Our Founder – Profitable Personnel

Our Founder

A little bit about David Osborne | CEO and Founder of
Profitable Personnel

David Osborne | CEO and Founder of Profitable Personnel

David was born in 1959 in a suburb of London called Finchley soon to become famous for being Margaret Thatcher’s constituency.He developed his passion for performance from his experiences in the Military as a Member of the Modern Pentathlon School of Excellence, as the WA State Triathlon Coach, which lead to the largest medal haul in the State’s history at a National event. David’s Coach, Olympic Gold Medalist Jeremy Fox.

Military Service – UK


My father had a strong sense of military service and fought in Normandy with the Royal Sussex Regiment in the Second World War. Unfortunately, the injuries my father sustained in his military service contributed to his death when He was sixteen. This strong sense of military service inspired me to join the Army in 1978 as an Electrical and Mechanical Engineer. Having a passion for sport and having seen one of the regiment’s officers just win an Olympic Gold Medal at the Montreal Games, He decided that He would like to train as a Modern Pentathlete at the Great Britain School of Excellence.



As a member of the Modern Pentathlon School of Excellent He learnt.

  • How quickly you can become good at something with the right people around you.
  • How we all need great coaches to get ahead.
  • How you need to look at the person’s whole situation even when coaching in just one aspect of life.
  • He also learnt He had a very strong sense of independence and disliked being told what to do.


It had always been a dream for him to live in Australia after reading the book The Chrysalids at school. At eleven he subscribed to two Australian newspapers, to keep up to date with the goings on in the “Lucky Country”. With his love of multi sports, and need for independence he established a Triathlon Club, and using the techniques he learnt in the Army he found that it was easy to form a group of athletes and take them to become the best club and squad in the State, within six months. As a result, he became the Western Australian State Junior coach for Triathlon in 1992. (There wasn’t a senior coach’s position for Triathlon in 1992). Although the average age of my squad was 15.5 years and they outperformed all senior clubs and Triathlon squads.

As the State coach he learnt and improved my knowledge in:

  • Benchmarking performance and monitoring results.
  • How to set goals that inspire people to perform even when the training is tough and taxing
  • How to train specifically and build upon areas of weakness
  • The importance of specific knowledge
  • How to plan for numerous athletes all with a desire to achieve in different events, in different age groups, and over different distances
  • How everything must be run as a business
  • How there is a return on investment in everything you do

Curtin University – Australia

He decided to move from elite sport and took a position with Curtin University in Kalgoorlie, Western Australia. He worked across the tertiary and the vocational sectors as the team leader delivering commercial training in occupational health and safety and management. He lived in Kalgoorlie for eight years. During this time, He worked full time, undertook postgraduate studies and continued with my love of sport. One of my greatest achievements during this period was to run non – stop 120 km pushing a wheelbarrow of Iron Ore from the Whims Creek Hotel to Port Hedland.

Photos of David pushing a wheelbarrow 120km full of iron ore in the Black Rock Stakes

Audio clip of David pushing a wheelbarrow 120km full of iron ore in the Black Rock Stakes

As University lecturer in Kalgoorlie He learnt:

  • That qualifications as important as the results you can achieve through the application of the knowledge
  • How training has a limited impact if the student does not value the education, does not want to change, or goes back into an environment that does not support their new learning
  • That policies and procedures do not drive a business, people do
  • How bullying is used as a key managerial practice in many organizations, even educational establishments
  • How so much time, energy and resources are wasted in all areas of business
  • That I loved knowledge and was brave enough to experiment with it and not take a theory on as “gospel”

Barrick Gold Mining Company – Australia

After eight years as a Curtin University lecturer He decided that even though He work with primary industry, He wanted to experience working in primary industry, and so He took a position as a mine site coordinator a Granny Smith mine in Laverton.

As a fly in fly out training coordinator He learnt:


  • That there is significant employee disengagement, and often the senior management team is either unaware aware of it or does not know the real impact of it on their business
  • How to examine business performance by using value driver trees
  • How to audit the effectiveness of a procedure to ensure an increase in performance
  • How to gather and nurture the creation of business improvement ideas
  • How the workforce has hundreds of thousands of dollars of business improvement ideas that management often never get to hear about  because employees are disengaged
  • That many staff are just “treading water” and waiting for someone to assist them make the decision for them to move on.


“You have opened up so many people’s minds in different ways…whether it was to open someone’s mind to new ideas, offer them a book to read or introduce them to another way of learning.”

Ciemone Nielsen – Human Resource Manager