Greg Visscher
Project Director
Project Management

Greg is a motivated leader, focused on construction innovation and cohesive supply chains. He’s inspired to achieve development outcomes centred on long term environmental, social and economic capital.

He believes that maximising project value, requires a focus on outcomes rather than outputs, with appreciation that the success of built assets are intrinsically linked to the broader context of society and the environment.

Greg is driven by innovative and sustainable solutions, but within an absolute focus on design-to-cost and deliver-to-schedule. He thrives on leading diverse teams and integrating stakeholder groups, spanning multiple organisations and interest groups.

What influenced your decision to join K2?
My decision to join K2 was borne from a career in large construction consultancy firms and observing across the industry a commoditisation / ‘vanilla’ service, which was failing to offer high quality solutions or innovation. The K2 belief in supply chain integration, cost led design and exceptional hands-on delivery, provided an energetic response to these issues, which instantly resonated. Of equal importance is the company approach of empowering all employees, through a flat structure and strong transparency, which provides a collective sense of ownership and shared accountability.

What’s your favourite kind of project?
I’ve intentionally sought out and delivered large / complex projects across a broad spectrum of sectors (e.g. residential, office, commercial, life sciences, heritage and healthcare), which has provided a richness of experience and knowledge. I passionately believe that cross sector experience, enables the best of a broad spectrum of approaches to be applied and supports exceptional delivery, problem solving and leadership.

What would you change about the industry?
The construction industry has a pivotal role in providing solutions to the key societal issues e.g.  economic resilience, environmental degradation, levelling up. This ability to influence and drive change is both an exciting opportunity and a daunting prospect. For the industry to effectively respond to these challenges, projects need improved early cohesion and transparency to be built across the whole supply/value chain. Creating a better integrated industry, which allows confidence to be built more readily on new/innovative solutions mitigates commercial barriers presenting the blocker to rapid change.