Graeme Haskett has over 20 years of experience as a consultant and interim executive. He specializes in the turnaround, transformation, and improvement of underperforming organizations. Some of his responsibilities have included restructuring teams, implementing new processes, increasing productivity, reducing costs, and improving overall performance. He has successfully completed over 20 interim roles in industries such as construction, facilities management, and engineering.

1. GRAEME HASKETT - CONSULTANT / INTERIM EXECUTIVE
INTRODUCTION
I have spent most of my life starting and running my own businesses, and a full account of
what I have achieved, succeeded at, and indeed failed at would take some time. I hope
therefore that this summary, including a history of the many interim roles I have successfully
completed, along with accompanying testimonials, will illustrate what I am capable of. I can also
provide a selection of Confidential Case Studies to further support my application if required.
A professional interim with a hands-on, entrepreneurial style, I am an ‘innovator of change’ and
an expert in operational transformation as well as substantial revenue growth. I am a salesman
by nature and a management all-rounder by long experience - a tenacious individual with a
Mensan intellect who leads from the front, asking questions and inviting opinions.
As operational as I am strategic, my people management and motivating skills are probably my
strongest assets. This is because I am a good judge of both people and situations, which has
allowed me to manage both conflict and change in a positive way on many occasions. I am a
consummate team player and building good teams to support my efforts has been crucial to
my success in every interim role I have completed.
Although not a micro manager, I spend the first few weeks of most assignments acclimatizing,
getting to know the key team members’ strengths and weaknesses, understanding the
suitability of the systems and processes, and then proceeding to put in place the right people,
processes and procedures for future success.
Whether for an improvement in operational efficiency, for realigning costs to revenue, or in
seeking out additional turnover, I know that getting the basics right, thereby instilling best
practice as a core value, is crucial to long term success. I therefore focus on creating the right
conditions along with the positive environment necessary for delivering first class results.
PROFILE
Since 2001 I have specialised in the turnaround, transformation and improvement of a variety
of underperforming or failing SMEs, subsidiary companies of PLCs, satellite business units,
local authority DLOs, and contracts and projects of all sizes, as well as their ongoing growth
and development. These roles have always been in complex, contentious or recovery
situations, where working smart, lean and right at the first attempt are critical to the bottom line.
A customer focused manager, I can communicate at all levels, suitably varying my approach
and technique to suit. I have excellent soft skills and engender trust and commitment from all
involved, enabling me to instill co-operation in teams that may be extremely resistant to or
fearful of change - guiding them steadily but steadfastly towards a successful conclusion.
I have worked with the most demanding of public and private sector clients and am able to
swiftly and accurately understand both the people and the situation, enabling me to resolve
problems quickly. I am readily adaptable, amending my methods and style to changing
demands and environments, and am as comfortable on the shop floor as in the boardroom.
I am fully up to date and compliant with all Health & Safety, Environmental and Employment
regulations, and conversant with most current thinking on people and process management.
ONGOING
A former Manufacturing Advisory Service advisor, SME Growth Accelerator growth coach and
Leadership & Management trainer, I am an accredited Horizon 2020 Business Readiness
Coach and COSME Innovation Expert. I also write and present my own Leadership &
Management training courses, which are suitable for businesses of all size and type.

2. INTERIM ASSIGNMENTS
Since 2001 I have successfully completed over 20 interim roles, all of which involved
significant change and transformation. The majority of these have involved a large direct labour
workforce, but also the use of sub-contractors. On each occasion I significantly increased
performance and substantially reduced costs. I did this by reinvigorating the workforce,
restructuring the processes, and thereby re-instilling purpose into the business. .
Metropolitan Housing Trust Jun ’17 - Nov ‘18
(Head of Capital / Planned & Programmed Works)
A turnaround role to:-
a) quickly curtail serious overspending of £6m pa - restructuring the delivery team and
introducing much needed technical skills, implementing new processes along with a
robust reporting mechanism. The business owns/manages 40,000 homes across
London, the Midlands and East Anglia, as well as building 1000 new homes every year.
b) Complete failed development projects that had substantial latent defects.
I therefore concentrated my efforts on four areas:-
1) Designing and implementing a rolling £100m three year recovery programme.
(£40m in year one)
2) Splitting the delivery teams into three budget accountable areas revolving around a
central administrative hub.
3) Working with the procurement and commercial teams to introduce a new and properly
managed supply chain
4) Recovering failed development projects and liaising on the suitability of new ones.
Overall, I achieved productivity and efficiency savings of over £15m per year.
Barking & Dagenham DLO (Service Improvement Consultant) Jul ‘16 - Nov ‘16
An analytical role, to propose and implement better working practices and operational delivery
of the M&E services within the DLO, with particular emphasis on non-compliant gas servicing.
Supervising the introduction of the DRS digital scheduling / management system linked to
hand held devices and vehicle trackers.
Contributing to and developing the strategic plan for streamlining and restructuring the overall
maintenance service.
KIER PLC (Operational Troubleshooter) Nov ’15 to Jun ‘16
A wide-ranging role, looking into underperforming and loss making housing maintenance and
refurbishment contracts across the UK, focusing initially and particularly on a prestigious client
with both social housing and ‘high end’ private residential letting interests.
I was successful in revitalising this important contract - identifying underperforming commercial
practices, instilling enhanced operational methods and installing much needed accurate
reporting management.
I introduced efficiencies, analysed, assessed and reorganised people, processes and
procedures, and restructured the various delivery teams and sub-contractors. I also built an
improved ‘partnering’ relationship with the client under difficult circumstances, leading to
increased revenue plus additional opportunities of over £4m on what had been a £6m contract.
BALFOUR BEATTY PLC (Operational Efficiency Manager) Nov ’14 to Oct ‘15
Working within the Power Transmission & Distribution section of the Utility Solutions division,
answering to the Global Operations Director, my original brief was twofold - to review the work
of the Business Improvement Team to identify why it was ineffective, and then to challenge
both the Overhead Line and Cabling Teams to become more efficient and improve margins.

3. My contract was subsequently extended to implement a programme curtailing out of control
costs, releasing savings, and ensuring that the Operations Managers were sufficiently skilled to
run their regions as standalone businesses.
This was completed successfully, thus paving the way for substantial procurement rebates, as
well as immediate and short term cost savings of over £1om and facilitating the introduction of
strict controls to realise potential full year savings of £25m plus.
It also identified unrecorded stocks of a further £13m and proposed the introduction of better
commercial practices and a robust stock control procedure. This was to be the first step in an
overall drive to modernise and streamline the business and how it delivered its contracts.
INDEPENDENT SME COACH & MENTOR May ’13 - Oct ‘14
Advising and supporting a broad range of start-up and established entrepreneurs under the
government funded Growth Accelerator and Manufacturing Advisory Service schemes.
I advised, coached and mentored over 100 start-up and established businesses across a very
wide spectrum of products and services
PDS CONSULTANTS Ltd (Freelance Advisor & Growth Manager) Aug ’12 - Apr ‘13
Arranging grant assisted project support, business advice and technical assistance for
manufacturing SMEs on behalf of the government funded Manufacturing Advisory Service.
Also facilitating coaching and mentoring, as well as Leadership & Management training, to
directors and senior managers of all types of SME businesses under the government funded
Growth Accelerator scheme.
HOMES FOR HARINGEY (DLO Advisor to the Board) April ’12 - May ’13
Providing specialist, experience based practical advice, on Mobile Repairs Team Best Practice
and Operational Efficiency for this London Social Housing ALMO, re their Direct Labour
Organisation, during a difficult period of change and budget constraints.
SOUTHWARK BUILDING SERVICES (Service Improvement Manager) Oct ’11 - Mar ’12
A business improvement role, addressing under-performing and failing Social Housing
Maintenance and Refurbishment works for the London Borough of Southwark’s DLO.
Number two to the Change Lead, managing a team of 100 plus Skilled Mobile Operatives and
45 Staff, assisting in the strategy, design and implementation of a planned restructure of
supervisors and managers, whilst delivering as many operational performance boosting
measures as possible.
I dramatically reduced a long standing and excessive WIP of over £5m, as well as writing new
Job Descriptions, rewriting the Call Centre scripts, reviewing the SMVs / SORs, and producing
a more realistic resident’s handbook. I was also the instigator and major contributor to
extensive proposals for a new operative payment structure.
I introduced more efficient and appropriate digital procedures and methods of working,
focusing on employee engagement, people and process management, and the behavioural
situations and union negotiated restrictive practices that were curtailing a timely and cost
effective service delivery.
CONNAUGHT Plc. (Operations Director) Apr ’11 - Sep ’11
A business improvement role, addressing under-performing and failing Social Housing
Maintenance and Refurbishment contracts, I was responsible for 11 contracts with a total
turnover of over £50m, 5 of which were loss making. I was successful in streamlining the failing
operations and stemming losses, returning two contracts to the client on good terms and at no
cost to Connaught. I had one large contract which was under notice of cancellation. Despite
this I reversed the client’s decision and had the contract extended, increasing the order book
from £8m to £15m per annum. The overall turnover remained at over £50m on 9 contracts,
with all either in profit or breaking even.

4. MANOR VILLAGES UK (Consultant) Ongoing between Jan ’10 and Mar ’11
Assessing, planning, preparing, and launching the implementation of a Business Improvement
Plan for a private sector developer of high quality Student Accommodation in Nottingham.
The directors were concerned about a likely drop in turnover for the coming year and hired me
to investigate. The role centred on workforce assessment and staff appraisal, particularly at
local management level. I was successful in remedying the situation and also installed a robust
Employee Appraisal / Personal Development Review process.
ROTHERHAM 2010 LTD (Senior Change / Programme Manager) Feb ’09 - Dec ‘09
I was appointed on an initial three month “turnaround” contract, to stabilise, reorganise and
urgently take control of the In House Service Provider. This comprised of a Direct Labour
Organisation of almost 400, including 250 operatives and 40 apprentices, in addition to
supervisors, project managers and support teams, and a fleet of over 200 vehicles.
I closed five depots, reorganising the business into accountable operational units, drawing their
workforce from a central pool. I then selected and trained a ‘First Response Team’ who, either
completed the repair there and then as a ‘Right First Time’ fix, or planned and programmed
any follow on works. This eliminated delays and led to substantial productivity improvements.
My knowledge of work scheduling, hand held technology and vehicle tracking devices, along
with the problems associated with diverse and geographically dispersed mobile teams, and my
trade union experience, made me very suitable for this.
I dramatically reduced a long standing excessive WIP and introduced efficient working
practices, resulting in an increase in responsive maintenance productivity of over 150%, from 2
to 5 jobs per man per day.
CITYWEST HOMES LTD (Project / Programme Trouble-shooter) May ’08 - Jan ’09
Nine months as a “Project Rottweiler” for the Westminster City Council ALMO revisiting,
reviewing, investigating, and subsequently recompleting previously mismanaged social
housing projects, as well as planning and overseeing the initial stages of conservation area
and listed building works.
I was successful in challenging existing contractors to repair, renew or refund work. I coached
and mentored the Project Management team in best practice, and I sat on the OJEU panel to
select suitable contractors.
OCS GROUP - ENGINEERING DIVISION (Senior Operations Manager) Mar ’06 - Apr ’08
Initially, a three month contract to turnaround and transform the performance and profitability of
a loss making, window cleaning cradle maintenance business.
Then and in addition to my continuing supervision of the above, a twelve month contract to
integrate five loss making Preventative Planned Maintenance / Response M&E Maintenance
businesses, by combining, downsizing, and restructuring them into one efficient and profitable
national company. These businesses provided Air Conditioning, Heating and Lighting Services
as well as Fabric Maintenance to a wide range of commercial customers nationwide.
Latterly, nine months as Operations Director of three Access & Fall Arrest engineering
businesses, including a manufacturing unit in Dartford, satellite factory in Manchester, and
depots in Glasgow & Bristol. Via twelve direct reports. I had full P&L responsibility for a £15m
turnover, with teams working in London, Bristol, Manchester, and Glasgow. These businesses
provided Building Façade Access / Safe Working at Height equipment, testing, and
maintenance to a wide range of blue chip customers.
I introduced a new sales and marketing strategy, reinforced the design team, increased the
product range, restructured the manufacturing, production and delivery teams, reorganised the
layout of the factory, substantially increasing productivity and doubling turnover to over £6m.
I was also the Engineering Division’s Health & Safety Director, sitting on the OCS Group H&S
Committee, and the UK wide Regional Director for all engineering and M&E businesses.
These had a combined turnover in excess of £25m and a staff and workforce of over 300.

5. BALFOUR BEATTY CONSTRUCTION Ltd. (Snr Contracts Manager) Feb’05 - Jan’06
Responsible for all Metronet stations in the east of London, running a team of construction,
project and site managers, plus supporting technical and administrative staff, delivering the
refurbishment and modernisation of a planned 49 stations. I delivered two stations at a
substantial profit and positioned a further nine to start on a similar footing.
My contractual and procurement knowledge, plus my programme management skills allowed
me to secure more competitive sub-contractors as well as reorganise the work so that it was
carried out in a more efficient manner, significantly reducing the time taken to complete as well
as final cost.
My stakeholder management skills were particularly important in an environment where
differing stakeholders had divergent agendas - identifying, facilitating, and working with those
stakeholders who wanted it to work, whilst isolating those who were obstructive and keen for
the project to fail.
OSBORNE CONSTRUCTION LTD. Mar’03 - Jan’05
Restructuring and reorganising teams, processes, and procedures as well as introducing new
delivery methods. My open and transparent management style and my willingness to work with
the client meant that I was successful in winning back lost sections of two major Network Rail
Property New Build / Refurbishment and Maintenance contracts totalling over £35m.
Initially, fifteen months as Senior Contracts Manager for the Network Rail Spacia contract,
covering New Build properties as well as the Refurbishment, Responsive and Planned
Maintenance of railway arches, station buildings and offices.
Latterly, seven months as Account Manager, with full P&L responsibility for the response and
planned maintenance as well as the refurbishment of all Network Rail, Southern Zone
properties and platforms. This included project upgrading of stations, signal boxes, control
centres, offices, train depots and other Network Rail properties throughout London, Kent,
Surrey, Sussex, and the West. I set-up a small direct labour team, and was very successful in
supplementing the various sub-contractors essential to the contracts success
Both contracts involved considerable stakeholder management as well as the need to
continually introduce efficiencies, in line with the client’s desire for ‘value for money’.
APOLLO LTD. (Senior Contracts Manager) Mar’02 - Feb’03
In charge of Social Housing Maintenance, In-Situ Upgrades and Void Refurbishments, for
housing associations in Hackney, Wanstead, Walthamstow, Westminster, and Enfield.
I advised clients as to the suitability and conversion of property investment opportunities,
oversaw the surveying, pricing and submission of quotes and tenders, sourced and appointed
sub-contractors, managed individual jobs from commencement to hand-over, and submitted
interim & final payment applications.
BLANCHARDS INTERNATIONAL LTD. (Contracts Manager) Jun’01 - Feb’02
Specifying, planning, and supervising the refurbishment of up-market residential properties in
Surrey, Sussex and central London. I liaised with clients, architects and interior designers,
surveyed the properties, priced and submitted the tenders, sourced and appointed the sub-
contractors, and managed the work from inception to hand-over.
OLIVER JORDAN LTD. (Project Recovery Trouble-Shooter) Jan’01 - May’01
I was appointed to resolve major issues on a £5m ‘high end’ office refurbishment, particularly
the Air Conditioning, Heating, Ventilation, Lighting and Electrical Upgrade. The contract was
two months behind schedule with only three months until completion and expected to incur
Liquidated Damages of almost £500k.
I made major changes to the way the work was organized, programmed and managed, and
introduced additional key personnel at no extra cost. I subsequently completed the contract
without penalty after an agreed extension of time of two weeks.

6. BACKGROUND
I grew up working in the family Electrical, Radio and TV business in Scotland and then spent
seven years in manufacturing supply chain. Firstly, four years in consumer electronics, learning
my trade in production control, stock control, and finally materials & sub-contract procurement.
This was followed by two years within heavy engineering and major construction as a senior
buyer, then two years as an offshore Materials Controller within the fledgling offshore oil
industry. Consequently, I have excellent procurement, negotiating and contractual skills, and
have continued to utilise and hone these abilities throughout my business career.
In 1977 I started my own electroplating and nut and bolt manufacturing company and, over the
next 25 years, I built up these and other businesses in Aberdeen. Firstly, 16 years as a
specialist fastener manufacturer and oilfield supplies distributor, then 9 years as a building
refurbishment and maintenance contractor, specialising in environmentally friendly and energy
efficient heating, lighting, ventilation and air-conditioning for mainly commercial clients.
I have had several business successes and one unnecessary failure and am considered by
those close to me to be an extremely well balanced, dependable and thoughtful individual as a
result. This comes through in my management style, which is positive and supportive and a
reflection of my character and personality.
I am scrupulously fair yet equally scrupulously firm, ‘treading softly whilst carrying a big stick’. I
engender trust in my teams, thereby commanding respect and inspiring collaborative working
as well as individual achievement. I am extremely and with good reason, very proud of my
leadership skills.
WHY HIRE ME?
I am a strong character with broad shoulders and equally broad people management
experience, but also very sensitive and therefore sympathetic to the concerns of others re
significant change.
I make sure the foundations are solid, because I know that this is the key to long term success.
Where others might take just a few weeks to put in a partial, short term and often ineffectual
‘top down’ remedy, I prefer to take a little bit longer to instill a long lasting ‘ground up’ solution
and thereby leave a lasting legacy. Nonetheless, when time is short, I look to introduce
significant quick wins, to give a boost to a difficult situation or to ‘kickstart’ my plans while
medium to long term arrangements are being put in place,
I am an expert in the successful operation and management of both sub-contractors and Direct
Labour Teams and have been efficiently managing staff, operatives and suppliers for many years.
I fully embrace smart digital technology and the amazing difference it makes when you get it right,
but it is only 50% of the solution. This is because getting both the team and the processes right,
i.e. the right people, fully motivated, suitably empowered, appropriately resourced and supported,
with everyone pulling their weight and working in harmony, is every bit as important.
INTERESTS
Now living in East Fife and very happily married to my long-suffering wife and business partner
Drusilla, I am a lifelong collector and restorer of valve and vintage wireless sets, televisions,
audio equipment, and obsolete but still useable electrical and electronic paraphernalia.
A struggling cyclist, keen walker, avid reader, passable cook, enthusiastic gardener and
occasional world traveller, I am a long-time fan of Aberdeen FC and keen follower of Arsenal FC
CONTACT DETAILS
Tel:- 01333 310013 Mob:- 07914 733131 Email:- graemehaskett@hotmail.com
LinkedIn:- http://linkedin.com/in/graemehaskett Website:- www.grampianmanagement.com

7. RECOMMENDATIONS
INTERIM APPOINTMENT TESTIMONIALS
“Graeme was brought in during a period of significant change within the asset team. This was
because the data, systems and delivery were very poor and needed fixing quickly. He
immediately got to grips with the issues and built a small team to deliver a considerable capital
programme of circa £40m. His no nonsense style was new to the organisation but paid
considerable dividends, and he soon had the respect of his work colleagues. Graeme’s ability
to get to the root cause of any problem, creating pragmatic solutions, is a major strength.
Coupled with his extensive contractor management experience, he managed to excel despite
tremendous internal chaos.”
Andrew Reston, Property Director, Metropolitan Housing Trust.
“Graeme worked as a Service Improvement Consultant at Barking & Dagenham Council
(LBBD), to assist with transformation and business change across our Repairs & Maintenance
Service. Graeme is results driven and has strong commercial acumen from a wealth of
business experience and knowledge. He helped to support LBBD to implement changes to
increase productivity and deliver services more efficiently and effectively. I would highly
recommend Graeme to any organisation going through change and transformation in order to
improve services and deliver them more effectively.
Kain Roach, Head of Repairs& Maintenance, Barking & Dagenham Building Department.
"Graeme operated with speed and efficiency, in an extremely difficult and high pressure
situation. Getting to grips with the businesses’ complex trading issues and acute financial
difficulties, he quickly gained the trust of the demoralised and suspicious existing workforce.
He was then able to give an objective view on the current situation, reporting matters in a
factual and concise manner, and quickly agreeing a plan which he executed with the full
support of the whole team”. Stephen Moon, Managing Director, Venturn Ltd.
“Graeme worked for me as Interim Operational Efficiency Manager. He firstly went round the
business to understand the issues we had on individual projects and, on completion of this fact
finding, developed a detailed strategy to improve processes and resolve the identified
issues. Once approved, he and his team were closely involved in the implementation of these
measures. Graeme is a highly motivated individual with a good understanding of how
operations need to work. He is very experienced in commercial matters and extremely focused
on delivering the tasks assigned to him. He works well with people and has a clear focus on
what needs to be done to achieve results. I have no hesitation in recommending him to you”.
Liam Cave, Global Operations Director, Balfour Beatty Utility Solutions Ltd.
“As our Construction & Engineering specialist, Graeme’s knowledge of industrial manufacturing
processes is very comprehensive. He conducts himself with professionalism and integrity at all
times, is a target hitter, and able to influence business owners in a positive and efficient
manner. He was an asset to our business and I look forward to working with him again”.
Richard King, Senior Consultant, PDS Consultants Ltd.
"Graeme took responsibility for a number of failing contracts in the most difficult of
circumstances. A client focused, results driven individual he was quick to identify root causes
and tackle issues, however intractable. His efforts to address long term staff matters and
performance shortfalls, fairly and with determination, made a real difference and was reflected
in a new spirit of partnership with the clients he supported. Independent, reliable and
hardworking, he was a real asset and I would gladly work with him again”.
Neale Jouques, Regional Director, Connaught Plc.

8. “Graeme's skill as a commercially astute Operations Manager stands him in great stead when
joining a business in whatever capacity. We have worked together three times and each time
he has proven his ability to manage the team, whilst delivering improved results and at the
same time building client confidence”.
Simon Baddeley, Osborne Construction, Connaught Plc & Kier Housing Maintenance.
“Graeme is a strong manager with excellent people management skills. His awareness of
process and employment law is excellent, which allows him to plan and implement change
management through to success. He understands the complexities of individuals and works
with this to achieve his goals”. Niki Cole, HR Director, OCS Engineering Ltd.
“Graeme worked for me on a six month interim contract as a Senior Level Project
Troubleshooter, having been brought in to resolve high profile and long festering technical
issues, and to fill a skills and experience gap within the existing project team. I found Graeme
to be both technically competent and very effective in problem resolution. He is skilled in
managing both contractors and project stakeholders at all levels, is self motivating, and needs
little or no management in order to perform”. David
Clark, Head of Asset Services, CityWest Homes Ltd.
“Graeme and I have worked together twice. He is an excellent change manager who delivers
results and is respected by colleagues for his forthright, straightforward style and approach. He
has a broad range of skills which he applies enthusiastically to his roles”. Celia
Hopkins, Asset Services Director, SBS and Rotherham 2010 Ltd.
“Graeme is an extremely competent and highly proficient change agent, accustomed to
working in the most difficult of circumstances with a wide range of challenging characters.
I found Graeme to be very insightful and tenacious with an excellent all round senior
management capability. He was a pleasure to work with, and I would be pleased to work with
him again in some capacity”. Mark Addison, Financial Director, OCS Engineering Ltd.
“Graeme is a solid no nonsense Engineering professional who takes situations and turns them
around. He is fair but firm and will make the difficult decisions that some others shy away from
but know are necessary. His engineering knowledge and problem solving are his best assets”.
Donald Urquhart, HSE Director, OCS Engineering Ltd.
“Graeme has a genuine passion for ‘making a difference’ for both individuals and
organisations. His skill, knowledge and ability enable the achievement of tangible results
irrespective of adversity. He is a real inspiration to work with. I cannot recommend Graeme
highly enough and in particular to those who want to change their culture and increase
efficiency. I would welcome the chance to work with Graeme again”.
Sharon Bryan, Transformation Consultant, Rotherham 2010 Ltd.
“Graeme was appointed to see through a number of changes within the repairs and
maintenance provider in Rotherham. He worked well to reorganise working practices with a
view to improving productivity and services to customers. He was tenacious in his task; some
people responded well to his challenging approach but others considered his forthright manner
rather brusque. Personally, I found him to be a straightforward, no nonsense manager
determined to achieve his objectives”.
Teresa Butler, Customer Services Director, Rotherham 2010 Ltd.

9. COACHING & MENTORING TESTIMONIALS
“Graeme coached me in my start up business and has continued to do so over the years as it
has grown. In an age of ‘front without substance’ Graeme stands out like a lighthouse. He has
been there, seen it, done it many times and, despite the ups and downs of corporate life, is
always upbeat, shrewd, sharp and savvy”. Michael Molony, MCM Procurement Ltd.
“As my coach and mentor, Graeme is always there for me when I require his opinion on
anything to do with my business. He never makes me feel I am a burden and his fresh and
positive approach is always inspiring. His guidance is invaluable and he has played a crucial
part in getting my business to where it is today”. Shimite Offor, Shimomo Ltd.
"What to do, what not to do, which direction to take, when to do it and how? So much to know
and so many things to consider! Graeme guided me through the maze and advised and
instructed me all the way. His manufacturing knowledge and general business skills made all
the difference to our company and, just as important, he was so easy to talk to". Sharon
White, Whitton Precision Ltd.
"Graeme provides excellent support and attitude along with a great wealth of knowledge.
I really appreciate his input". Candy Bowman, CBPM Ltd.
“Graeme immediately understands what is needed and cuts through the red tape to deliver the
desired results. He does what it says on the tin. I highly recommend Graeme”.
Tony Wills, Wills, Watson & Associates.
"Graeme has great insight and empathy as well as a detailed knowledge and understanding of
the employment regulations. He listens and is very supportive, keeping you focused and on
track. Excellent value for money and a great guy to have at your back". Susan
Scallan, Future Coaching Ltd.
“Graeme has fantastic knowledge of both the manufacturing and retail industries. He helped
me to understand the many business processes and pointed me in the right direction, patiently
answering my many queries. I thoroughly recommend Graeme as a business advisor, coach
and mentor. He helps businesses succeed in this very complicated and difficult world, using his
wealth of personal experience and his many contacts”. Emily Bailey, Leyoss Ltd.
“Graeme helped me develop my product ideas on two occasions and his encouragement and
ongoing support was inspirational. His advice saved me from wasting money on unnecessary
services and he is now steering me through the minefield of getting my products to market. I
can’t recommend him highly enough”. Elizabeth Cullen, The Veg Wedge Co. Ltd.
“I had my head buried in the fine detail of designing and developing an aluminium briefcase for
the luxury market, to be handmade by us here in the UK. Once I had it ready, I suddenly
realised that I had neglected the sales part of the process. What was I to do? Fortunately, with
the help of the government funded Growth Accelerator scheme, Graeme was appointed as my
coach and mentor. He was a godsend from the moment he arrived, supporting me with
costing, pricing, marketing, selling and everything to do with getting to market. Once you
recognise that you need help, and want to talk to someone with the necessary experience and
ability to take you forward, Graeme’s your man”
Mark Harrison, The Aluminium Case Company Ltd.
“Graeme is my sounding board and foil. His knowledge of electronic manufacturing
compliments his entrepreneurial skills, making it easy for him to understand my needs and
provide me with the advice that has made so much difference to my business”.
Graham Somerville, BHI Ltd.

10. “Graeme is second to none in his capabilities as a consultant and leader. His organisational
turn-around success tells the whole story. I have recommended Graeme for work in the past
and wouldn't hesitate to do so again”. David Bovis, Duxinaroe Ltd.
“Graeme’s coaching assistance was invaluable. He helped me source suitable construction
materials, suggested competent contractors, provided business development advice and was a
reliable sounding board for my ideas. He supported me through a difficult phase of product
development and gave me sound advice on my plans to expand abroad”.
John Patrick Reynolds, JPR Courts Ltd.
“In a world where everyone is trying to steal your ideas and where ‘Business Angels’ turn out to
be more like ‘Self Serving Devils’, Graeme Haskett is an ‘Oasis in the Business Desert”.
Stephen Okusaga, 2Handy Ltd.
“Graeme helped me focus on what was important for the success of the business - getting my
marketing and sales plan right, creating a competitive pricing structure that was flexible enough
to suit the differing needs of a varied customer base, freeing up my time to concentrate on
securing new business. His knowledge and experience are invaluable assets”. Nigel
Wilmshurst, Heritage Blast Cleaning.
“Thanks to Graeme’s input as our Horizon 2020 coach, we changed the way we approached
our challenges and, with his help, improved our business strategy. This then allowed our
Business Innovation Project to progress much faster. I wholeheartedly recommend him to you,
whatever your business sector”. Agnes Czako, Sustainable Home Survey.