Duties:In my role as General Manager, I am key in shaping the growth and direction of the business and am responsible for the below duties across the business (Market placement, Sales, Marketing, Design, Manufacturing, staff recruitment Since starting in 2020, with my wealth of knowledge and experience, the business has grown exponentially. • Financial and risk management.• Financial and operational reporting.• Customer relationship and delivery management.• Operational management.• Strategic partnering development.• Strategy and business planning.• Health and Safety.• People, culture, and leadership.• Governance.

Duties:In my role as Department Manager, I am responsible for the below duties across the Gates Department within Prestige Doors & Gates (Sales, Marketing, Design, Manufacturing, Installations and after sales service). Since starting in 2018, with my wealth of knowledge and experience, the department has grown exponentially. • Advise and support estimators and sales executives:• Advice and approve designs, concepts and pricing.• Advise, support Factory manager with process, materials and designs.• Instruct and inspect installation team.• Liaise and follow up with aftersales service.• Staff spend and budget approval.• Inspect and process KPI’s and all other staff reports.• Perform staff performance reviews.• Staff Leave approval.• Create and populate relevant management reports.• Approve marketing campaigns and spend.• Provide or arrange staff training.• Succession planning.• Staff recruitment – interviewing and approval.• Opportunity assessment

• I started Q-tek fabrication in Durban, South Africa in 2005 as a one-man band. I started out manufacturing steel furniture and providing engineering welding services. I had been involved in fabrication and engineering my whole life as my father owned and operated his own Toolmaking firm and I worked in his factory since I was a young boy. I started by manufacturing and installing all products myself as I am a skilled metal fabricator and am very familiar with various 3D design software programs. Six months in, it was clear to me that security barriers would be far more lucrative as there was an insatiable demand in South Africa. As soon as I started to offer these products, business took off. In the almost 13 years of owning and running Q-Tek we grew from a one-man band to a team of 90 permanent staff. I also managed and ran multiple sub-contractor teams simultaneously. The fabrication company also become a group of companies which where internally treated as departments, namely - fabrication, electronics, security store, mini skips and renovations. Q-tek provided various products and services to various customers and industries, from gates, fencing, balustrading and furniture for domestic and industrial clients to mezzanine floors, staircases, structural steel fabrication and erection to various industries and departments of South African government. Q-tek was an ever-expanding business that grew to offering more than just steel products, we offered alarms, CCTV, electric fencing, automation, and various other electronic products. Q-tek mini skips provided a drop off and collect 2m³ mini skip service with 20 skips. Q-Tek renovations provided various building renovations to local developers. Q-tek was a preferred contractor to most of the top Tier 5 building contractors in South Africa. Q-Tek also expanded to doing work across 3 other provinces – mostly for government departments.

• In 2015 I was offered the opportunity to buy an existing KTM motorcycle dealership in Durban (CC Gallery). As I had various other business interests at the time, I approached 2 other local businessmen in the area to become partners in the venture, to which they agreed. Immediately after buying the business, we moved its location and created the first KTM flagship store in South Africa. The project of building the store and the shop fitment was headed by myself and was all done through my other business Q-Tek. Upon opening our doors in March of 2016, the business was a success but desperately needed a stronger dealer principal that our current one. I assumed the role and managed the business until I sold to my partners in 2017.