For the latest feature in our Industry Leaders Insights series, we spoke to Michael Arthur, Principal Engineer and Managing Director of Metis Consultants Limited, a civil and environmental engineering consultancy working in the water infrastructure and land development sectors—areas facing both uncertainty and opportunity as local government reform and public infrastructure capacity issues continue to shape the landscape.
What are the current trends shaping the industry?
Our business operates almost exclusively within the local government sector, with around 80% of our work focused on water infrastructure. As a result, the sweeping water reforms underway across New Zealand are front and centre in our day-to-day operations.
These reforms have placed local governments under intense financial planning pressure. While councils work to interpret and respond to central government directives, the industry has entered a holding pattern. Water Service Delivery Plans—due in September—are expected to trigger the next wave of activity. Until then, projects are slow to move, and certainty is limited.
In the private sector, particularly in Auckland, activity has also softened. Developers are grappling with Watercare’s new network constraints mapping, which identifies areas requiring infrastructure upgrades before further development can proceed. In some cases, this has stalled previously viable projects, adding another layer of complexity to the broader development market.
What is the business outlook and how are you preparing for it?
Since launching in New Zealand in 2020, Metis Consultants has grown from a single person to a team of 10. While momentum has slowed in the past year due to reform-driven uncertainty, we remain optimistic. Growth is expected to resume once councils complete their planning, new delivery models begin to take shape, and we will be well-positioned to ride this wave of growth.
That said, managing workflow remains a challenge. The business has seen sharp fluctuations—extremely busy one month, quieter the next—with limited foresight beyond a two- or three-month window. This volatility makes resourcing and recruitment a constant balancing act.
How is technology being used in your business?
Initially, we set out with bold plans to integrate AI into everyday workflows. But the bespoke nature of our work—combined with varying levels of team readiness—meant those ambitions had to be scaled back. Instead, we’ve adopted a measured approach.
Currently, we use AI for simple, time-saving tasks like proofing documents and improving written communication. It’s seen as a tool for efficiency, not replacement. While more sophisticated uses remain on the table for the future, the current focus is on team buy-in and gradual adoption. The goal is to demystify technology, remove the fear, and build from there.
What are the biggest challenges you’re encountering?
Hiring continues to be a sticking point. The team is targeting 50% growth over the next 6–12 months, but finding the right talent remains difficult. Despite recent redundancies from larger consultancies, many candidates aren’t meeting the bar.
Our strength lies in our long-term client relationships. Unlike many firms, we rarely compete through tenders—clients come back because of the quality of work and trust built over time. Our reputation has followed us across borders, with clients reconnecting after more than a decade away from the New Zealand market.
Still, the playing field isn’t always level. Recent procurement models have locked smaller firms out by limiting bids to the larger consultancies. This trend risks sidelining capable smaller players in favour of scale.
What’s your outlook for the next 12 months?
There’s cautious optimism.
Much depends on the pace at which councils resolve their Water Service Delivery Plans and start to engage in delivery again. Activity is expected to vary widely by region. Some, like the Far North—where a small ratepayer base supports more than a dozen treatment plants—may continue to face capacity issues.
We’ve diversified our client base, built resilience through relationships, and stayed clear on our value proposition. As the sector finds its footing, the business is positioned for steady growth.
Thanks to Michael for sharing his insights. Keep an eye on the Assemble LinkedIn page for more conversations with industry leaders across the Construction, Property, and Infrastructure sectors.