The High-Rise Project Leader
Construction may not be a childhood career aspiration, but for most in the industry, they all have an innate sense to be a builder. The inspiration can be ignited through hands-on experience or a love of buildings. It is incredible to watch in amazement as you see parts become whole, to watch the transformation materialise from the ground and slowly stack into high rise buildings. The team that drives the building process are led by a leader’s technique in paving the way, guiding the organised chaos and leading the people to exceptional project success as authenticated here in George Gelberidis’ career.
I grew up in middle class McKinnon, Melbourne and had a natural attraction to building things with a hands-on approach. I suspect, a learnt trait I picked up from my grandfather (whom I am named after), father and uncle who I would regularly help in their renovation projects which ranged from fixing small fences to an entire house re-stumping and flooring to pergolas.
My initial plan was to carry out a plumbing and electrical apprenticeship, as I had gained plumbing work experience in Year 10 however, a family friend who is a joint owner of a commercial building firm, suggested I consider going to university to get some exposure to other possibilities. So, I enrolled into RMIT’s Construction Management discipline knowing that I could always return to an apprenticeship.
It was into my second year of my studies, that I signed up to RMIT’s Global Built Environment Study Tour to Dubai, Abu Dhabi and Singapore that lit the fire within. I returned to Australia knowing that I needed to get involved in the industry and get as much exposure wherever possible, so I joined my family friend’s business part time. Initially I was carrying out project administration duties in the office, of which led to the opportunity of supporting the site team on a 25-level project, located in Melbourne CBD (luckily close to RMIT). In my third year of my studies, I decided to go on the same overseas study tour, but this time I visited Dubai, Abu Dhabi and Hong Kong – it was after this trip, that I set my ambition to work in Dubai once I gained my degree. In my fourth year I came to the realisation that although a move to Dubai would be great financially in the short term, the skills may not necessarily be transferrable back in Melbourne. Given that I was just beginning my journey into the construction industry, I redirected my goal and decided to gain experience in Melbourne before I ventured internationally.
I was working full time by the time I had graduated, however, I made sure I kept my options open and this led to encounters with George Argyrou (co-founder of Hickory Group). It sparked conversations that promptly determined my next steps, as Hickory’s company culture was the ‘right fit’ for me.
I joined the Unitised Building team(at the time, part of Hickory Group) working on a range of projects. It was under the stewardship of the Manufacturing Manager that enabled and proactively developed my production skills. I jumped at the chance of getting into the thick of it and this allowed me to show the team that I was happy to mix things up (having been office bound thus far in my experience).Some unique experience were being involved in a number of large projects that were manufactured in Melbourne and shipped interstate to as far as Perth and Port Hedland, Western Australia for installation, and seeing the infancy of our bathroom pod manufacturing business, which has since evolved into Hickory Building Industries and an industry leader that prefabricate bathrooms for both Hickory projects, and a number of other builders throughout Australia and in New Zealand.
Following a lot of hard work, I gained trust to coordinate and project manage two completed and live apartment prototypes constructed offsite and installed into Federation Square’s river terrace as part of a sustainable living initiative ‘The New Joneses’. My dedication to drive the success of these projects caught the attention of the Directors facilitating greater deliveries including the relocation to a larger traditional construction project, Fulton Lane.
Fulton Lane provided the next steppingstone in my career, where I commenced as a relatively green project coordinator and over the life of the project progressed into my ‘Senior Project Coordinator’ role. The project would be Hickory’s first construction project for one of Malaysia’s largest developers, SP Setia where the $225M construction would consist of two multistorey towers (46 and 28 levels). I stepped in as a ‘green’ administrator, however grounded and supported by strong leaders. On reflection, my work ethic and commitment to expand myself paid off. There were many challenges and changes that occurred in the duration of this delivery, however the more I extended myself, the more scope I received, and it stretched my capabilities exposing me to new tasks and ultimately to more opportunities such as:
Tendering - Letting and ultimately supervision of all of levels 1-9 timber facades of both the A’Beckett Street & Franklin Street main façades
Steelwork packages - Learning how to read drawings through to procurement of the materials and later, the onsite installation and;
Green Star certification - Drive compliance and final Green Building Council of Australia (GBCA)4-star certification.
I made sure that for any adhoc requirements the senior project team needed; I was there, ready to engage. This exhibited my willingness and passion to learn and in return empowered trust from them through more complex tasks.
My biggest achievement on the Fulton Lane construction, was project managing the Level-9 common areas with one Site Foreman (and of course some very committed subcontractors). The facilities included a 25 meter indoor pool, 12 seater spa, sauna, steam, full gym, 36 seater commercial style theatre, two communal external terraces equipped with barbeque areas, a featured pergola and its unique landscaping, communal kitchen, dining room, library and common lounge area, along with supporting role for a number of the ground floor areas including lobbies, concourse feature columns, urban art initiative and stand-alone retail façade pods. I bit off more than I could chew towards the end of this project however, I was supported with the necessary help to finish the tasks at hand. Overall, I am proud of the complication and bespoke components of the project, as it only made me more focused and determined.
At the successful delivery of Fulton Lane, I was humbled as our Construction Director (George Abraham – who is now our Managing Director, along with Michael Argyrou – one of our Founding Directors)provided me with three options to choose from to pave the next step in my career: Assistant Project Manager; Design Manager or Project Manager. Given that I had just returned from a much-needed break, I was on fire and somewhat ignorant of the true responsibility involved, I grabbed onto the ‘Project Manager’ role with both hands leading me into my next project.
Lakeside Apartment, my first project as a Project Manager – a $56M construction consisting of 159 apartments with 3.5 level basement and 12 floors located on Queens Road, Melbourne. I learnt on the fly, fortunately, I was fully supported with good mentors internally and externally, for I had to grow very quickly. I will be the first to say, that although I may have had the technical skills and work ethic to piece the project together, by far my biggest learning curve was figuring out how to lead a team (when at times I was not even sure of how to lead myself and was questioning my own abilities) and develop my own personal relation skills and emotional intelligence. I will humbly acknowledge that I was likely too young and green to be given this opportunity, but I persevered, and the seniors continued to encourage me to grow into the role. Ultimately, we successfully delivered the project which I still visit to see the building manager and check on every few months. It was not an easy journey stepping into such a high responsibility role - it was a fast learning curve and I did my best to juggle the technical construction and the necessary refinement and development of my interpersonal skills with the team.
The Galleria Apartments is a $76M project consisting of 266 apartments with 3.5 level basement and 15 floors, located in Glen Waverly, Melbourne. Given my establishing confidence in my technical practicalities required to drive this project and this being my second project as a Project Manager, I was eager to focus on enhancing my leadership skills. We initially worked with a small and focused young diversified team of experiences and capabilities, so I encouraged the freedom to be themselves. As the project progressively came together, I focused more time on relationship development including my own relationships with our Site Manager and lead Project Coordinator and the overall people development of all of the team. We were fortunate to be assigned some incredibly intelligent, driven and enthusiastic cadets and graduates and I started to focus my attention on helping these new team members take ownership of activities to learn and grow for themselves. As my confidence fostered, any earlier micromanagement dissolved and I was progressively more willing to not only allow others to take responsibility of tasks, but support and encourage them when we hit hurdles. This project was a major step in my career progression as I demonstrated to myself that I was not only capable of delivering a project as a Project Manager, but as being recognised as a leader and ‘mentor’ by my team, and the senior leaders of the company.
Aspire Apartments, my third project as Project Manager, a $184M project which commenced in November 2019 and construction officially launched onsite in late May 2020 due to archaeological findings. The 594 apartments with 3 level basement and 64 levels above ground will feature some incredible common areas (inclusive of pool, spa’s, steam & sauna facilities, external terraces, games/ virtual reality rooms, private lounges/ dining rooms, ballroom and the like) and also the high likelihood of some top end penthouse and sub-penthouse conversation, and represents Hickory’s first construction project for one of Australia’s most innovative developers – ICD Group. I walked into this project ready for new beginnings and was not initially aware of the sheer scope of it. I started with a new team where I am focussed on our team’s personal development, growth and culture, along with the eagerness to set the project right with the correct resources for each position. Although it is still early days, and we are currently only approaching the completion of the earthworks phase of the project, I am proud to say that we have developed a good bond as a team thus far and with a crew of eight full time management staff assigned to the project (including the same Site Manager from my previous project). Our team is working proactively to set the project for success for all involved at this stage, inclusive of the wider client team, key stakeholders, consultants, subcontractors and for those who will be joining us moving forward. We are all aware how fortunate we are to be committed to such an iconic and lengthy project, and therefore are working hard for the project success, and to support one another through these unique times.
As a motivated Project Manager, I believe people skills are by far, the most critical skills required to have for success as a leader. Communication determines your interpersonal skills across the diversities that will come with managing a team on larger scale projects. I do believe that this needs to be supported with humility, gratitude, eagerness to see everyone involved, succeed individually and grow, have a good level of self-awareness and remembering to smile, have a laugh for small gestures can break barriers.
Ensuring a team stays motivated in large and longer duration projects requires a positive culture created by establishing a high energy environment, with rest time. Keeping things light, fun and at times truly break and throw a few jokes around. Encouraging people to grow and succeed by giving ownership or provide room to express their ideas. Building the right vibe can be hard, but if the key leadership staff on a project are on the same page, have a strong relationship in and outside of work this creates open communication, and provide transparency with your team - it sets the platform for a successful team to develop organically. Personally, I make my projects my ultimate priority, so to lead by example, I need to lead fairly, reasonably and be humble in admitting when I’ve made a mistake and not be afraid to share my lessons.
If you’re seeking a career in Construction, find what components of the industry you would genuinely enjoy and have passion for, then, start learning and exposing yourself to all facets of that area. I’m a firm believer of the 10,000-hour rule (Outliers – Malcolm Gladwell), in that if you do enough hours of any particular task, you will master it. Be willing to make mistakes. Be willing to work hard (really hard) and push yourself (because it’s tough, but it will help you grow and define your limits).Find the right company or people to work with and be patient. Good things come in time. Find good mentors, both in the business and elsewhere, keep in touch with them and ask questions, send a random text, don’t network just for the sake of it. Find people who you have genuine connections and mutual interests with and keep in touch. You are as successful as your peers – work with others to succeed together. Find genuine enjoyment in seeing your peers succeed. Last but definitely not the least, be humble and grateful. Make sure you find where you feel most comfortable emotionally, for it will define your place in this high pace industry. Know how to re-set yourself to your datum regularly, I am guilty of forgetting to this myself, however meditation and reflection go a long way.
This piece was curated for The Construction Coach blog by Meleane Kaufusi.
George Gelberidis
Project Manager of Hickory
Bachelor of Applied Science, Construction Management
George Gelberidis joined Hickory in 2012 and gained significant project management experience taking a lead role managing the delivery of Hickory Building Systems (HBS) projects. After the successful project coordination of the Fender Katsalidis designed 3:East project, George was appointed Senior Project Coordinator on Fulton Lane, a significant Melbourne project comprising over 800 apartments. From there, his career progressed to Project Manager, delivering the $56million Lakeside Apartments in Albert Park. Most recently, George delivered Galleria, a residential apartment tower in Glen Waverley.
George has a strong commercial and risk management focus. Managing high value contracts on major projects such as Fulton Lane leaves little room for error, and with his exceptional planning and project management experience, he is a key contributor to Hickory’s successful relationship with the clients he delivers projects for.
A progressive thinker, George is constructive and hands on in working with all stakeholders to ensure quality client outcomes. He is a natural and trusted leader and future plans to ensure quality, cost and time are all accounted for, delivering exceptional value to Hickory’s construction projects.