I was responsible for the overall strategy and management of the school that includes the following:• The Creche and Pre-primary School• The Preparatory School• The College• Sports and cultural programmes• Marketing• Finances• Human resources • Administration• Facilities • Boarding • Information and communications technologyWhen I was appointed to the post at the beginning of 2013, the school was in dire straits. It had rapidly declining learner numbers, large debt and growing operational losses, poor morale, significant discipline problems and a bad reputation and image within both the local and ISASA communitiesIn September 2013 I relinquished the role of Head of College to focus more on the strategic future and sustainability of the school.I reported directly to the Board. I had 9 direct reports and approximately 175 indirect reports.Although there is still a lot to do at Bishop Bavin, I can confidently state that the school made big strides over the past 6.5 years towards getting back on its feet and on its way towards taking its place as one of the leading independent schools in Johannesburg. Just before leaving, I had started a strategic planning session now that the school was less focussed on crisis-management and could turn its attention to sustainability and growth.

I was responsible for everything at St John’s that is not academic. These areas included full responsibility for the following:• Finances and budgeting• Human resources and remuneration• Administration, printing and procurement• Security• Facilities management and maintenance• Grounds and gardens• Outsourced contracts and labour• Boarding and catering functions• External events and functions• Information and communications technology• Financial aid, scholarships and bursaries• Transportation• Insurance and risk management• Special projectsWhen I left, the operating budget was approximately R175 million (2012), with a capital budget of R300 million over two years.My achievements over the 9-plus years included:• Designing and introducing a system to make the campus cashless.• Complete review of all outsourced contracts, thereby saving the College a significant sum of money.• Reviewing the risk profile and insurance cover of the College, and again saving significant money without compromising the risk.• Introducing zero-based budgeting across the school.• Driving initiatives to increase the number of, and funding for, boys from previously disadvantaged backgrounds to attend the College.• Introduced processes, controls and systems to streamline the administration and ensure cost effectiveness of expenditure.• Reviewing and enhancing security systems and infrastructure to safeguard the campus and its occupants.For the duration of my time at St John’s, I sat on the Head of Academic Departments, Sports, Scholarships and Bursaries, Building, Finance, Old Johannians, and Council Exco committees, as well as being a member of Council. I also chaired the board of The Bridge Nursery School, a joint venture between St John’s and Roedean School . I was on the management committee for The St John’s Academy, an outreach venture to inner-city schoolboys to improve their English, Maths and Science.