Easing Sydney鈥檚 Congestion: Five years on
When I reflect on the five-year journey of the Easing Sydney鈥檚 Congestion program, I see it as more than a major infrastructure initiative that contributed to removing Sydney from the 鈥榳orld鈥檚 top 10 most congested cities鈥� list. I see a story of transformation for Sydney鈥檚 transport network, and for the people who made it happen.
91影视鈥檚 role: Embedded program leadership
As Program Director for the , I managed all targeted congestion-reducing projects across Southern and Eastern Sydney. These ranged from modest signal phasing upgrades to major intersection redesigns. Our goal was simple but ambitious: reduce congestion at critical pinch points (intersections or short parts of a road where bottlenecking exists). The flow-on effects of these high benefit projects delivered through low cost, low impact, smart, customer-focussed solutions were; improved travel reliability and road safety, supporting population growth, improved freight efficiency and improved public and active transport routes.
But our role went far beyond managing project delivery. We didn鈥檛 just work for Transport for NSW, we became part of their team. At peak, our program office housed around 200 people, co-located and fully integrated. Roughly two-thirds were from 91影视 (including our partner HKA), and the rest were from Transport for NSW. We shared email domains, wore the same branded high-vis, and operated as one unified team. That integration was key to our success.
Agile, data-driven decision making
The original business cases envisioned a 10-year delivery timeline. We did it in five.
Acceleration wasn鈥檛 just about working harder; it was about working smarter. We built a prioritisation framework to identify high-impact projects, used real-time traffic data to validate benefits and we weren鈥檛 afraid to pivot. If a project didn鈥檛 demonstrate value, we reallocated funding to where it would.
We implemented a rigorous gate-based review model. Every project passed through multiple stages, from business case to detailed design and procurement, where we reanalysed its cost-benefit ratio. Sometimes we picked up new things at later stages, like a major utility that needed to be diverted or a requirement to acquire land. If the numbers no longer stacked up, we weren鈥檛 afraid to say 鈥渘o鈥� and redirect resources. That discipline ensured we delivered real value for money to the public, not just volume.
Navigating constrained resources
Delivering a program of this scale during one of Sydney鈥檚 busiest infrastructure booms presented unique challenges. At the time, major projects like WestConnex, Sydney Metro and Light Rail were all underway, creating intense competition in the supply chain for materials and contractors.
The market was stretched. The big contractors were fully committed to the mega-projects, and supply chains were under pressure. We needed to move quickly to engage the right partners and secure access to talent. We targeted Tier 2 and 3 contractors who were hungry for opportunity and capable of delivering quality outcomes.
Regarding 91影视 resourcing, we tapped into our global workforce of engineers within our Madrid and Warsaw offices. This allowed us to deliver at a 24-hour design cycle. We鈥檇 send markups to our European colleagues at the end of our day, and receive completed drawings the next morning. What might be expected to be delivered in a week, we could fast track.
Engaging contractors early
Our contractor engagement strategy was proactive and deliberate. Through market engagement sessions, we showcased the pipeline of work, workshopped ideas and invited contractors to be part of the journey. We helped them understand what a great pipeline of work it was for them to be involved with and how we valued their input.
Contractors understood the vision, saw the opportunity, collaborated with us and committed to delivering.
Political influence
One of the most rewarding aspects for me was the shift in stakeholder sentiment due to our strong approach to engagement. Early on, local MPs and councillors felt disconnected. I took that challenge head-on, briefing them monthly, sharing plans and building trust. Over time, those relationships shifted. Politicians who once criticised the program were now lobbying for additional funding to expand it. That shift from scepticism to advocacy was a testament to the power of meaningful stakeholder engagement.
Talent recruitment and development
The mega-projects that were developing at the time also made for competition of attracting and retaining top talent. And we knew that to deliver at scale, we needed them. So, we built a culture people couldn鈥檛 say no to. We didn鈥檛 just talk about our culture, we demonstrated it. From Lego challenges at lunch to social activities, we created an environment that felt energised and united.
We also sold how this program was a way to fast-track careers. Engineers who joined as early-career professionals left as seniors after just four-five years. Principals became associate directors. The program was a launchpad for growth, and that legacy continues in the careers of those who helped deliver it.
Lessons for future city-shaping programs
What we achieved in Sydney is relevant for any city when aiming to accomplish transformational outcomes for communities, whether that be in traffic congestion, housing, water infrastructure intervention and more. The key lessons are:
- Integrate deeply with the client organisation, become one with them, not external deliverers on the side.
- Use data and governance to drive decisions and measure impact. Don鈥檛 be afraid to pivot from plans if they won鈥檛 deliver the best value.
- Engage stakeholders and contractors聽early and often. Show them plans, seek their input and get their buy-in to your vision.
- Adapt to market conditions with flexible, strategic delivery models.
- Foster a culture that attracts and retains top talent.
Ultimately, what excites me most is seeing a city reshape itself against its big challenges 鈥� in this case, turning traffic frustration into flow. That鈥檚 the legacy of Easing Sydney鈥檚 Congestion, and it’s a program model we鈥檙e ready to replicate wherever the next challenge arises.