Mr Hardy (63) is retiring as managing director of the Waitaki District Council-owned company, after an involvement with council works projects and contracting which spans more than 40 years.
The highlight was the formation of Whitestone Contracting back in 1991, and seeing it grow from 30 staff and a $3 million turnover to about 155 full-time equivalent staff and a turnover of just over $20 million.
He was leaving a strong and resilient company, which he was proud of, but it was time for a change, he said.
Describing himself as "only one small cog in the wheel", he said the company had very loyal and dedicated staff, some of whom were also touching on 40 years in the industry.
Mr Hardy grew up in Central Otago and moved to North Otago when he was 12.
After leaving school, he had various jobs, mainly as a freezing worker.
He started at the Oamaru Borough Council for the first time in 1966 as a labourer.
His work was "general dogsbody", ranging from street cleaning to the rubbish cart.
After returning to work at both Ocean Beach and Mataura freezing works, Mr Hardy received a call asking if he would come back to the council.
He then progressed through the ranks.
In 1989, the year of local body amalgamation when the Waitaki District Council was formed, the first job he applied for was what is now the assets manager's role.
He was appointed to the position.
It was an interesting and busy time, with a lot going on in the district.
Giardia was found in the North Otago water supply, there was the upgrade of the Oamaru sewerage treatment plant and, at the same time, there was a new council being moulded together.
During that period, he was also looking after community services, including the library, art gallery, museum and swimming pool.
He was then asked to take on the challenge of establishing Whitestone Contracting which replaced the former council works department formed in 1989 when the Oamaru Borough, Waihemo and Waitaki County Councils merged under local body reform.
It was another big challenge, setting up a company and competing against the commercial sector, but one he enjoyed.
He gave credit to the council, saying the company was allowed to form its own system, rather than work with the council system, and that was one of the strengths that helped it progress.
His work had been a big part of his family's life for a long time and he paid tribute to them for their support.
Before the introduction of cellphones, it was staff's families who took messages and answered calls, particularly during major adverse events.
It was not a 40-hour a week job, and was often seven days a week, sometimes 24-hours a day, Mr Hardy said.
However, it had been an interesting industry to be involved with and he had loved his job.
In hindsight, he would not have wished to do anything else.
He had seen many changes, including improvements in equipment and systems, and had worked with six mayors, seven town clerks or chief executives and three acting ones.
In his retirement he was looking forward to an overseas holiday and spending time at his holiday house at Lake Hawea, along with plenty of fishing.
