Strategy and governance advisory, grounded in elected office and international negotiations.
As an elected councillor for Greater Wellington Regional Council from 2019 to 2025, Thomas led the region’s public transport and climate governance — as Climate Chair, then Transport Chair, and as Deputy Chair of the regional holdings company overseeing $1bn in port and rail assets.
Before local government, Thomas spent fifteen years working internationally in the humanitarian sector. He set up and led organisations in London and Wellington, and played a leading role in two global treaty processes — including the campaign that won the 2017 Nobel Peace Prize.
Thomas now advises on strategy, governance, organisational development, and international negotiations. He brings a practitioner’s perspective: the credibility of having held elected office, managed public budgets, and delivered results in politically complex environments.
He holds a Chartered Director qualification (Institute of Directors NZ), an Honorary Fellowship of the New Zealand Geographic Society, and is an Adjunct Lecturer and Social Entrepreneur in Residence at Massey University. He speaks fluent French and is based in France.
Thomas works with public authorities, transport agencies, private firms, universities, and organisations navigating complex strategic decisions — particularly where governance, politics, and delivery intersect.
Bus network reform, franchising transitions, contract procurement, depot strategy, and public accountability frameworks. Direct governance experience from Wellington’s successful bus network transition.
Board and sub-committee design, chair and non-executive director advisory, governance frameworks for public assets, and navigating ministerial and regulatory relationships.
Local government climate strategy, low carbon fund design, emissions reduction programmes, and the political economy of climate transitions at regional and national scale.
Multilateral process strategy, coalition-building, and negotiation in high-stakes international settings. Drawing on two successful treaty campaigns and extensive diplomatic engagement.
Policy communications, stakeholder engagement, media strategy, and political campaign design — from local government to global advocacy.
Setting up and scaling organisations, developing business cases, building teams, and securing funding. Experience founding and leading organisations in both the UK and New Zealand.
A record built across elected governance, international diplomacy, and organisational leadership.
As Transport Chair, restored Wellington’s bus network from a 10% cancellation rate to under 1%, achieving record patronage highs in 2024–25 with reliability consistently above 99%.
Oversaw political decision-making for the procurement of new trains for the Lower North Island. Personally signed the $1bn contract with Alstom prior to the end of the 2022–25 council term.
Shepherded Wellington’s multi-billion dollar bus contract tender and procurement framework through council decision-making on a tight timeframe, achieving unanimous agreement.
As Climate Chair, established the fund leveraging the regional council’s forest carbon credits to finance in-house emissions reduction, renewable energy, and ecological restoration.
Leading strategist and negotiator contributing to the Treaty on the Prohibition of Nuclear Weapons. The International Campaign to Abolish Nuclear Weapons was awarded the 2017 Nobel Peace Prize for its work to achieve this Treaty.
Instigated, designed and delivered political strategy between Ministers and Regional Councils to establish the national employment and nature conservation programme, adopted in the 2020 NZ budget.
As Director and Deputy Chair of the $1bn holdings company (port and passenger rail), delivered increased dividends, improved return on equity, and successful procurement of major new assets.
Founded and led Article 36 (London, 2011–16), an international humanitarian policy organisation, and co-founded and co-directed Te Kuaka New Zealand Alternative (2017–23), a foreign affairs think tank.
Thomas writes on transport policy, urban development, climate governance, and international affairs. His work has appeared in New Zealand and international publications. He has guest lectured at the London School of Economics and Harvard University, and has been an Adjunct Lecturer at Massey University since 2018.
Field research across Birmingham, Bristol, Cambridge and Stockport — examining what happens when government stops waiting for development to justify public transport investment and starts using public transport to shape development. Four core recommendations for New Zealand policymakers.
Read the report →Thomas works with public authorities, transport agencies, research institutions, and organisations across the UK, New Zealand, and Europe.
For advisory enquiries, speaking engagements, or research collaborations, reach out directly.
Available for advisory work, board roles, speaking, facilitation and research collaborations. Particular interest in UK local government and transport authority engagements and strategy and policy work that bridges the UK, France, Europe and New Zealand.
UK lessons for transit-oriented development in New Zealand
Transit-oriented development is an untapped opportunity that New Zealand politicians and practitioners should be able to activate in a relatively straightforward way.
This report sets out a proposed approach, based on research on recent experience in the UK, including four specific case studies: Birmingham, Bristol, Cambridge and Stockport.
The City Rail Link will complete the most significant piece of urban public transport infrastructure in New Zealand's history. Its four new underground stations connect into a wider rapid transit network. Of those four CRL stations, only one (Te Waihorotiu) has a transit-oriented development programme already planned. The others sit in catchments where the planning frameworks are in place, but the delivery institutions are not.
In April 2026, the New Zealand Government and Auckland Council announced New Zealand's first city deal, a landmark agreement covering the Maungawhau–Kingsland–Morningside corridor in Auckland's inner west. The Auckland City Deal establishes minimum height limits of 15 storeys within walking distance of CRL stations, introduces a Crown uplift tool to capture land value increases generated by public investment, and commits to joint working on infrastructure delivery in the corridor.
It is the first time a New Zealand government has formally enacted the language and mechanisms of a city or regional deal. It signals a shift in thinking from passive zoning reform toward active place-shaping, including specifically around rapid transit. And it creates a template that can be replicated at other stations, in other cities, across the country.
This report argues that these three streams — the CRL and Auckland City Deal, regional deals, and Going for Housing Growth — are pointing in the same direction. The opportunity is to connect them into a coherent, funded, institutionally grounded national TOD programme.
A range of entities own land, manage assets and hold responsibility for various functions related to the task, but there is no entity that has the overall mandate, land and power to build around our railway stations in the way that would truly realise the potential explored in this report.
When it comes to transit-oriented development, the institutional landscape in New Zealand is highly fragmented, with complex, overlapping and competing mandates and misaligned fiscal incentives. Four constraints explain this gap.
Fiscal misalignment: local government in New Zealand bears more of the cost of infrastructure while central government captures more of the return. Appraisal methodology: the benefit-cost ratio excludes the returns from transit-oriented development that matter most. Institutional fragmentation: no single entity holds the full mandate. Intergenerational asymmetry: the people who would benefit most from transit-oriented development have limited voice in the planning decisions that determine whether a city will be built for them.
Transit-oriented development — building our cities around our busiest railway stations — helps address each of New Zealand's most pressing challenges in deliberate and measurable ways.
Medium-density homes in public transport catchments cost substantially less to service than houses at the urban fringe — across water, wastewater, roads and public transport provision. Sense Partners (2024) calculated that infrastructure per new dwelling in Wellington cost seven times more at the urban boundary than in the central city. New Zealand has recently received a negative outlook from two major credit agencies, partly linked to its approach to infrastructure. Well-managed TOD improves a country's finances through lower infrastructure costs per dwelling, higher returns per hectare, better value from investment already made.
New Zealand's transport sector accounts for approximately 21% of annual gross emissions. Every 1% increase in urban density is associated with a 0.79% reduction in CO₂ emissions. Compact, transit-oriented urban design has a mitigation potential of around 25% compared with business-as-usual by 2050. The climate argument is also an energy security argument: New Zealand imports virtually all of its liquid fuels, and dispersed, car-dependent cities require more fuel per person, per trip, and per dollar of economic output than compact, transit-oriented ones.
Dense, well-connected urban areas generate higher economic output per worker through agglomeration — the clustering of firms, workers and knowledge in close proximity. Greater Manchester's Growth Plan quantifies the productivity drag from poor public transport access directly: Manchester's productivity gap attributable to inadequate transit connectivity is estimated at £8.9 billion per year, the largest of any UK city. When four in ten of the city's highly skilled workers cannot reach the city centre within 45 minutes, the economic cost is real and measurable.
Only a third of young New Zealanders aged 15–24 now hold a driver licence, compared with nearly half in 1989. At the other end, New Zealand's population is ageing rapidly: older adults are expected to make up 21–26% of the population by 2048. Both cohorts converge on the same housing typology — transit-adjacent, walkable, well-serviced apartments and townhouses. That convergence is structural, meaning the demand for TOD housing is durable, which strengthens the long-run return on TOD investment.
This report argues that public transport should be seen and evaluated as an investment that generates social and economic returns rather than primarily as a cost to the public purse. Spending on buses, trains, ferries and the infrastructure that supports them is generally classified in government accounts as expenditure to be managed downwards.
The return on investment from public transport could be measured in higher land values, more productive and socially connected cities, lower household transport costs, reduced emissions, and better health outcomes. These returns are largely uncaptured by the entities making the public transport investment and the resulting accounting framework makes it harder to argue for public transport investments.
Transit-oriented development makes public transport funding go further. Intensification around stations increases patronage without significantly increasing service cost. Farebox recovery improves and the per-passenger subsidy falls.
Dag Detter and Stefan Fölster's work on public wealth makes a fundamental point about government balance sheets: most governments own an estimated US$75 trillion in public assets, most of which are poorly managed, frequently unaccounted for, and rarely treated as generators of yield.
Copenhagen's By og Havn shows what this looks like in practice. The city consolidated its waterfront and inland public land holdings under a single professional management institution. The resulting development funded the construction of more than 33,000 new housing units, 100,000 workspaces, a new university for 20,000 students, and the extension of the city's metro system.
The New Zealand Railways Corporation holds 18,000 hectares of railway corridor land valued at $3.8 billion on the Crown balance sheet, but it is not clear that this land is being systematically managed with development revenue and transit-oriented development in mind.
Some form of New Zealand urban wealth fund — consolidating KiwiRail, Auckland Transport and council station land under professional management, with a mandate to generate both housing and transit investment returns — would be the mature institutional expression of this model.
The traditional approach to transport planning — which the ITF calls 'predict and provide' — seeks to model future demand based on current trends and then build infrastructure to meet projected need. In countries where private motor vehicles are the primary mode of transport, this approach tends to treat car-dependent urban form as fixed.
The alternative, 'decide and provide', starts from a preferred future rather than a projected one. It asks: what kind of city do we want? Then it plans the infrastructure needed to make that city possible. Stockport's transformation, Bristol's Temple Quarter regeneration, and Cambridge's central station innovation district all followed this logic.
The UK Government's Better Connected strategy, published in April 2026, mandates vision-led planning across all tiers of government. The Department for Transport's Priority 5 makes integrated land use and transport planning a statutory requirement rather than an aspiration.
New Zealand has had a tendency to wait for demand and try to predict the future before committing to upgrade or expand rapid transit infrastructure, while watching development continue to disperse away from existing rapid transit stations. All seven recommendations in this report flow from the decide and provide principle.
The UK's recent experience provides some concentrated examples of what happens when a national government decides to treat public transport investment and urban development as interdependent rather than sequential.
The United Kingdom is not a model New Zealand can or should copy wholesale. Its scale, population density and urban history are quite different from ours. Nevertheless, it offers useful examples of what happens when government stops waiting for development to justify public transport investment and starts using public transport to shape development.
Since 2019, a combination of mayoral devolution, targeted investment vehicles, and new planning rules has produced tangible results in UK cities that face challenges not unlike New Zealand's.
In complex, brownfield, transit-adjacent locations, Homes England provides the public counterparty that makes the deal possible. Its National Housing Bank, launched in April 2026 with up to £16 billion of capital, is designed to scale this model.
Platform4 is a publicly-owned Network Rail property development subsidiary. Places for London is Transport for London's property company, managing 5,500 acres and returning a 7.5% dividend to TfL. Both work on the principle that a publicly-owned development company can act directly in the land market.
The English Cities Fund is a joint venture delivering brownfield urban regeneration around major public transport hubs. Mayoral Development Corporations bring together local and regional government with statutory land assembly powers, development finance and planning certainty — the combination the case studies show to be decisive.
The Birmingham of 2026 is a city in the middle of a challenging but determined reinvention, where the quality and integration of public transport is emerging as both a symbol of intent and a practical enabler of economic recovery.
HS2 is to Birmingham what the CRL is to Auckland: a once-in-a-generation transit investment that opens an entire side of the city to development. Birmingham East Mayoral Development Corporation, the largest MDC in the UK, is the new delivery vehicle set up to capture it.
Birmingham East MDC's mandate includes areas where unemployment runs at double the national average and 40% of children live in poverty — alongside prime development sites. TOD reconnects communities to economic opportunity.
Stockport is a market town of 290,000 people, 12 minutes from Manchester by train, that has used the station as the anchor for a comprehensive regeneration of its town centre.
Stockport Mayoral Development Corporation, launched in 2019, brought together Stockport Council, Greater Manchester Combined Authority and Homes England under a single governance structure with land assembly powers, development finance and planning certainty. The combination is crucial: land assembly powers without finance produce stalled sites; finance without planning certainty produces investor hesitation; planning certainty without land assembly produces fragmented development.
Since 2019, the Stockport MDC has attracted £600 million of private investment, delivered 1,200 homes and 170,000 square feet of Grade A commercial space, and become a national model for town centre regeneration.
Bristol offers two contrasting models of transit-adjacent development that together illuminate what works and why. Both depend on the same anchor: Bristol Temple Meads, one of England's great Victorian railway stations.
Temple Quarter Southern Gateway is the publicly led model. Bristol City Council, Homes England and the West of England Combined Authority formed Bristol Temple Quarter LLP as a joint delivery vehicle, unlocking 10,000 new homes and 22,000 jobs across a brownfield site of around 130 hectares beside Temple Meads station.
Network Rail's £130 million Bristol Rail Regeneration programme is transforming the station itself. Station investment is critical for transit-oriented development: the physical transformation of Temple Meads signals to investors, developers and residents that the station is a high quality, improving asset central to the city's future.
CB1, the redevelopment of the former Sidings site adjacent to Cambridge Station, is one of the UK's most successful examples of station-adjacent mixed-use development. The development includes approximately 1.5 million square feet of office and laboratory space, now occupied by firms including Amazon, Microsoft, Apple and Deloitte, alongside 325 homes and the UK's largest cycle park.
The project was financed by Aviva Investors and PSP Investments (a Canadian public sector pension fund), demonstrating that institutional capital actively seeks transit-adjacent brownfield locations when governance and planning certainty align.
Waterbeach New Town illustrates the right sequence: planning permission for 4,500 new homes requires the relocated railway station to be operational before homes are occupied.
Auckland is the obvious starting point, with the City Rail Link opening and a major development opportunity around station catchments already identified. Auckland's Future Development Strategy monitoring data indicates that, in 2024–25, only around a quarter of dwellings consented in the Auckland region were within 1,500 metres of a rapid transit station — a city that has invested billions in rapid transit infrastructure has fewer than one in four new homes being consented where the infrastructure can most efficiently support it.
The CRL's journey time improvements change the development economics of existing Western and Eastern Line stations. A 24-minute saving on the Henderson journey makes the Western Line genuinely competitive with driving for a broad commuter market, and competitive transit is the precondition for the development signal that justifies TOD investment.
The government should establish two or three pilot Urban Development Corporations, with potential targets including the Maungawhau/Morningside/Kingsland corridor and Panmure in Auckland. KiwiRail is a key public landholder and its station precincts and corridor land are primary assets around which UDC programmes will be built.
Wellington's Future Development Strategy, its Regional Public Transport Plan, Wellington City's District Plan and the Regional Council's TOD proposal to the Minister of Housing all point to intensification along strategic public transport corridors. The region now needs a delivery institution with the mandate to act on these plans.
Wellington's rail network is already development-grade on the corridors serving Waterloo and Porirua. A Wellington regional deal should make transit-oriented development a central organising commitment, embedding Station Investment Zones for Waterloo, Porirua and Johnsonville and multi-year rail and station investment within the deal.
Council amalgamation should not be a reason to delay. Station Investment Zone designations and delivery vehicles can be established under existing institutional arrangements and inherited by any successor unitary authority. Three stations represent the most immediate opportunities: Waterloo, Porirua and Johnsonville. Waterloo is the highest priority — the goal is to transform it from a peak-hour commuter through-fare into a destination for work and essential services, a new urban node that stimulates the local economy.
Greater Christchurch's Spatial Plan 2024 identifies Mass Rapid Transit as one of three key moves that will shape the region's growth over the next 30 years. The MRT Indicative Business Case proposes a 22-kilometre corridor from Hornby in the southwest to Belfast in the north, with investment of $3–4 billion generating benefits worth up to 2.8 times the costs. By 2051, the MRT was projected to enable 15,000 new households and 54,000 new jobs along the corridor.
As of June 2026 there is no obvious window for a business case to progress. Nevertheless, Christchurch City Council is proceeding with work on the corridor land study for the MRT route, including a Route Protection Business Case.
Christchurch should not wait for rapid transit to be fully funded before establishing the institutional set-up and delivery machinery. The corridor land strategy and delivery vehicle can be built in parallel, so that when rapid transit is fully funded, the institutional infrastructure is ready. The right actions now are making the corridor commitment, protecting the land, designing the delivery institution and building commercial capability.
A central theme through all four core recommendations is the capacity of the public sector to act as a strong, commercially capable partner to private developers and institutional investors rather than just as commissioning, planning and consenting authorities. When public entities enter development partnerships with the right expertise and genuine asset knowledge, they capture their fair share of the wealth created and protect the public interest.
Councils and Crown agencies routinely enter development negotiations at a disadvantage. Private developers and their legal and financial advisors bring specialist expertise accumulated over many transactions. Public counterparts typically bring generalist officers, committee accountability structures that slow decision-making, and limited institutional memory of complex deal structures.
Building commercial and development capability in New Zealand's delivery institutions should be a core part of any national TOD programme. Homes England, Platform4 and Places for London all demonstrate the model. Urban Development Corporations will need directors and executives with genuine development expertise, commercial discipline and professional asset knowledge.
New Zealand pension funds — NZ Super, ACC and KiwiSaver managers — are actively seeking long-term infrastructure investments. The Urban Development Corporation and Station Investment Zone structures proposed in this report are designed to provide the planning certainty and reliable institutional partners that would facilitate deployment of New Zealand pension capital to transit-oriented development.
All seven flow from a single overarching principle: decide and provide, or vision-led planning. The public sector commits to the transit infrastructure even before existing demand makes the case for it. This creates the conditions for development to follow.
The GPS should designate New Zealand's strategic public transport growth corridors, naming the corridors, the service investment commitments, and the development outcomes each corridor is expected to support. Corridor land should be identified and protected before values rise. The GPS commitment should be accompanied by multi-year funding certainty of the kind the UK's Transport for City Regions settlements provide.
Station Investment Zones would turn a national level commitment for rapid transit growth corridors into planning and funding certainty at the station level. A SIZ designation adds a default 'yes' to consents for complying housing development within the zone, combined with automatic activation of fiscal tools: targeted rates on land value within the catchment, IFF Act levy authority, and a government commitment to fund enabling infrastructure.
Government should amend the Urban Development Act to allow unitary authorities and joint mayoral entities to initiate urban development corporations through the Specified Development Projects regime. Pilot UDCs at three to four priority precincts — delivery entities with statutory powers to assemble land, dedicated capital to invest, a clear mandate to deliver within a defined geography, and the political insulation from short-term decision-making that effective delivery bodies require.
The government is already moving in this direction. The Auckland City Deal proposes a Crown uplift tool for one corridor. This recommendation asks government to make the Auckland model the standard — scale it to other designated Station Investment Zones, design a fiscal incentive mechanism rewarding delivery entities for homes and jobs generated within SIZ catchments, and protect corridor land value before designation announcements.
Government should direct National Infrastructure Finance and Funding Limited (NIFFCo) to apply its Greenfield Model to brownfield TOD, creating a parallel financing track for IFF Act Special Purpose Vehicles operating within designated Station Investment Zones.
Government should commission a systematic audit of Crown and council land holdings in all priority transit catchments, looking at development value rather than book value. KiwiRail, Auckland Transport, NZTA, Kāinga Ora and council property portfolios all hold land in station catchments.
Government should commission a review of NZTA's Monetised Benefits and Costs Manual and the Treasury's Better Business Case framework, with specific attention to the treatment of land value uplift, housing supply enablement, agglomeration benefits and fiscal returns in public transport investment cases.