Martin has extensive experience working in residential land development and construction including detached, medium density and multi storey dwellings. Working across a number of critical areas within a business, Martin has a vast knowledge of operations organisation and design development and what’s required to drive efficiencies and ultimately results.
Experienced business leader
Construction professional with Trade and Tertiary Qualifications
Achieved top 3-volume market share position for NSW in FY 2016
Increased housing starts from 125 in FY 2004 to 670 in FY 2015
Leading role to increase Rawson Homes’ revenue from $14m in FY 2004 to $310m in FY 2016
Increased cost-effectiveness by over 25% through implementation of a workflow and quality control system and compliance administration
Launched Rawson Projects in late FY 2012. Rawson Projects has a focus on "track build" on either Rawson Communities land or land owned by third party stakeholders. This business grew from a pipeline of just 46 homes to over 1400 homes to be delivered during FY 2016 and FY 2017. In addition to detached dwellings, Rawson Projects participates in the Affordable and Senior Livings Homes sector with a number of stakeholders. This business unit now employs a team of 25 including a General Manager, Project Managers, Construction Manager and support staff.
Initiated Building Cadet program in FY 2007, providing a career pathway commencing in Estimating through to a number of departmental teams within the organisation. Result highlights include graduates from the Cadet program that make up an entire Estimating Team, Contracts Administrators and Construction Supervisors. During the 7 years of the program just 2 Cadets (31 employed to date) have left Rawson Homes' employment; both to travel overseas
Determined the most economical and profitable dwelling product selection and retaining wall position on Rawson Community/Rawson Projects’ using preliminary design studies. The result provided outcome advantages in cost, ease of construction and marketability.
Improved performance of the Construction Team. Implemented processes and procedures to provide a high accuracy of Pre Construction documentation and developed a training and mentoring program, which included QA documentation.
Member of the Innovation Committee.
Develop product /spec and to meet future design trends/lot sizes
Identify future Display home sites and Design and deliver all Display Homes
Network with Developers and Homeworld to secure future DH sites
Ensure that designs meet future needs of the business e.g lot sizes
Cost Engineering and buildability
Ensure designs are priced to meet the target market whilst achieving required margin
In partnership with the Marketing Manager, developed the “Real Price” and “Price Hike” position;
Real Price is a genuine Fixed Price – market leading
Provides a genuine fixed price list, which includes – all site costs, Basix (Energy Efficiency Rating), service connections.
Price Hike raised consumer awareness of the pitfalls of selecting a ‘Base Price Builder”
Raised Brand awareness – regarded by many as market leading within the Industry
Developed Library of construction definitions and photos;
Showing examples of site cut/fill
Piering, DEB etc
Coordinated site tours to demonstrate/explain Site Costs to Sales Consultants
Developed and implemented workflows for;
Sales – TR process - Sugar
Pre Con process - OSC
Construction and Warranty process – OSC
Policies & Processes
Integration of policies and processes between 5 unique Business Units;
ACT, CNSW, HUN and SYD aligned with some variation to accommodate regional requirements, such as varying DCP’s for specific LGA, DV06 in ACT, Estate Guidelines
PRO – adapted a Project Home model to accommodate a semi commercial business unit
Develop Business Plans and yearly Financial plans in conjunction with CFO;
Guide and assist BU GM’s to develop yearly budgets for Sales, Starts, Margin & EBIT
Monitor and report on BAT, BAS and FNC margin for ALL BU
Work closely with the Finance Team to proactively manage Fin performance of ALL BU
Led the team to become customer focused and fostered a culture of ownership;
Treat others how you wish to be treated
Identify the root problem, swim upstream and fix it
When we have make a mistake, put your hand up and suggest the remedy
The customer belongs to all of us: Beyond the journey
Celebrate successes (Testimonials)
Building and Developing and retaining a young enthusiastic Team;
Circa 230 staff – over 30% under 30
Developed career path for Cadets through to Project Management/Site Managers