• A key driver of the motivation for and implementation of the establishment of Hytec’s workshops in Gaborone Botswana and Kitwe Zambia.• With the Botswana management team, developed, marketed and implemented the first Service Level agreement in Botswana.• With the Mozambique management team, developed, marketed and implemented one of the first Service Level agreement in Mozambique.• With the Namibian management team, motivated for and oversaw of the establishment of a Hytec branch… Show more • A key driver of the motivation for and implementation of the establishment of Hytec’s workshops in Gaborone Botswana and Kitwe Zambia.• With the Botswana management team, developed, marketed and implemented the first Service Level agreement in Botswana.• With the Mozambique management team, developed, marketed and implemented one of the first Service Level agreement in Mozambique.• With the Namibian management team, motivated for and oversaw of the establishment of a Hytec branch in Tsumeb.• Initiated and oversaw the efficient restructuring of the various African operations in the downturn periods. Show less

Highlights:Coordinate the technical training department activities ensuring the appropriate training material and resources are available to uplift the skills of our artisans and our customers’ artisans when required. The number or artisans in the Sandvik Apprenticeship program from approx. 180 to 300 artisans in this period.Coordinate the SHEQ department activities to ensure that there are the necessary resources and skills available to drive the Sandvik Global SHEQ programs… Show more Highlights:Coordinate the technical training department activities ensuring the appropriate training material and resources are available to uplift the skills of our artisans and our customers’ artisans when required. The number or artisans in the Sandvik Apprenticeship program from approx. 180 to 300 artisans in this period.Coordinate the SHEQ department activities to ensure that there are the necessary resources and skills available to drive the Sandvik Global SHEQ programs throughout the Region. The region reduced the Lost Time Injury frequency reported from 2.1 in 2009 to .9 in 2011 and the Total Recorded Injury frequency from 7 in 2009 to 5.1 in 2011.Reporting to the Region President and Responsible for:Strategic planning of the Region’s aftermarket support structures, business processes and operational support for the aftermarket business. Ensuring that Customer segments have the necessary systems, tools and processes to support their businessesKey responsibilities included:Manage the Parts pricing with a particular focus on ensuring consistent application of the pricing rules across the region Monitor the parts gross margins and ensure that they are maintained at the forecast level.Apply the Global pricing principles to the Regions parts pricing. Agree, monitor and follow up with SMCL, the service delivery required to meet Customer service expectation.Operational responsibility for logistics performance in those entities where SMCL was not presentManage the inventory contribution to the Regions Net Working Capital. Operational responsibility for SMC’s Central Order desk in Johannesburg Commercial risk management of performance contracts including the implementation of consistent and standard performance contract structures and the development of Predictive Operating Cost models. Coordinating the implementation of SMC’s OH&S policies, procedures and objectives Show less

Highlights:As the Business line Manager for Parts and Service from 2004 to 2007 and then Aftermarket Director for the Region from Mar 2007 to Mar 2009, I managed one of the most profitable aftermarket Regions in Sandvik Mining. During the period 2005 – 2009 Parts revenues in the Region grew by approximately 65%. The Region included; South Africa and Southern Africa, Zimbabwe, Zambia, Ghana, Reporting directly to the Regional President and responsible for:Growing the… Show more Highlights:As the Business line Manager for Parts and Service from 2004 to 2007 and then Aftermarket Director for the Region from Mar 2007 to Mar 2009, I managed one of the most profitable aftermarket Regions in Sandvik Mining. During the period 2005 – 2009 Parts revenues in the Region grew by approximately 65%. The Region included; South Africa and Southern Africa, Zimbabwe, Zambia, Ghana, Reporting directly to the Regional President and responsible for:Growing the Aftermarket business, ensuring the required business support structures, business processes and operational support for the aftermarket business is in place.Ensuring that Customer segments have the necessary systems, tools and processes to support their businessesKey responsibilities included:Promote and grow the Parts and Service sales within the RegionManage the Parts pricing with a particular focus on ensuring consistent application of the pricing rules across the region Manage the profitability of the Asset agreements in the Region. During this period there were in excess of 25 Asset Agreements in the RegionManage the inventory contribution to the Regions Net Working Capital. Operational responsibility for SMC’s Central Order desk in JohannesburgCommercial risk management of performance contracts including the implementation of consistent and standard performance contract structures and the development of Predictive Operating Cost models. Show less

Highlights:As the Business line Manager for Parts and Service from 2004 to 2007 and then Aftermarket Director for the Region from Mar 2007 to Mar 2009, I managed one of the most profitable aftermarket Regions in Sandvik Mining. During the period 2005 – 2009 Parts revenues in the Region grew from approx. Sek .91 Billion to Sek 1.5 Billion with margins averaging about 25%. The Region included; South Africa and Southern Africa, Zimbabwe, Zambia, Ghana, Tanzania, MaliReporting… Show more Highlights:As the Business line Manager for Parts and Service from 2004 to 2007 and then Aftermarket Director for the Region from Mar 2007 to Mar 2009, I managed one of the most profitable aftermarket Regions in Sandvik Mining. During the period 2005 – 2009 Parts revenues in the Region grew from approx. Sek .91 Billion to Sek 1.5 Billion with margins averaging about 25%. The Region included; South Africa and Southern Africa, Zimbabwe, Zambia, Ghana, Tanzania, MaliReporting directly to the Regional President and responsible for:Growing the Aftermarket business, ensuring the required business support structures, business processes and operational support for the aftermarket business is in place.Ensuring that Customer segments have the necessary systems, tools and processes to support their businessesKey responmsibilities included:Promote and grow the Parts and Service sales within the RegionManage the Parts pricing with a particular focus on ensuring consistent application of the pricing rules across the regionManage the profitability of the Asset agreements in the Region. Manage the parts gross margins ensuring that KPI’s were met and margins maintained at the forecast level.Manage the inventory contribution to the Regions Net Working Capital. Operational responsibility for SMC’s Central Order desk in Johannesburg Commercial risk management of performance contracts including the implementation of consistent and standard performance contract structures and the development of Predictive Operating Cost models. Show less

Highlights:Assisted in the Incorporation of Tamrock Zimbabwe, Company supplying capital equipment to the mines in Zimbabwe in 1994. As the Financial officer set up the Accounting systems and financial reporting for the Company and at the same time developed the supply chain systems and processes in that Company. Managed the merger of Sandvik Zimbabwe and Tamrock Zimbabwe in 1999 and was then appointed as Managing Director of the consolidated company. The team developed and… Show more Highlights:Assisted in the Incorporation of Tamrock Zimbabwe, Company supplying capital equipment to the mines in Zimbabwe in 1994. As the Financial officer set up the Accounting systems and financial reporting for the Company and at the same time developed the supply chain systems and processes in that Company. Managed the merger of Sandvik Zimbabwe and Tamrock Zimbabwe in 1999 and was then appointed as Managing Director of the consolidated company. The team developed and operated a highly profitable Company in an extremely volatile inflationary market in Zimbabwe where the Government’s fiscal regulations were onerous and hostile to foreign investors. There was a staff compliment of about 125 people with a turnover of approx. ZAR 300 mill. A member of a small team that developed and implemented a marketing strategy for the introduction of the first low profile underground drills, loaders and bolters into the platinum mines in Zimbabwe With the Zimbabwe management team, developed, marketed and implemented one of the first performance contracts in the African Region using Sandvik Equipment at Zimplats. By the end of 2003 there were approx. 80 Sandvik employees on this contract. This has proved to be the foundation and sustainability of the current Sandvik Zimbabwe operation Reporting to the Regional President and responsible for:Ensuring the long-term sustainable growth and profitability of the Zimbabwean subsidiary. Key responsibilities included: Profit & Loss and Balance sheet responsibility for SMC ZimbabweManage the merger of Sandvik and Tamrock, to comply with the Global agreementDeveloping the existing customer base and grow and development new opportunities within the mining and engineering industry. Show less