NAUI Board of Directors Election
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14 Townsend Street
Portland VIC 3305
Phone: 03 5523 6392
Fax: 03 5521 7255
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Frank is the CEO of Professional Divers Group which operates 3 shops and a commercial diving school that is growing and profitable.
He holds a range of tertiary qualifications including two Masters Degrees including a number of teaching qualifications. Frank comes from a law enforcement and diving background.
Frank served in local government (13 years) and served two terms as a Mayor. He was an inaugural NAUI Australia board member and saw NAUI Australia rise to prominence with more certifications than any other agency at the time. He served his term and did not seek reappointment because his skills and time were needed in his business. He later applied for, and served another term on the NAUI Australia Board and during this second term saw NAUI grow and mature to a high level of market share, very much the envy of other organisations. When NAUI was financially strong with outstanding governance, accountability and reputation, he left the board to return to his business with NAUI in good hands.
He served on many Boards over the past 20 years, including government and private companies including Chair of the Portland Eco Trust.
Professionally, a Fellow of the Australian Institute of Management, a member of the Risk Management Institute, Australian Institute of Company Directors and Chartered professional Member of the Safety Institute of Australia. He chairs the Bravery Institute of Australia.
Frank was awarded the NAUI Outstanding Service Award 1994 (Australia) and attended over 29 ITC programs being a long standing Course Director.
I have successfully worked in the industry over the past 3 plus decades and presently employ 57 persons in the diving industry with 3 shops and 1 commercial diving school, all returning good profits and growth. I know how hard it is, and how successful you can be, in this industry.
I strongly believe a board must be strategic and leave tactics to management. A board must not try to row the boat, nor steer the boat but direct where its cargo is delivered, at what time and cost.
Simply, grow the NAUI label worldwide, increase market share, develop innovative products, and support our members whilst reducing costs wherever possible.
Locally, I have refreshed interest in NAUI specialty courses with great returns. Whilst not applicable to everyone, these programs have reinvigorated and enhanced the NAUI name and reputation. For example the NAUI Standard Dress Diving Program
NAUI has the potential to achieve many things; I am committed to widely consulting with members to obtain a realistic position for the organisation and then aggressively delivering that potential through a collegiate, accountable and productive board.
I bring an experienced, fresh, qualified and international commitment. I want to see no more bickering – let’s get on with the job.
Elect me and help me help to grow NAUI so we can all prosper!
Answers To The
BOD Election Questions
1. As I have only been a NAUI instructor, I really cannot answer this question through comparison. I can comment that the vision and values of NAUI have had a direct impact on how I manage my business which has had over 11 years of consecutive growth and even now is outstripping the increased growth expectations at all levels of industry best practice. I feel that NAUI is not doing enough to develop our members for the roles and should be a priority for the board for without good people we are destined to fail.
2. Strategy one, first and foremost, a proper strategic plan after canvassing and consulting with members to understand their needs and wants and the industry trends. In the past NAUI was the trend setter, we are now the trend follower – time to step up to the plate folks and take the leadership role. New IT, better products, enhanced franchise opportunities all support better profit margins, the leaders in the world spend up to one third of the budgets on research and development – NAUI?
Strategy two, develop and grow the global network, our industry is seasonal but does not need to be. Develop and deliver strategies which better enhance the seasonal and travel opportunities and also the enhanced benefits to keep great NAUI people employed with proper career prospects. There is much we must do.
3. Standards are not and should never be set in concrete as change is the only constant, the rate of adaptability to change determines who is going to win or lose. NAUI has done some great work on its standards, more work needs to follow and be ongoing. The board must be across this change and needs to look globally at what suits member’s needs, the applicability of those needs and maintain our professional standards. We must be the best at this or we are failing our members.