Identifying and securing new land for wind and solar farms, through guidance from our insights team and various interactions with landowners, local communities and government entities.

Responsible for the securement of new land for the research and development of renewable energy power plants.

Legal: Establishing of both the Flight School and Commercial Operations. Liaising with Civil Aviation on all approvals, manuals, procedures, and amendmentsHuman Resources: Establishing of Team consisting of Pilots, Instructors, Safety and Quality ManagersSales: Strategy, Marketing Material, Client interaction, Closing of short and long term contracts Accounting: Budgeting, Sales, cash flow and growth forecast, Job costings, and Invoicing. Operations: Crew and Equipment scheduling, Logistics, Job planning, and PermissionsOther: Research, Camera Operator, Security, Observer

I was originally appointed as Operations Manager, but very soon after took on the responsibilities of Sales as well; becoming one of the best Sales and Implementation staff in the company. My responsibilities were as follow –Operations: Managing sales staff, assisting with onboarding of new clients, testing of new features, Client feedback on new and suggested features, Liaising with clients on new features and problems.Accounting: Recon of client accounts, invoicing, payment collections Sales: Cold calling, Scheduling of sales meetings, and presenting solutions to potential clients, Sales tracking.Activitar is a Real-Time Reservation Solution focusing 100% on the Activity Industry.

Base (General) Manager April 2010 – April 2013Turnover: Started at R2 Million build it up to R15 Million PlusStaff: 10 Permanent & 8 ContractI was approached by a new investor that later became the sole owner of CTH to join the team at Civair Helicopters. My appointment was based on my performance at Base 4 Aviation and my core responsibility was to run the company from Day-to-Day and assist with a turnaround strategy as Civair was running at a loss at that point. This was achieved within 3 month by implementing new procedures, appointing the right staff and with an aggressive Marketing Strategy. In addition to these responsibilities I was also responsible for – • Sales & Marketing—Brand Awareness, Advertorial Designs, Marketing strategies, Marketing & Corporate Sales. Controlling Content for Website and Printed Media, Website analysis with Google Tools to grow online sales. Sourcing New Suppliers and securing more business, following up on possible sales leads and Visiting and Representing Civair / Cape Town Helicopters at Tradeshows and Expo’s. • Human Resources—Appointing and Training of Staff, Managing of staff, Wages, Disciplinary Procedures• Finance—Budgets, Sales Reports, Controlling Expenses for Wages, Salaries, Purchases• Maintenance—Costing and Purchasing and/or contracting of maintenance to upgrade visual appeal of business• Admin—Implementation of new Admin procedures and also keeping all SACAA relevant files and requirements current

Base (General) Manager April 2010 – April 2011Turnover: Started at R2 Million build it up to R6 Million PlusStaff: 10 Permanent & 8 ContractI was approached by a new investor that later became the sole owner of CTH to join the team at Civair Helicopters. My appointment was based on my performance at Base 4 Aviation and my core responsibility was to run the company from Day-to-Day and assist with a turnaround strategy as Civair was running at a loss at that point. This was achieved within 3 month by implementing new procedures, appointing the right staff and with an aggressive Marketing Strategy. In addition to these responsibilities I was also responsible for – • Sales & Marketing—Brand Awareness, Advertorial Designs, Marketing strategies, Marketing & Corporate Sales. Controlling Content for Website and Printed Media, Website analysis with Google Tools to grow online sales. Sourcing New Suppliers and securing more business, following up on possible sales leads and Visiting and Representing Civair / Cape Town Helicopters at Tradeshows and Expo’s. • Human Resources—Appointing and Training of Staff, Managing of staff, Wages, Disciplinary Procedures• Finance—Budgets, Sales Reports, Controlling Expenses for Wages, Salaries, Purchases• Maintenance—Costing and Purchasing and/or contracting of maintenance to upgrade visual appeal of business• Admin—Implementation of new Admin procedures and also keeping all SACAA relevant files and requirements current

Turnover: +/- R8 MillionStaff: 10 Permanent & 4 ContractI was approached to assist in the opening of a New Base. The previous business on the location was in liquidation at the time. We started with a revamp of the premises—Hands on Project Managed—and onto securing key sales companies that assisted us in breaking-even within 3 months. I left Base 4 to pursue a new opportunity at Civair Helicopters. My responsibilities were the same as above with Civair / Cape Town Helicopter.

I was the first Manager appointed as Head of Department for all 3 Ground Floor Restaurants. I assisted with the smooth transition of having 3 Restaurants with “3 Groups” of staff cross-trained to have 1 Pool of Staff for all 3 Restaurants. This was a challenge which paid off well and resulted in a career highlight for me. The human resources reporting to me consisted of 4 Managers, 85 Waiters and 10 Barmen.

After returning from the USA after 3 years, I started at the Sheraton Hotel (Later became Westin Grand) as Assistant Manager. I assisted with all aspects of running the Department; from staff training to set-up and smooth running of functions for everyone, from the “man-on-the-street” to Ministers of Parliament. Function sizes were between 10 and 600. I was required to simultaneously manage 4—6 venues with a staffing complement of anything from 5—120 at any given time.

$2 Million PlusStaff: 1 Managers & 40 Waiters/BartendersI started at The Club as a waiter in 2004 and shortly after commencing my contract as a seasonal worker, I was asked to return the following season and join the in-house Management Training Program. I returned in 2005 and was immediately appointed as Manager of the Bayside Grill and The Admirals Room. Bayside Grill was then seen as the worst of 4 Restaurants on the property. It was my duty to appoint new staff and put the right procedures in place to make it a success. I am proud to say that 2 years later when I left, the Restaurant was a major success and compared to the Top Restaurants in America by guests who frequented there. The Fine Dining Experience we offered at night was fully booked 2 weeks in advance.Responsibilities Included but were not limited to:• Managed personnel, finances, menu, and inventory for 240 seat A-la-carte/Buffet Restaurant, Bar, Halfway House, Room Service Division & 3 Card Rooms• Experienced in preparing banquets including menu planning, course preparation, room setup, and arranging for special requests.• Acquired a strong knowledge of basic kitchen and restaurant management, such as supervision, discipline, scheduling, training, POS setup, accounting, and marketing.• Regulated inventory levels ensuring adequate supply of liquor, wine, and beer.• Streamlined and controlled payroll costs without sacrificing guest satisfaction.• Trained and supervised restaurant employees, delegated tasks, created daily and weekly menus. Worked closely with food and beverage director, catering director, and the general manager to ensure efficient service in all areas.• Maximized profitability by maintaining low food and labour costs.• Consistently recognized for excellent interpersonal skills, and strong ability to work under.

I worked for the duration of a 6 months at Glen Oaks while my Visa was finalized to return to the Club at Admirals Cove.

Assisted in all department while I was looking for an opportunity to return overseas again. Running Conferences, the Guesthouse and being a waiter and bartender in the restaurant.

I started at Carnoustie Golf Resort & Spa Hotel as Bartender and very soon after got promoted to Assistant Bar Manger and later also took on the role of Duty Manager. Being part of the team and managing the Hotel, Bar and Conference / Events Venue gave me the confidence to learn valuable leadership & management lessons at a young age. This certainly contributed towards my passion for leadership, being always service and customer orientated.