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Skills: Graeme Martin has a record of delivering results over a long period both in the corporate world
and private business. Graeme analyses then develops and delivers a plan utilising his key skills.
Key Skills
 Strategy and Assessment.
 Business Planning.
 Team building.
 Strong Interpersonal skills
Some examples:
1. Crisis management 1980
Challenge: To ensure a successful UK tour program for UK competitors and spectators was implemented
following western boycott of 1980 Moscow Olympics. The contract was given to David Dryer Sports Travel a
niche London based agency.
Action: A small-dedicated team worked very hard with a focus on excellent customer service to ensure all
prospective participants enjoyed a trouble free Olympic tour.
Result: This was accomplished by the small private firm despite the boycott and also being the first time
such a contract had been given outside of the major corporate travel companies.
2. Growing a business 1982-85
Challenge: To grow the branch of a relatively new Building Society.
Action: The Branch building was extensively re-modelled and modernised and new friendly energetic staff
employed with a team building strategy employed. Ensure easy access to branch manager from both staff
and customers.
Results: Funds under management grew by 150%
3. Transforming a business 1990-2001
Challenge: To ensure small family business survived and flourished
The small but successful family business was at an economic crossroads following the death of its founder.
The business had old obsolete plant and was without a clear strategy and goals or management structure.
Action: A management structure was put in place, a strategy devised and a business plan was created.
New plant and technology was financed. All staff given a clear direction and understanding of their role and
tasks within the team. Monthly Management meetings undertaken and annual staff assessments
implemented. Annual results review and future plans meeting with all staff conducted.
Results: During this period Turnover grew by 300%, Volume by 125% Net profit by 1500%
4. Regaining Credibility 2003
Challenge: To regain credibility and respect for the Mildura Regional Economic Development Board
following resignation of CEO. The recently new created board suffered somewhat of a crisis with the sudden
departure of its CEO. It was perceived to be out of touch with its key stakeholders and general community
relationships were floundering.

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Action: A plan put in place to ensure all key stakeholder groups and key personalities were engaged and
personally seen by new acting CEO. At these meetings, both formal and informal, the Board’s role was
explained and all planned projects were elaborated on. Weekly meetings were instituted with Board
Chairman and CEO. CEO represented the Board on various critical strategy reviews (Mildura Council, Area
Consultative Committee, Mildura Murray Outback Tourism).
Results: Some 10 years later this critical organisation is still important and active within the community
5. Maximise a mature business 2007-2008
Challenge: To continue and find even more profit from a mature yet very successful regional law firm and
guide it to the next generation of lawyers and partners.
Action: Comprehensive Budgets were constructed and implemented and projects were undertaken to
rationalise and consolidate file storage, close unproductive satellite office, modernise meeting room facilities,
manage some key staff exits and attract new lawyers, dismantle and re-jig the organisational structure and
revamp some technologies.
Results: successful exit of one partner and transition to two new partners. Four new lawyers recruited from
outside the district. Exceeded budgeted profit each year and the final year saw a record net profit created.
6. Maximise Trade Sale opportunity 2009-2010
Challenge: To find a solution for an ailing recycling plastics business besieged by a frustrated and divided
Board with no cash reserves. The owner-founder was increasingly at odds with the rest of the Board who
had lost faith and confidence following non delivery of results. In addition a mobile Industrial shredder
machine was idle and unregisterable due to its non-conformance with Australian Standards.
Action: All sales opportunities fully investigated. Fully investigated all possible registration solutions for the
mobile shredder. Undertook a complete SWOT analysis of the business. Once a recommendation to the
Board for an immediate trade sale was made and accepted a buyer was targeted and sale negotiations
commenced. Regularly communicated to all stakeholders.
Results: Mobile Industrial Shredder Unit registered. Completed the successful Trade Sale to a national
company.
7. Secure and Maximise Key Regional Asset 2008-Present
Challenge: To secure and maximise the performance of a relatively mature but tired and provincial key
regional Council owned Airport asset.
Action: Council separated the Airport from general Council business by corporatizing the asset and leased it
to a new company of which it was the single shareholder and appointed a skills based board. The Board
designed a new strategy and developed a new business plan. New revenue streams identified and airline
relationships strengthened. New organisational structure created and dynamic management team
appointed.
Results: Within five years passenger numbers grew from 160,000 to 214,000 per annum, Asset value grew
by 100%. A new $6m terminal was opened in 2014. All major domestic airlines now operate flights to the
region. Council now receives a consistent revenue stream each year.