For someone with a résumé that stretches across valuation, funds management, and governance, Andrew Evans – known as Andy to his friends and colleagues – talks less about achievements and more about connection. “Property,” he says, “is all about people.” And after four decades in the game, he should know.
Now crowned the 2025 Property Council New Zealand Member Laureate, Andy’s response is typically understated: “It’s nice to be recognised, but it’s not going to change what I do or how I do it.” That humble, grounded mindset is exactly what’s earned him the respect of a sector that doesn’t hand out its highest honours lightly.
From Valuer to Governance Leader
Andy’s journey began with a property valuation and management degree at Massey University, followed by postgraduate studies in finance leading to an MBA. It’s a career that divides neatly into thirds – valuation, real estate funds management, and governance. He jokes that at age 60, that’s roughly 12–15 years spent in each.
He started in valuation, moved into corporate property roles, and eventually transitioned into governance in 2007, leaving behind long hours and interrupted holidays. “I’d go on holiday and the kids would say, ‘Dad, can you leave your phone behind?’” he recalls. It was time for a change.
Governance gave him the freedom to remain deeply engaged in the property industry, but with a broader, more strategic lens. “It’s been very uplifting,” he says. “Still having that level of interaction with people – but at a different level.”
A Human Approach to the Boardroom
If you expect Andy’s governance style to be all about the bottom line, think again. While he readily admits to being “a numbers and returns-based person,” his real focus lies in fostering collaboration, championing clarity, and leading with fairness. “The best revenue and non-financial outcomes come from a strong, collegial relationship with management,” he explains. “You ask the hard questions, but in a constructive and non-confrontational way.”
Over the last 15 years, he’s seen governance evolve from a hands-off model to one of shared responsibility and accountability. “You’re joined at the hip,” he says of boards and management teams. “If something goes wrong, it’s not just the CEO who takes the fall.”
His philosophy? Clear roles, strong processes, and open communication. “Every individual needs written, crystal-clear responsibilities. When people are unsure of their role, underperformance occurs and then anxiety creeps in, and that affects the whole organisation.”
“You’ve got a strategy, you know the business plan that sits underneath it, you have agreed imperatives and targeted outcomes, you agree milestones, agree how you are going to measure performance and then put in place reporting timelines. Yes, you hold management to account, but within a regular reporting framework. That’s been part of the governance evolution, alongside expanded regulatory and accountability standards.”
“In the past, governance was seen as an easy gig — people would say, ‘Yeah, I’d love to be a director’ — but the bar has been continually raised. You can’t contract out of health and safety, and you can’t contract out of the Companies Act. The Mainzeal and Ports of Auckland cases have clearly shown that governance requires you to be genuinely inquisitive and willing to ask the hard questions to ensure we’re doing what we say we’re doing. It’s moved on from “tell me, to now, show me and evidence it.”
Andy has led through two global financial crises, a pandemic, and a property cycle that defied expectations. When COVID hit, he worked alongside management teams to take immediate steps to protect both businesses and people – working with independent advisers to ensure everyone from directors to staff knew their responsibilities. Ironically, the feared downturn turned into a property boom, with sales exceeding expectations thanks to record-low interest rates.
Longstanding Service to Property Council
Andy’s fingerprints are all over Property Council New Zealand’s history. He served as National President in the early 2000s, helped appoint former CEO Connal Townsend, and was a founding judge of the Property Industry Awards.
After stepping down during his presidency – “you can’t be president and a judge” – he returned in 2017 to chair the awards judging panel, following the passing of his friend and former chair John Dunn. Under Andy’s leadership, the awards process has become more refined and robust, with tighter word counts and clearer expectations for submitters.
“If your submission just repeats the same thing or focuses entirely on one add-on aspect of your role without mentioning your core responsibilities, you’ve lost focus,” he says. “It’s about impact. Authenticity. Less is more.”
Building Together
The theme of collaboration runs through everything Andy says. Reflecting on the industry’s COVID-era projects, he saw the best outcomes when teams worked with a “best for project” mindset. “They had to be agile, re-sequence work, and find smart solutions. And they did.”
He’s critical of the race to the bottom in procurement, where fixed-price contracts can set teams up to fail. “Everyone needs to make a fair buck. Not a fortune – just enough to build sustainable, resilient businesses. When people get ground down, nobody wins.”
That principle of fairness is core to Andy’s vision for the future: “Share the risk. Share the reward. And always work together.”
"I find real satisfaction in my work and firmly believe it should be both fulfilling and fun – an outcome that’s much more achievable when everyone’s aligned and sharing equally in a project’s success."
Still Learning, Still Contributing
These days, Andy lives in Gisborne and continues to serve on boards across the country. Life as an Independent Director is much like being a solopreneur – he jokes about teaching himself Xero accounting software with the help of a retired local he met while cycling. And in true one-man-band fashion, he chuckles as he recalls the time he flew to Christchurch for a board meeting – only to be told by the receptionist it was actually in Auckland.
It’s that balance of pragmatism and people-focused wisdom that defines him. When asked what advice he’d offer someone starting out in the industry, his answer is simple: “Get involved. It’s the people that make it. Property is just the outcome.”
For Andy Evans, property has never been just buildings and transactions. It’s relationships, resilience, and doing the right thing – even when no one’s watching. That’s why, Laureate title or not, he remains one of the most respected voices in the business.
Celebrating Industry Icons:
The Property Council Members' Laureate Award
The Property Council New Zealand Member Laureate Award is the highest honour bestowed by the organisation, recognising individuals who have made an extraordinary contribution to both the Property Council and the wider property industry.
Presented annually at the prestigious Property Council New Zealand Rider Levett Bucknall Property Industry Awards, the accolade celebrates those whose dedication, leadership, and influence have shaped the sector over many years. Members from all levels of governance are invited to nominate a deserving candidate, with recipients typically being industry veterans.
Laureates are assessed across a broad set of criteria, including commitment to the organisation, leadership, innovation, enduring legacy, public reputation, resilience, and their ability to build influential external relationships. There is no cap on the number of honourees each year – nor any obligation to award one – ensuring the title remains a true mark of distinction.
This honorary membership is a lifetime recognition of those who have not only built the industry but helped ensure its sustainability and success for generations to come.