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Former trainee Allan de Plater now captains the

flagship

Tribal Warrior. Photo: Frederic Courbet

In the wake of the global financial crisis of

2007–2008, Jawun secondees focused on a strategy

and business plan targeting the surest markets for

Tribal Warrior’s product. It worked, and today

cultural cruises take 45 group bookings a year,

including from Jawun partners such as Westpac,

QBE and KPMG.

Shane sees how one success led to another: a

stronger organisation enabled an effective training

and mentoring program, and supported profitable

social enterprises. A solid track record justifies

more growth:

Our past gives us credibility. We’ve been operating

with maritime training and cultural cruises for

nearly 20 years. When I go in to pitch a new idea, I

have tangible assets to show. I can show them our

mentoring program, where ex-mentees are now

working, including as formal employees on our

cruises. These guys are also creating good influence

back in the community, setting a benchmark there

when they could have been costing the government

a lot of money if they’d stayed on drugs. I can

show them how the cultural cruises see a growth

in revenue and sales every year, and how profits

go straight back into the community because it’s a

100% social enterprise. It’s running by itself so I can

focus on new programs. And when I do, and pitch

an idea, I know we have all that at our back. That’s

massively important.

I am that person whose life turned

around because of Tribal Warrior.

Before I did the training I had a

cleaning certificate—you don’t even

need a cleaning certificate! The

training meant I could take care of

my family, I could make choices, my

family could make choices, and I

could be part of a community.

36 JAWUN 

2017 LEARNINGS AND INSIGHTS