun engaging with state and federal governments and entities and are exploring further engagement opportunities for the year ahead. Delegates enjoyed a study tour of the Riverina, focussing on the local industries, innovative farming, irrigation, as well as the value of water to the Riverina region. Attendees also met with staff at the Murrumbidgee Irrigation (MI) Griffith headquarters, where staff presented on, and showcased their irrigation infrastructure in the region, as well as the technology and surge reservoirs used to manage water during high flow periods. Future planning for the irrigation entity includes the exploration of technology to make their processes more autonomous and to better integrate on-farm, and offfarm. Following the meeting with MI, attendees met with researchers from the One Basin CRC Griffith Hub, who provided a brief overview of the Griffith Hub’s goals, research and benefit to the Riverina region. The study tour’s next port of call was the expansive Kooba Station, where station representatives joined the study tour as attendees drove through Kooba Station’s vast fields of syphon irrigated plantations. Attendees were welcomed by the Whitton Malt House 7 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
general manager, Kaitlin Leonard, at a lunch that showcased local produce, and delved into the history of the Malt House, its location, development, use of local produce and promotion of local industry and community. Continuing the focus on sustainably sourced local produce, the study tour took attendees to one of the region’s Aquina Sustainable Murray Cod fish farms, where Aquina’s immense fish farm infrastructure was showcased. Representatives from Aquina outlined their efforts to ensure minimum water loss, consistent water quality, fish breeding, as well as how (with using a land-based aquaculture model) Aquina’s approach provided one of the lowest environmental footprints in the industry. Study tour attendees toured the Leeton Rice Mill and explored the efforts of Rice Breeding Australia to futureproof the rice industry in Australia. Rice Breeding Australia indicated to attendees that they were currently breeding a variety of rice that would be less susceptible to cold weather elements, a potential game changer in water usage in the industry. Rice Breeding Australia estimated that they could take six to 10 years to breed a variety of rice for commercial sale. Fourteen motions were raised at the MDA’s AGM ranging from water storage and weir management, meaningful federal engagement with Basin communities, the longterm impacts of growth on river resources, sustainable water resource planning, as well as broader Basin representation. At the gala dinner sponsor Murray-Darling Basin Authority’s A/g CEO Ms Jacqui Hickey, outlined a collaborative, inclusive, and combined approach to the future of the Basin, drawing focus on the importance of the MDBA and the MDA’s partnership and the benefits that have come from, and would come in future, of the collaboration of the Authority and Association on Basin matters, and the representation of Local Government, communities and industries across the Basin. Dr Bertie Hennecke, Australia’s Chief Biosecurity Officer, presented on Biocontrol in the Basin. He drew on the MDA’s recent advocacy regarding the management of the European Carp in the Basin’s waterways, focussing their presentation on the Carp Biological Control Program and Biosecurity in Australia’s Waterways. Presentations and a combined panel session of Shadow Ministers Ms Steph Cooke MP and Hon Nicola Centofanti MLC, as well as Member for Murray Mrs Helen Dalton MP brought focus on the opportunities and challenges faced in the Basin states and regions in future-proofing communities and the environment. Prof Mike Stewardson raised the Basin’s water challenges, water sharing, the declining trust in institutions across Australia, the outline of the One Basin CRC’s partnership and project management as a broader network, sidelining the traditional silo approach, as well as an outline of the CRC’s current projects and demonstration sites. The conference’s final Panel Session addressed Food and Fibre in the Basin. Engaging with Elizabeth Stott, Cotton Australia Chair, CEO Jeremy Cass, Riverina Winegrape Growers, and Nathan Crowley, Rice Growers Association, attendees and presenters discussed the challenges in their respective industries, including market demand, water availability, erratic climate, as well as success stories and opportunities such as technological advancements, practice and policy improvements, resilience through breeding lessons and practices learnt that could be taught and exported to the world. 8 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
OPENING LINES FIRE FUEL LOAD REACHING CRITICAL LEVELS: TASFARMERS Source: www.arr.news, Contributor ARR News, First Published January 22, 2026 Farmers across the north of the state are increasingly worried by the huge fuel load on the roadside, especially in the Meander Valley, Northern Midlands and Latrobe Municipalities and on roads controlled by the state government. “The risk of a catastrophic fire caused by too much long grass and weeds on the edges of the roads is increasing by the day,” said TasFarmers CEO Nathan Calman. “In the past 24 hours we have seen a fire start between Exton and Westbury on the Bass Highway in this excessive growth. “The impact of out of control fires on Victorian farmers is becoming more serious by the day, and we will be facing the same situation here if nothing is done very soon. “TasFarmers is having a constant stream of calls into the office from a wide area expressing concerns that if this isn’t addressed immediately, then we are only a hot windy day away from a widespread catastrophic fire. 9 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
“This needs action and it needs it now – surely we should be better than this. Every year landholders are urged to manage their fire risk, but we constantly see this double standard from the state and some local governments. “Landholders can manage their own risk of ignition through good practice, but that isn’t the case on public roads. All it will take is a stray cigarette butt or someone up to no good and we will be fighting fires instead of farming,” said Mr Calman. TasFarmers are seeking responses from each of these councils and State Growth as to their immediate plan of action to reduce fuel loads and help protect private property from the effects of uncontrolled fires. 10 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
ENDURO BUILDERS BUILDING HIGH-PERFORMANCE HOMES, CONSTRUCTED WITH INTEGRITY construction G-FORCE BUILDING AND CONSULTING BUILDING RELATIONSHIPS, RESTORING HERITAGE, DELIVERING WITH CONFIDENCE 11 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
TEMPLETON GROUP DESIGNING WITH CONTEXT, BUILDING WITH PURPOSE 12 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
BUILDING HIGH-PER CONSTRUCTED WITH ENDURO BUILDERS AT A GLANCE ENDURO BUILDERS WHAT: A successful builder that is grounded in integrity and sustainability WHERE: A delaide, South Australia WEBSITE: www.endurobuilders.com.au 13 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
RFORMANCE HOMES, H INTEGRITY Turning ten this year, Enduro Builders was founded on a simple frustration—and an ambitious belief: residential construction doesn’t have to be disorganized,inconsistent, or resigned to “that’s just how it is.” For Director Jackson Digney, the company began after leaving another builder and deciding he could deliver a better experience for clients and a better standard for the industry. What followed, he admits, was harder than A BUILDER THAT INCORPORATES INNOVATION WITH A CUSTOMER FIRST APPROACH 14 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
expected—not because the vision was unclear, but because maintaining a high bar requires something most builders never fully commit to: systems, training, accountability, and follow-through at every level. From the beginning, Enduro’s identity has been shaped by two pillars. The first is operational integrity—being organized, prepared, and reliable in a sector where delays, miscommunication, and quality drift can become normalized. The second is a deep commitment to sustainability and energy efficiency, with an emphasis on building homes that are healthy, comfortable, durable, and easy to live in over the long haul. A PRACTICAL APPROACH TO SUSTAINABILITY AND PASSIVE HOUSE PERFORMANCE Enduro Builders primarily constructs certified Passive Houses, a globally recognized standard for high performance and ultra-low energy consumption. But Jackson is careful to emphasize that certification isn’t always the right fit for every client, particularly when budgets are constrained. Rather than taking a rigid “only Passive House” stance, Enduro offers what it calls a high-efficiency house specification—designed to deliver many of the core performance benefits of Passive House principles, without requiring the full certification pathway. This approach has proven popular with homeowners who want meaningful gains in comfort and energy use, but still need financial flexibility. It also reflects Enduro’s broader philosophy: building better should be accessible, not elitist—and high performance should be measured in real outcomes, not just labels. Sustainability, in Enduro’s view, is bigger than energy bills. It’s also about how long a house should last, and whether the construction industry is building responsibly for the future. Jackson points to a growing issue he finds deeply troubling: homes being demolished at surprisingly young ages because they’ve simply reached the end of their service life. While he acknowledges much of this evidence is anecdotal, the trend is clear enough to raise alarm. When it becomes cheaper to demolish and rebuild than to renovate—particularly with cheaply built 15 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01 ENDURO BUILDERS
housing stock—the industry fuels an ongoing cycle of material waste and short-lived construction. Enduro aims to disrupt that cycle by designing and building homes intended to last 100 years or more, which Jackson says is neither difficult nor dramatically more expensive than building a conventional home.That long-life mindset is paired with sustainable construction practices on the front end, including material selection that minimizes embodied energy, reduces resource intensity, and cuts waste. It’s a full lifecycle view—build in a way that uses fewer resources up front, then ensure the result lasts long enough to justify the investment. BUILDING BETTER IS BECOMING MORE VALUABLE Another reality shaping Enduro’s market is the rising cost of construction over the past few years. Jackson notes that buyers are increasingly placing greater value on the quality of the improvement— not just the land—particularly when the home is clearly better built and more thoughtfully designed. In his experience, high performance, architectural detail, and durability are becoming more measurable differentiators at resale, especially when compared to minimum-code homes produced by volume builders. It’s a shift that challenges an old adage in real estate—“you make your money on the land.” Enduro’s position is that build quality is no longer inconsequential; when building costs climb and homeowners become more educated, the market begins to reward construction that solves comfort and health issues instead of repeating them. CULTURE BY DESIGN: ACCOUNTABILITY WITH NOWHERE TO HIDE Enduro currently employs 16 people, structured across a range of roles with intentional duplication to build resilience.That role overlap protects projects when staff take leave or fall ill, supports growth, and ensures continuity without bottlenecks. But the most defining element of Enduro’s internal model is culture—and specifically, a culture of accountability that runs in every direction. Jackson describes Enduro as an employer-of-choice 16 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
operation built around clarity, preparation, and follow-through. Meetings are prepared for. Schedules are set before work begins. Commitments are treated as commitments. And importantly, accountability isn’t top-down—it’s shared. Team members are expected to hold each other accountable, and Jackson expects to be held accountable as well. He points to a telling example: a new employee who lasted only a week. The individual, Jackson says, struggled with the reality that Enduro actually operates the way it says it does. For someone accustomed to ambiguity, shortcuts, and places to hide, a high-clarity environment can feel uncomfortable. For the right people, however, it becomes energizing—because standards are clear, the work is purposeful, and the team shares a collective pride in delivering what was promised. This cultural structure has also enabled a key turning point: Jackson is increasingly able to step out of day-to-day execution and focus on growth, confident that systems and team accountability will maintain performance without constant oversight. In a construction environment where many businesses depend heavily on the owner’s daily intervention, Enduro’s aim is to build an organization that runs to standard—because the standard is embedded in how the team operates. PROJECT MOMENTUM AS A FINANCIAL STRATEGY Enduro’s operational discipline isn’t just about professionalism—it’s about survival in an industry where many builders fail while still “busy.” Jackson describes a common pattern: projects start fast, hit obstacles, then slow to a crawl. Problems get parked. Responsibility gets passed. Work spreads across too many sites, none of which are progressing enough to generate revenue—while overheads remain constant. Enduro combats that by treating project momentum as non-negotiable.When roadblocks arise—especially with approvals and council processes—the team becomes the “squeaky wheel,” pushing relentlessly to resolve issues rather than letting them linger. 17 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01 ENDURO BUILDERS
Since 2009, Australian Window Solutions have become the go to company for double and triple glazing with consistent and reliable supply for German engineered ultra energy efficient uPVC windows and doors. We use the world’s leading brands tested and certified in Australia for Australian conditions, including BAL40 (Bush Fire Attack Level). Our products are also suitable for Passivhaus construction principles. Our environment friendly products are manufactured right here in Adelaide, South Australia; we fabricate the widest range of products and colours, all tailor made through our CNC driven automated production line giving fast turnaround with the most consistent quality and highly competitive pricing. Our products are shipped all over Australia. The raw materials used for our window profiles are based on a calcium-zinc chemical stabiliser that is strictly lead-free. With this eco-friendly stabiliser we offer window systems that can be fabricated and recycled in an ecologically sound way. We are also the only manufacturer in South Australia to recycle our uPVC waste and not send to landfill; the uPVC waste is shredded on site into small particles and then sent to a specialist company that turns our waste into composite products such as decking and fencing. Double Glazed Windows and Doors ENERGY EFFICIENT AND NOISE REDUCING 24 Farrow Circuit, Seaford, SA 5169 08 8386 1006 sales@australianwindowsolutions.com.au www.australianwindowsolutions.com.au GET IN TOUCH
They propose solutions, follow up consistently, and ensure projects never sit idle. The logic is straightforward: progress drives billing, billing drives cashflow, and cashflow sustains the business. The client benefits through clearer timelines and fewer stalls, while the company benefits through stability and profitability. It’s “the basics,” as Jackson puts it—but in construction, basics done consistently is what separates reliable builders from chaotic ones. PARTNERS AND TRADES: SELECTION, VETTING, AND STANDARDS ENFORCEMENT Managing external partners is one of the greatest challenges in scaling a quality-driven building business, and Enduro’s model is deliberately structured to prevent misalignment before it reaches the site. With roughly 25 projects per year and a goal of reaching 100 projects annually within eight years, Enduro has developed an internal vetting process for new trades and suppliers. It begins with structured conversations—effectively a questionnaire delivered live—designed to reveal whether a partner truly 19 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01 ENDURO BUILDERS
aligns with Enduro’s standards or is simply saying what they think will win the work. Once partners are engaged, Enduro monitors quality closely. If a trade delivers below the expected standard, they return until the work meets the mark. Jackson is candid that a common industry habit is to “sell at a ten and deliver at a seven,” expecting the builder to accept the gap. Enduro’s approach is the opposite: the standard is declared upfront, and the project does not move forward until it is achieved. When Enduro finds strong partners, it prioritizes long-term relationships and encourages those businesses to grow alongside Enduro. If a partner does not want to scale, Enduro still maintains them as a primary supplier within their capacity, supplementing overflow with secondary partners. It’s a practical strategy that protects both quality and continuity. MARKETING FOR THE LONG GAME Alongside operational refinement, Enduro has made major moves in marketing. Jackson describes the 20 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
past year as a period of simplification—tightening internal processes, trimming overly complex documentation, and refining onboarding so new hires can get up to speed faster without losing the standards the company is built on. In parallel, Enduro has increased its investment in content production and digital marketing. The company runs paid campaigns through Google Ads and Meta, supported by organic presence across Google Business Profile, Instagram/Facebook, LinkedIn, and YouTube. Interestingly, Jackson admits he was skeptical about Google Business posts at first, but has been surprised by the lead flow they generate. YouTube is seen as more top-of-funnel— less immediate conversion, but valuable for staying visible to future clients who are still early in their building journey. Enduro is also refining its email marketing, reviewing a large legacy library and removing content that now reads as overly “salesy” or spam-like. The goal is to ensure the messaging reflects the same integrity the company insists on operationally—educational, clear, and aligned with the kind of client Enduro wants to attract. THE NEXT CHAPTER: PREFABRICATION AND VERTICAL INTEGRATION Looking forward, Jackson identified two strategic initiatives that could reshape Enduro’s model and broaden access to high-performance housing. The 21 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01 ENDURO BUILDERS
by building out Enduro’s own carpentry teams and eventually expanding into other trades as project volume supports full-time workloads. The strategic aim is clear: reduce reliance on fragmented subcontracting, improve quality consistency, and ultimately reduce the cost of delivering highperformance homes. In Jackson’s view, most homes— custom or volume—are still being built to minimum code, and the comfort and health problems remain largely the same across price points. Prefab and vertical integration are not side projects for novelty; they are designed to make “building better” more competitive and more attainable. A BUILDER FOCUSED ON THE BASICS—AND THE FUTURE Enduro Builders’ story is, in many ways, a story about raising the bar by returning to fundamentals. Agree what will be done. Build the plan. Prepare properly. Follow through. Push through obstacles. Deliver the standard that was promised. For Jackson and his team, those basics become the foundation for everything else—client satisfaction, staff accountability, sustainable growth, and homes that will perform and endure long after trends fade. In a world where building costs are rising and expectations are changing, Enduro is betting that quality, durability, and energy efficiency won’t remain niche—they’ll become the new baseline for homeowners who think beyond today and build for the next century. PREFERRED VENDOR/PARTNER n Australian Window Solutions www.australianwindowsolutions.com.au Since 2009, Australian Window Solutions has been the go-to provider of German-engineered double and triple glazing. Adelaide-made, ultra energy-efficient uPVC windows and doors are BAL40 and Passivhaus ready, lead-free, recyclable, and precision-crafted via automated CNC production, delivering fast turnaround, consistent quality, competitive pricing, and nationwide supply across Australia wide markets. first is prefabrication. He is a strong believer in off-site construction as a pathway to better quality control, reduced waste, and improved efficiency. The challenge is finding the right method for Enduro’s niche—high-end, bespoke homes—without oversimplifying what makes them unique. Jackson notes that this model already works successfully overseas, especially in Europe; the primary barrier is investment timing and the willingness to allocate capital now for returns that may take time to mature. The second initiative is vertical integration, which may arrive sooner. Jackson wants to lean further into internal capacity 22 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
BUILDING RELATIONS HERITAGE, DELIVERIN G-FORCE BUILDING AND CONSULTING AT A GLANCE G-FORCE BUILDING AND CONSULTING WHAT: A leading builder that looks to further innovation WHERE: Richmond, Australia WEBSITE: www.gforcebc.com.au 23 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
SHIPS, RESTORING NG WITH CONFIDENCE When Paul Glassenbury founded G-Force Building and Consulting in August 2009, it began as a home-based operation—just Paul, backed by a professional background in building design and project management, and a clear idea of what the construction experience should feel like for clients. Sixteen years later, that philosophy has carried the business from a solo start-up to a multi-disciplinary builder of roughly 24 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
46 staff, operating from a purpose-built office the company designed and constructed in 2018—an office the team is already beginning to outgrow. From the beginning, G-Force has been guided by a straightforward but powerful premise: do the right thing by people, deliver great service, and build quality projects while being genuinely enjoyable to deal with. Paul credits that consistency—more than any single market segment or project type—as the reason the company has evolved steadily year after year. It’s also why G-Force has developed a reputation not only as a capable builder, but as a relationship-led partner that clients, consultants, and subcontractors want on their projects. Unlike many builders that specialise strictly in either residential or commercial work, G-Force has built its capability across both—and then added a third dimension that has become a signature strength: heritage conservation. Early on, the company focused heavily on government and institutional work, including schools, council buildings, and other local government projects. At the same time, heritage work remained a strong personal passion for Paul, and one that aligned naturally with the skills and standards the company wanted to be known for. Over time, G-Force has become a significant player in Adelaide’s heritage sector, working on some of the city’s most recognised historic assets, including the South Australian Museum, Art Gallery, Government House, and Parliament House. That heritage capability also became a springboard into residential work.As Paul put it,“If we can work at Government House, we can probably work anywhere.” From there, the company expanded into residential projects—particularly mid-to-high-end renovations and extensions—often delivered in partnership with designers and architects who already hold the primary client relationship and bring G-Force in once plans are ready. While G-Force does the occasional new build, these are typically one-off, custom designs. Two of the three new homes the company has built were for wheelchair-bound clients requiring highly 25 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01 G-FORCE BUILDING AND CONSULTING
specialised, accessibility-driven solutions—work that reflects both technical sensitivity and a values-first approach to building. Across every project type, Paul’s emphasis returns to the same core idea: construction is ultimately about people. G-Force doesn’t position itself as a builder that simply competes on price or promises— it aims to be the builder that clients actively want involved. The team encourages a mindset where clients approach G-Force early and say, “We really want you on this project,” because they know the experience will be easier, clearer, and better managed. And while G-Force can’t win every job, Paul noted that a meaningful signal of success is hearing from clients who didn’t choose them the first time—only to later say they wish they had, after living through frustrations elsewhere. One heritage project in particular captures both the complexity of G-Force’s work and the trust placed in the company by major stakeholders. Completed roughly a year ago, the Urrbrae Gatehouse project became a highly visible story in Adelaide. The state government planned to widen a major intersection, and a heritage building on the corner was set to be demolished. Community outrage followed, with protests calling for preservation. The eventual compromise solution was bold: move the building. G-Force dismantled the 140-year-old bluestone structure stone-by-stone and brick-by-brick, then rebuilt it approximately 500 meters away, placing every component back in its original position. It was widely covered in the media and described as Adelaide’s biggest jigsaw puzzle—a collaboration involving state government and a local university, and a clear example of the precision and stewardship that heritage work demands. Internally, Paul describes culture as the engine of the business. G-Force has retained a high number of long-term employees—something Paul says is unusual in construction—adding that they “don’t lose a lot of staff that we don’t want to lose.” With the managing director no longer deeply embedded in day-to-day project delivery, the company depends on a team that is engaged, motivated, and aligned with G-Force’s values. 26 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
The belief is simple: when people enjoy their work, feel respected, and buy into the company’s standards, they deliver better outcomes for clients. Those outcomes then lead to repeat work, referrals, and the steady, sustainable growth G-Force has experienced. Values are not treated as wall art at G-Force—they are operational.The company places strong emphasis on safety, quality, and environmental management and has recently secured ISO accreditation in those areas. Paul noted how much the industry has shifted over the past few decades, moving from informal “personal responsibility” approaches to structured safety systems, risk assessments, and documented control measures. For younger workers entering the industry, that shift is largely welcomed as a sign that employers are actively protecting their wellbeing. At the same time, G-Force is also paying increasing attention to psychosocial safety—mental health, wellbeing, and the human pressures that exist within a historically male-dominated sector. The company partners with Mates in Construction, an organisation focused on supporting mental health across the industry, reflecting a broader view of safety that extends beyond physical hazards. G-Force’s operating model also reflects an intentional balance between subcontractor partnerships and in-house control. While many builders rely almost entirely on subcontractors, G-Force employs a significant portion of its own trade workforce— particularly carpentry and joinery—because that provides tighter quality control and improved scheduling certainty. In the heritage space, the company employs two full-time stonemasons, a practical decision given how consistently those skills are required across conservation projects. The team also includes in-house design capability to support delivery outcomes and streamline collaboration. Supplier and subcontractor relationships are managed with the same relationship-first philosophy used with clients. Adelaide, Paul noted, is a small market—treat people poorly, and your reputation won’t survive. G-Force places significant value on treating subcontractors well and building long27 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01 G-FORCE BUILDING AND CONSULTING
28 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
term partnerships where trades feel like part of the broader team. At the same time, the company maintains a structured performance review process. Every fortnight, project leadership meets to assess supplier and subcontractor performance—tracking reliability, communication, attendance, quality, and alignment with G-Force’s values. If issues arise, the response may range from a direct conversation and support to improve, through to phased removal from future work. For G-Force, performance is both a commercial and cultural consideration—partners must deliver the standard, but they must also fit the way G-Force chooses to work. Beyond its project portfolio, G-Force stays connected to its local community through sponsorship and charitable support. Paul personally sponsors Table Tennis South Australia and a local club tied to his own competitive involvement, while the 29 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01 G-FORCE BUILDING AND CONSULTING
company also supports causes such as the Little Heroes Foundation, helping children facing serious illness. Industry engagement is another avenue for community connection, with G-Force supporting the Master Builders Association through media participation, interviews, and public initiatives— particularly following high-profile work like the Gatehouse project. When asked about innovation, Paul emphasised that much of the technical “new” in construction flows through architects and designers, with builders executing what is specified. However, he noted that the practical evolution of construction management tools has significantly improved the day-to-day reality of safety and quality compliance. Where safe work method statements and risk documentation once meant paper-heavy processes, mobile-based software platforms now 30 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
allow teams to complete requirements quickly, share safety issues instantly through photo-based reporting, and maintain live visibility across sites. He also acknowledged that AI is beginning to influence documentation and specification workflows, though he framed this as an emerging area rather than a current core capability. Strategically, G-Force is not chasing growth for growth’s sake. The company has grown consistently over its 16-year journey and expects that continuing to do the right things will keep that trajectory moving. Instead, the focus is on taking the right projects with the right clients—only when the business can also bring in the right people to maintain culture and standards. That restraint is deliberate. Paul believes growth should be a byproduct of strong delivery and strong relationships, not an end goal that compromises what the business is built on. At the same time, he recognises that some growth is necessary to create career pathways for emerging 31 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01 G-FORCE BUILDING AND CONSULTING
talent within the team. Without it, ambitious younger staff may need to leave to find their next opportunity—something G-Force hopes to avoid by evolving at a pace that supports both business health and staff development. If there is a single idea that underpins the entire G-Force story, it is this: successful construction is not only about the structure being built—it is about the experience of building it. Paul’s closing reflection returned to a value that sits alongside safety and quality on G-Force’s list: enjoyment. The company believes people spend too much of their lives at work to dread it. When people enjoy what they do, respect their teammates, and take pride in shared standards, better work follows—and clients feel it. In that sense, G-Force’s legacy is not only measured in completed projects or restored heritage assets. It’s measured in relationships built and maintained over time—within the team, across the subcontractor network, through the community, and most importantly, with clients who want the G-Force name attached to the work because they know it will be delivered with care, competence, and integrity. 32 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
TEMPLETON GROUP AT A GLANCE TEMPLETON GROUP WHAT: A leading New Zealand based property developer bringing a revamped design approach to leading projects WHERE: Auckland, New Zealand WEBSITE: www.templetongroup.co.nz DESIGNING WIT BUILDING WITH 33 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
Founded in the aftermath of the Global Financial Crisis, Templeton Group emerged from a moment of economic reset with a clear conviction: property development could—and should—be approached differently. Established in 2014 and celebrating its tenth anniversary last year, this design builder’s foundation rests on the belief that thoughtful master planning, strong design leadership and long-term land stewardship could create developments that endure well beyond market cycles. A NEW APPROACH TO DESIGNING THE VERY BEST OPTIONS TH CONTEXT, PURPOSE 34 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
Led by Founder and Chairman Nigel McKenna, Templeton Group draws on decades of experience across residential, tourism, and mixed-use development, particularly in New Zealand. With a background that includes the development of eight hotels and extensive involvement in large-scale urban projects, McKenna has shaped Templeton into a diversified developer with a clear identity and a tightly held philosophy. As he puts it, “With the exception of prisons, we’ll do anything with a bed in it.” That breadth has seen Templeton deliver projects across aged care, student accommodation, social and affordable housing, multigenerational living, standalone homes, townhouses, high-density residential, hotels, and tourism assets—always with an emphasis on quality, context, and design integrity. CONTEXT AS A FIRST PRINCIPLE What most clearly sets Templeton Group apart is its uncompromising focus on context. Every project begins not at the site boundary, but well beyond it—often literally from the air. McKenna describes getting into a helicopter to understand where a site sits within its wider landscape, its relationship to surrounding communities, and its long-term potential. This approach is informed by a philosophy drawn from New Zealand’s Māori worldview, where land ownership is better understood as guardianship. Developers, in this view, are temporary custodians of land, responsible for leaving it better than they found it. “That mindset changes everything,” McKenna explains.“You’re not just delivering a project. You’re shaping a place that will outlive you.” This commitment to stewardship manifests in master planning that prioritizes integration, walkability, public realm activation, and long-term adaptability— whether in greenfield developments or complex brownfield urban sites. DESIGN AS BOTH DISCIPLINE AND PASSION The second defining pillar of Templeton Group is design. Architecture, interior design, landscape, and urban form are not outsourced considerations—they sit at the core of the company’s identity. Design, McKenna says, is not only his profession but his passion. Internally, the philosophy is simple and non-negotiable: Templeton does not do ugly. This ethos has driven Templeton’s involvement in some of New Zealand’s most influential urban developments.Among the most personally significant for McKenna is Beaumont Quarter, a high-density residential project completed more than 25 years 35 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01 TEMPLETON GROUP
SHAPING AUCKLAND’S WATERFRONT LEGACY Perhaps the most visible expression of Templeton’s philosophy is McKenna’s extensive involvement in the master planning and residential development of Viaduct Harbour, Auckland’s iconic waterfront precinct. Beyond delivering high-quality residential buildings, Templeton made a deliberate decision to activate the ground plane—opening buildings to the public realm rather than closing them off. Ground floors were ago. Built on just 2.4 hectares and delivering 256 homes without resorting to high-rise construction, the project achieved densities exceeding 100 units per hectare while maintaining a human-scale built form of three to four storeys. At the time, Beaumont Quarter was groundbreaking in its emphasis on master planning, context, and integrated design. It went on to become a widely referenced case study and contributed to the formation of New Zealand’s urban design protocols— remaining highly regarded decades later. 36 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
given over to restaurants, bars, and retail, anchored by a raised public plaza and a vibrant food-andbeverage precinct that remains one of Auckland’s most visited destinations. “That decision changed everything,” McKenna reflects.“People come to the Viaduct not just to live, but to experience it.” Unlike some neighbouring developments that turned inward,Templeton’s approach created a lasting urban legacy—one measured not just in property value, but in public life, memory, and experience. A DISCIPLINED APPROACH TO SITE SELECTION Templeton’s development pipeline is shaped as much by what it rejects as what it accepts. McKenna estimates that three to four sites cross his desk every day—yet more than 99 percent are immediately dismissed. 37 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01 TEMPLETON GROUP
“There are plenty of ordinary sites,” he says.“But truly great sites are rare.” Location, he stresses, is the one variable that can never be changed. Economic cycles fluctuate. Regulatory frameworks evolve. But geography is permanent. That discipline recently led Templeton to acquire a highly unusual one-hectare waterfront site in Auckland, located just ten minutes from the CBD and five minutes from the beach. Zoned for a true mixed-use outcome—including an 18-storey tower, hotel, residential, and retail—the site is poised to become a landmark project. Surrounded by water and offering uninterrupted views back toward the city skyline, the development embodies everything Templeton looks for: rarity, context, and long-term placemaking potential. NAVIGATING REGULATION AND ECONOMIC CYCLES Operating in New Zealand brings its own complexities. While Templeton is accustomed to economic cycles—McKenna likens events such as the GFC to a “tsunami” that can be prepared for but never avoided—regulatory complexity has been a more persistent challenge. New Zealand’s planning framework is highly prescriptive, with more than 1,000 zoning classifications compared to Japan’s 12. Layered regulations around soil protection, freshwater Creating Spaces for People www.templetongroup.co.nz 38 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
management, slope limits, and seismic requirements significantly constrain development options. Templeton’s response has been to assemble what McKenna describes as an orchestra—a multidisciplinary team of specialists, each with deep expertise in navigating a particular aspect of planning, engineering, design, construction, or compliance. The head office is deliberately kept lean, at around 30 people, inspired by the Berkshire Hathaway philosophy of minimal bureaucracy. Across Templeton’s wider operations, however, hundreds of people are employed in hotels, vineyards, construction sites, restaurants, spas, and tourism assets—each division empowered to operate with autonomy and expertise. INNOVATION, AFFORDABILITY, AND SUSTAINABILITY Globally, Templeton sees two forces shaping the 39 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01 TEMPLETON GROUP
future of property development: housing affordability and environmental responsibility. Affordability remains one of the most difficult challenges, particularly in a high-seismic environment Like New Zealand, where construction standards rival those of Japan and California. While modular and prefabricated solutions have transformed housing markets elsewhere, seismic constraints make many of these approaches difficult to implement locally. Instead, Templeton focuses on innovation through design efficiency, smart planning, material choices, and long-term adaptability. Timber construction— abundant and sustainable in New Zealand—plays a significant role, as do green building frameworks such as Homestar ratings, which measure environmental performance. Sustainability, McKenna notes, is no longer optional. Younger generations expect it. While buyers may not yet pay a premium for green features, they 40 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 01
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