Strategy is complex - but it doesn't have to be complicated. This is why I co-founded Metavolve – to give founders the clarity and confidence they need to accelerate their business growth.With our unique Strategy Development Programme, we've helped 80+ founders across 20 industries in 14 countries.Here's what they've said about the impact we've had:🟦 “As the first quarter comes to an end, we have already achieved 80% of our last year's sales and have reactivated 60% of our agriHUBS, with a strong pipeline of over 100 new agrimerchants awaiting to be onboarded!Our operational team has grown, and the onboarding is taking shape well, much better than last year, as I have been able to break down the strategy and communicate it in the onboarding sessions.Team Morale is high!” - Kizito Odhiambo, agriBORA🟦 “There's loads of knowledge and tools out there that you could use to help you craft your own strategy. However, I would argue that you are unlikely to achieve as good a result as with Metavolve's facilitated Strategy Development Programme.We have more clarity in how think and talk about our business. And we have a pragmatic plan of cascading goals from long-term down to quarterly to help us achieve that.” - Trevor Gowing, Decode DevelopmentI'm here to simplify your path to success. Are you ready to take it?➡️ BOOK YOUR FIRST STRATEGY CONSULTATION

Sleuth is an innovation consultancy focused on products, services, sales and marketing. The purpose of my role was to lead Change Management and Organisational Development for Sleuth and its clients. Client-facing, I achieved the following:- Facilitated multiple strategy off-sites with the leaders and managers of a business with revenues exceeding R100m- Travelled nationally to map out the system and process changes for a client in the automotive industry, which led to the development of a new CRM enterprise system- Designed a comprehensive development plan for a Financial Manager transitioning to a COO positionInternally, I achieved the following:- I began the process of an organisational re-design following a rigorous diagnostic inquiry of the state of the business- I met the person who would become my business partner at Metavolve (we exited on positive and ethical terms)

TFG is a fashion lifestyle retailer employing 29,000+ people across 29 brands, 32 countries and 4,000+ stores.Reported into the Head of Business Optimisation (reports to the CFO) to collaborate with the Head of Sustainability on redeveloping the group's sustainability strategy and designing new sustainability and CSI projects. Key responsibilities are to:- Design high-level strategies and short-to-medium term project plans to address the group's material impact areas- Engage with senior stakeholders across the supply chain to understand the group's sustainability challenges and opportunities- Provide recommendations based on qualitative and quantitative research conducted internally (e.g. waste data and processes) and externally (e.g. peer comparisons and ESG indices)Reporting into the Business Optimisation Manager responsible for Change Management ("dotted line") and collaborating with the Organisational Development and Change Management Specialist to manage the implementation of a new Business Spend Management operating model and system. Key responsibilities are to:- Design and use change management measurement tools based on the ADKAR model- Design the group-wide communications plan- Design and develop content for the communications plan

Held multiple reporting lines and portfolios at the same time. Reported into the Consulting Psychologist (accountable to the Head of Talent) for the Industrial/Organisational Psychology (I/OP) internship deliverables and the group's psychometric assessments. Reported into the Business Optimisation Manager (reports to the Head of Business Optimisation) for the Change Management and HR-related deliverables for the Strategic Target Operating Model Programme (STORM; i.e. redesigning and restructuring business functions). Held a temporary reporting line into the HR Systems Manager (reports to the Head of HR Information Management) until the Employee Onboarding System was configured and deployed into production (October 2019).Key responsibilities were to:- Competently and sufficiently complete all 6 areas of the I/OP internship, which were: Organisational Psychology, HR/Personnel Psychology, Career Psychology and Employee Wellness, Psychometric Testing and Assessment, Training and Development, and Ethics- Manage the processes and administration of all psychometric assessment activities in the group- Lead the functional configuration and implementation of the Employee Onboarding System, which included the end-to-end process from gathering business requirements and managing the vendor relationship to UAT and Go-Live- Own certain change management deliverables for organisation redesign, such as job analyses, recruitment and selection tool/activity design, employee/job impact assessments and building a RACI model for a governance frameworkAchievements:- Completed the I/OP internship and passed the board exam, which confirms competence to perform within the profession's scope of practice (section 7 in this URL https://bit.ly/3feoiku)- Requested to analyze and provide recommendations on the group's sustainability strategy- Deployed the Onboarding System to production on schedule

Department: HR SystemsPromoted from HR Intern to HR Trainee, but reporting line and key responsibilities did not change.

Reported into the HR Systems Manager to work with a team of 5 people (2 Business Analysts, 2 HR Systems Analysts and 1 Project Manager) and 2 vendors on the configuration, enhancement and integration of new and existing HR Systems. Key responsibilities were to:- Act as the Primary Administrator for the group's Talent Acquisition System (TAS), which included all enhancements (e.g. integration with SHL assessments), user queries, reporting and vendor relationship management- Act as the Functional Lead for the Onboarding System implementation- Act as the Functional Second for the HR Mobile App development project, which included requirements gathering, beta testing and vendor consultation- Act as the Functional Second for the automation of recruitment requisitions, which included requirements gathering, process mapping and practical consultation for use in the recruitment processes and TAS

Reported into the Senior Manager for Talent Acquisition, who reported into the Head of Talent Management. Worked with a team of 3 others (Snr HR Systems Analyst, Recruitment Manager, Project Manager) that was responsible for driving the implementation and usage strategy of the group's Talent Acquisition System (TAS). Key responsibilities were to:- Coordinate and facilitate training to all 150+ system end-users- Monitor and report on recruiter and process KPIs- Address any user performance gaps and solve system queries- Map and consolidate all recruitment processes across the group (highly decentralized at the time)Achievements:- Received the "You're a Gem" Award for new starters who have made a big impact and whom the team could not do without- Presented on the performance, process and financial improvements of the TAS to the HR Director

LaytonMelville is a niche HR Consulting firm based in Cape Town. LaytonMelville focuses on strategic alignment and the optimisation of human capital for SMMEs, as well as recruitment and selection solutions.Key responsibilities were to:- Advise SMMEs on people management and strategic alignment practices- Facilitate the design of the Mission, Vision, Values and Culture of a client- Recruit and select candidates for clients

Shoprite is the largest food retailer in Africa. Joined the Organisational Change Management team to learn from and support them during two large-scale changes, namely the implementation of SAP and the integration of a new Business Operating Model. Key responsibilities were to:- Evaluate the dependencies and consequences of the new Business Operating Model- Assist with the training needs analysis for the SAP implementation- Research and quality assure e-learning material on Master Data, Pricing, Promotions, Sourcing and Procurement for the Retail Market Sector- Researched KPIs for the new Business Operating ModelAchievements:- Provided a letter of recommendation from the Senior Change Manager without requesting one

One of 8 tutors for the 3rd Year People Management course. Tutored 2 different groups throughout the first semester on Organisational Behaviour, Employee Selection, Employee Relations, Performance Management, and Learning and Development. Responsibilities were to:- Facilitate tutorials and educate students on the content of the previous week's curriculum- Mark tests and exams- Invigilate tests and exams