Arthur Lees-Rolfe Email & Phone Number

Lilongwe, Mw

Oslo, Norway

Solar Mini Grid project management.Contracting, Monitoring, Servicing, Maintenance.Project Financing.Fee 4 Service.

Lilongwe, Central Region, Malawi

Supply Chain systems and optimisation.

Lilongwe, Central Region, Malawi

Team Lead for the SCM Integration Review for MOH funded by Global Fund. This was on 'what needs to be done' to allow the integration of the supply chains of the MOH (through CMST), USAID (through Chemonics) and The Global Fund (through the PIU) into one supply chain.Also Team Lead for the field research teams for the UNDP funded investigation into the ability of health centres to be able to have a mobile inventory system, also done for MOH. This was done over 3 Districts (366 facilities) and will be implemented by December 2020.

Windhoek, Khomas, Namibia

Led the Phase 2 changes for the CMS in Windhoek, focussing on what IT changes needed to be done, including the main office upgrading from a 2Mb line to a 10Mb line, and the configuration changes that are needed within the Syspro system to enable it to manage the flow of information as is needed for change to a data-driven organisation.

Lilongwe, Malawi

Contracted through IHS with DFID funding. Interaction with CMST to resolve their capacity, planning and supply chain issues around the distribution from the central warehouses to the hospitals and health centres. Drug line-items supplied increased from 765 in July 2014 to 4,389 in November 2015 – directly as a result of the systems implemented.

Involved in writing and submitting two patent applications relating to the field of information and payments, and anonymity and payments. Interaction with banking groups in South Africa. Applications were submitted in 2011 and 2012. Expectation is that 2017 should see the first patent granted.

Pretoria

As Executive Manager I managed the Petroleum functions of the National Energy Regulator. Managed the areas of Licencing/Compliance and Operations/Construction for which there were team leaders reporting to me. To complete the team there was a legal advisor and a person for special projects. Member of Exco. Was tasked to “provide leadership and management in the Petroleum Pipelines Regulation Division in terms of the applicable legislation, NERSA policies and procedures, as well as the approved business plan of the Energy Regulator"- In this position I have Analysed and Reviewed submissions to: o Build new facilities  Examples of activities under this include: determining the Regulatory Asset Base, Opex, WACC, Environmental Rehabilitation Fund calculation, Tariffs, Investor return, Residual value, Revaluation of Assets, etceterao Expand existing facilities As aboveo Change existing licence conditions Examples of activities under this include: the potential impacts on the Investor return, impact on tariffs, etceterao Review unintended consequences of legislation How legislating for something that is ‘good’ socially can sometimes change other behaviours so that those that do not need to benefit can act in such a manner that they receive the benefit as wello Propose new regulations to reduce some unintended consequences Relevant to the above pointo Propose new methods of calculating tariffs to ensure equity It can be that some tariff methodologies are no longer valid or that they are not achieving the required aim (say, of increasing investment). This requires a proper and in depth rethink of how the market and/or investors are reacting and thinking of better ways to achieve the original objective.

Singapore

Was the Singapore-based member of a Global Supply Chain Rationalisation initiative in the aftermath of the merger of Chevron, Texaco, and Caltex. All three organisations had their own procurement and supply chain operations, and the global team was tasked at making that into one. This included rationalisation of products (where the specification of fuels by each party were marginally different, to rationalise to one), and the introduction of demand planning, forecasting, replenishment cycles, purchasing rationalisation, and importantly, the supply chain costing.

Set the strategic direction as to how to respond to the eCommerce boom, particulary about how to see who had the strength in the multiple electronic relationships that were mushrooming. Determine the customer interaction points to the Caltex SAP systems, and ensure that Procedures were in place to safeguard customer information. Planned and implemented web-based systems that have been implemented across multiple countries

Singapore

• Transferred from South Africa to Singapore to implement Business Planning mechanisms for the Marketing side of an organisation that was becoming functionalised across multiple countries. Previously the company had been Country orientated, with each country head having a high level of autonomy. Implemented a top-down planning process for the overall company across multiple regions (countries), specifically addressing issues around Inter- and Intra-Company Service Charges.• Setting in place a basis for doing planning across a Region in a consistent manner, with trade-offs between units. This was the first time that the global company had been functionalised, and there were no functional planning mechanisms in place.• Managing the expectations from the various countries between what they believed they needed and what corporate was prepared to give.

South Africa

Various positions in multiple locations in South Africa, starting with a clerk in a bulk fuels depot, to an Area operations manager, to being the Operations Logistics Manager for the region, to working in corporate planning, prior to moving to Singapore.

Mba, Ecommerce, Accounting, Finance

B.Com, Business Economics, Economics

Other subjects were: Accounting, Quantitative Management, Computer Science/Information Management, Labour Law, Tax

Mdp, General Management

A Diploma course that covered general management, and gave me the desire to do the full degree, which I started the following year.