Novus Holdings’ Heatset, Labels and Flexibles Divisions consists of 6 companies situated in the major cities of SA. It has a turnover in excess of R3bn. Asset base of R2.8bn and employs over 1,200 staff.Responsible for evaluating the firm’s sales and manufacturing strategy for Africa in terms of each of the six businesses’ market positioning and manufacturing processes in conjunction with strategic client product and geographical distribution requirements. Less competitive spaces with more sustainable revenue streams were also identified.The strategy led to the investment in digital printing solutions and the exit of over traded market spaces. Reporting Team: Financial Director, Operations Director, Commercial Director and 5 MD’s Game changing value… • The UV Flexo business’s showed a turnover increase of 20%, EBIT increased with 265% and profitability with 205%. • The Gravure & Flexible business secured two blue chip clients enabling us to double turnover and becoming cash flow positive on a monthly basis in the second year of operation and forecasted in the current year to reach profitability targets. • Paarl Media KZN Heatset business improved turnover by 27% and EBIT by 74% and compounded improvement of 255% over two years.

The strategic focus of this position included operational effectiveness, organisational and leadership developments as well as financial management and supply chain efficiency. Delivering an average EBIT profit growth of 5% per annum and compounded profitability improvement of 14%. OPERATIONAL EFFECTIVENESS, QUALITY AND SAFETYResponsibilities included directing manufacturing, manufacturing engineering, materials, procurement, and production control.Game changing value…• Driving of R&D and capital investment decisions• Established relevant metrics and implemented an asset lifecycle program to protect capital assets• Continuously improved capacity and cost flexibility and reduced lead times.• Implement ISO Certification (ISO 9001, ISO 18001, ISO 14001). ORGANISATIONAL AND LEADERSHIP DEVELOPMENTIdentified duplication and unnecessary complexity in various leadership functions which required a re-engineering of the management structure.Game changing value…• The restructuring resulted in the management team being focused and highly productive, as they were able to concentrate on leadership and innovation and drive sales.• The savings allowed us to introduce functional specialist knowledge, thus supporting MD’s and creating collaborative teams.FINANCIAL MANAGEMENT & SUPPLY CHAIN EFFICIENCIESRevenue stream corrective action plans were implemented. Procurement initiatives were developed. Improved foreign exchange contract management.Game changing value…• Revenue stream strategy led to an improvement in gross profit percentages and shorter delivery lead times.• Procurement initiatives led to competitive materials procurement.• Created a more stable foreign exchange pricing environment to our customers.

This complex role encompassed the consolidation of the two most profitable businesses into one production facility. The strategy was to expand the one facility’s footprint - relocating the other, whilst still in full operation. The goal was to establish the first large scale printing facility in SA where two printing processes were successfully introduced, into the same production process, to gain scale of operations. Also attained ISO certification.The project had a capital value of R616m and a time-line of 14 months, these targets were realised both within budget and time frame. ACHIEVEMENTS- Successfully negotiated the restructuring of the workforce in a militant, trade union environment. - Revitalized the management team, while retaining industry scare skills. -- Developed and mentored a high performance team, instilling a values based culture throughout the business.- Achieved the budgeted EBIT targets, despite embarking on the project while both production sites were in full operation. The EBIT profit value improved with 9% and the EBIT percentage improved with 16%.Game-changing value…• Sustained traditional revenue of R1.3bn and generated additional revenue of R130m, as a result of developing new markets.• Implemented improvement programmes resulting in R24m cost reduction and reached a 99.3%. OTIS delivery rating. • Reward by Paarl Media with the Life Time Achievement award for my leadership during this transformational period. 2005 - 2008 fulfilled the role of MD Paarl Web. Promoted in 2008 to MD Paarl Gravure. In 2009 Promoted to MD of Paarl Media Cape (The merger of both Paarl Web and Paarl Gravure).

Strategy resulted in growing a R2.3m EBIT business to R24m EBIT in 30 months.