Anthony Martin

• Spearheaded market analysis efforts to identify growth opportunities in commercial real estate sectors.
• Fostered client relationships, ensuring alignment with organizational objectives and enhancing customer satisfaction.
• Created new business opportunities by broadening the client base.

Accepted a position within the Valuation Services practice of CBRE as a Director. The initial role was to assist with the development of the ACT and the regional areas of southern NSW. The role was developed to undertake a greater participation in the ACT and surrounding regional markets where the company was operating at a level below their industry contemporary's. Roles that were relevant to the position included:

• Relationship building with industry participants that included financial, institutional, legal and financial institutions, and to a greater extent Government.
• Development and implementation of strategies to optimise performance and tenant satisfaction.
• The undertaking of major projects ensuring timely delivery and client satisfaction.
• Established key performance indicators to monitor service quality and drive continuous improvement initiatives.
• Enhanced team collaboration through regular communication, goal setting, and performance evaluations.
• Established a culture of continuous improvement by fostering open communication channels and empowering employees to voice their ideas.
• Cultivated a positive work environment that fostered employee engagement boosted overall team morale.
• Leveraged professional networks and industry knowledge to strengthen client relationships.
• Strengthened financial health with rigorous cost control measures and revenue enhancement strategies.
• Improved team morale and productivity by implementing comprehensive professional development program.
• Implemented business strategies, increasing revenue, and effectively targeting new markets.

Employed to establish the Sydney office for the regional based Taylor Byrne network.

The role included dealing with existing clients of the company and development of other areas of practice that aligned with the company's focus.

Within the role I was responsible for my own balance sheet and attracting and training new staff.

The role was abolished upon the acquisition of Taylor Byrne by Landmark White.

Appointed Director of Valuation & Advisory following the merger of Oracle Property with C&W.

Over the tenure of the role I was able to:

• Grow the business from a single office with a focus on residential mortgage valuations to a network of Eastern State offices that provided a broad variety of advice including mortgage, legal, financial reporting and acquisition and disposal.
• Developed relationships with stakeholders that included major banks, REIT's, institutional investors, legal and financial practitioners and Government.
• Introduced strategic initiatives to enhance operational efficiency across all business units.
• Developed and implemented market strategies to drive revenue growth and improve client satisfaction.

Established Oracle Property, a boutique Valuation & advisory business that operated across a broad range of asset classes including the retail, commercial and industrial sectors, as well prestige residential and development. The client base was varied and included major banks and financial institutions, institutional owners, REIT's, legal and financial institutions and Government.

The role encompassed a variety of tasks that included:

• Business establishment.
• Stakeholder engagement in the development of a client base.
• Staff development and training.
• Quality Assurance.
• Developed and implemented policies enhancing compliance with industry regulations and best practices.
• Business management and compliance.

The business was merged into Cushman & Wakefield in 2010.

Tasked with the establishment of a valuation and advisory business in a major suburban market for a major industry participant.

The role included:

• Team building and staff development.
• Business growth and development with both existing and potential clients.
• Ensuring and enhancement of business operating standards.
• Was responsible for an office balance sheet that required achieving strong revenue growth and maintaining appropriate expenditure.