CEO for the following:- NextGen Training Solutions (Bursaries, Learnerships, End User Computer Training, Business/Soff Skills)- NextGen Risk Assessments (Criminal Checks, Employment History Checks, Qualification Checks, ...)- NextGen Recruitment (IT Sector)- NextGen Technologies (- NextGen Creative Media (Social Media Management, Website Development, Email Marketing, Graphic Design, Photography, Videography, ...)

Business Consultant- Hired to extinguish fires and implement structures.- Created templates for consolidated views.- Fulfilled Roles: Administrator, Business Data Analyzer, Business Intelligence Analyst, Business Optimizer, Business Partner Manager, Business Re-engineer, Change / Culture Stimulator, Client Manager. Department Operational Manager, Framework and Standards Development Implementor, Learner Recruitment Manager, Project Manager, Resource Manager

Gerald Fitzpatrick House and Nursing Home (GFH) is a sub-ecomonic home which houses +/- 78 elderly women from all walks of life. The home runs on an operational budget of around R8 million a year and is responsible for raising about 65% of this as additional funding every year. Craig was approached by the current board to chair the board as the home (non-profit) began a trajectory of becoming more modern and self sustainable. During Craig's tenure, GFH saw the home moving from a 500k loss in the previous year to a 500k surplus in the current financial year. Due to internal challenges, the board was required to be operationally (not ideal for a board member but necessary in this situation). GFH underwent major transformation during this period and continues this vision today.

The Johannesburg Youth Orchestra Company (JYOC) was established in Johannesburg in 1998 as an NGO (Section 21 Company: 1998/22112/08; Non-Profit Organisation: 008-867 with Section 18 (a) tax exemption PBO 18/11/13/2321).Our vision is “to be recognised as the premiere youth music organisation in the world”.Operating in Soweto and Johannesburg, the JYOC responds to the needs of the youth in all communities by providing a centre of musical excellence in orchestral training and a meeting place for almost 700 young people with musical aspirations. Our Teacher Training and Mentorship Programme equips young adults to find work in the music and education sectors.The value of music training is undeniable: children who learn music have an advantage over their peers in terms of emotional, intellectual, cognitive skills and abilities. Through giving young people opportunities to learn, create and participate in music making, the JYOC builds people’s internal capacity to reach their potential.Our mission is “to enhance young lives every day through music”. We achieve this by:- Developing youth through excellent music tuition, while promoting social, personal and artistic growth.- Creating opportunities of choice through top-level music education and training for youth from all communities.- Building community relationships through joint participation in music initiatives.- Offering skills development to young adults for music-related career opportunities.

The Johannesburg Youth Orchestra Company (JYOC) was established in Johannesburg in 1998 as an NGO (Section 21 Company: 1998/22112/08; Non-Profit Organisation: 008-867 with Section 18 (a) tax exemption PBO 18/11/13/2321).Our vision is “to be recognised as the premiere youth music organisation in the world”.Operating in Soweto and Johannesburg, the JYOC responds to the needs of the youth in all communities by providing a centre of musical excellence in orchestral training and a meeting place for almost 700 young people with musical aspirations. Our Teacher Training and Mentorship Programme equips young adults to find work in the music and education sectors.The value of music training is undeniable: children who learn music have an advantage over their peers in terms of emotional, intellectual, cognitive skills and abilities. Through giving young people opportunities to learn, create and participate in music making, the JYOC builds people’s internal capacity to reach their potential.Our mission is “to enhance young lives every day through music”. We achieve this by:- Developing youth through excellent music tuition, while promoting social, personal and artistic growth.- Creating opportunities of choice through top-level music education and training for youth from all communities.- Building community relationships through joint participation in music initiatives.- Offering skills development to young adults for music-related career opportunities.

Took time off to travel some of the world.

Key Accountabilities and ResponsibilitiesBusiness - Participated in developing South African strategic vision. - Consolidated view of all customers, contracts, transactions and pipelines creation. - Managed opportunities and sales cycles. - Developed in-country presence and relationships.- Collaborated with teams to identify and develop opportunities / winning solutions and services. - Understood contractual commitments.- Reviewed and approved customer proposals.- Responsible for all customer account and relationship escalations.- Communicated to executive team (team strategy, priorities, issues, pipelines, strategy, shortfalls, legal, account financials, wins and shortfalls).- EMEA reporting on progress and status. Financial / Targets- Monitored, tracked and managed customer account financial positions.- Managed outstanding customer debt. - Reduced and closed bad business transactions / contracts. - Supported Account Executives to achieve account targets.Customers and Partners / Alliances- Managed sustainable relationships with 24 customers and 18 partners.- Touch-point into executive management (local and global teams, internet, marketing).- Developed strategic relationships with existing / potential customers at executive / management levels. - Built relationships within company and customer to support growth agenda and strengthen company’s position within customer site.- Ensured client satisfaction in the delivery of business solutions and services. - Drove product and service awareness sessions.People- Monitored, motivated, built team morale, professionalism and passion within the Johannesburg office. - Lead Account Executives, Account Managers, Pricing Analyst (Jhb, CT). - Leveraged relationships across multiple CSC operating units and functions. - Established and maintained an effective system of communication throughout the team and organization.Reason for change: Sabbatical.

Accountabilities and Responsibilities- Implemented Governance and Processes.- Lead all on-site CSC Project Managers.- Managed and resolved daily operational related challenges - SWOT / Red team driver.- Supported Project Managers (including mentoring).- Overall Resource Capacity planner.- Key resource continuity management.- Implemented Project Reporting improvements.- Improved Project Cost Recovery process.- Implemented governance processes / templates (Timesheets, Project / Financial Dashboard, Functional Specifications, High Level Design and Impact Analysis Documents, Roles and Responsibilities).- Defined project structures and governance.- Convened Progress Meetings to enable collective collaborative communication and monitoring of progress.- Built relationships and worked closely with Nedbank client.- Prioritized projects (+200).- Pro-actively participated in strategy and planning meetings.- Monitoring and managing system dependencies. Reason for change: CSC approached Ones and Zeroes and requested Craig consult directly to CSC as this would be more financially beneficial to CSC. Ones and Zeroes accepted a placement fee and the transition of Craig Barendsen to CSC South Africa.

Accountabilities and Responsibilities- Implemented Governance and Processes.- Lead all on-site Project Managers.- Managed and resolved daily operational related challenges - SWOT / Red team driver.- Supported Project Managers (including mentoring).- Overall Resource Capacity planner.- Key resource continuity management.- Implemented Project Reporting improvements.- Improved Project Cost Recovery process.- Implemented governance processes / templates (Timesheets, Project / Financial Dashboard, Functional Specifications, High Level Design and Impact Analysis Documents, Roles and Responsibilities).- Defined project structures and governance.- Convened Progress Meetings to enable collective collaborative communication and monitoring of progress.- Built relationships and worked closely with Nedbank client.- Prioritized projects (+200 projects).- Pro-actively participated in strategy and planning meetings.- Monitoring and managing system dependencies. Reason for change: CSC approached Ones and Zeroes and requested Craig consult directly to CSC as this would be more financially beneficial to CSC.

Accountable for Basel II Standardised Approach, Anti-money Laundering and Know Your Client Automation programmes for Standard Bank African countries. Included implementing Governance and Processes. Accountabilities and Responsibilities- Built relationships with Sponsors, Owners, Project Managers and other internal divisions.- Responsible for removing the rift between business and IT. - Pro-actively participated in all strategy meetings.- Defined project structures within the programme.- Secured programme resources.- Supported programme team (including mentoring).- Ensured Programmes and Projects were aligned to other Programmes and Project initiatives.- Managed and resolved operational programme related challenges.- Implemented governance templates (Work Initiation Requests, Provide guidance and direction to Programme Team. Project Charters, Roles and Responsibilities).- Ensured proper Programme and Project governance. (Assisted with definition of Project Processes.)- Performed regular health checks on Programmes and Projects.- Delivered Programmes on time, within budget and scope. - Monitored Programme Budget, Recoveries and targets.- Monitored and managed Group / Departmental dependencies.- Managed key resource continuity.- Assisted with escalation and resolution of issues raised by Programme or Project Managers.- Managed Programme Logs (Risks / Issues / Key Decisions / Assumptions / Dependency)- Managed Programme Risks in conjunction with all involved parties and updating mitigating actions identified.- Facilitated resolution of Programme Issues and Business Risks. - Ensured adherence to SBSA standards including Blue Process and Project Management standards. - Ensured Enterprise Strategy and Architecture alignment (Business, Data & Technical architectures).- Convened Programme Progress Meetings to enable collective communication and monitoring of progress. Reason for change: Standard Bank's business view on contractors.

India Branch Expansion (08-09/2006 ) – Nelamangal, Kanchipuram (India)- Project managed IT infrastructure requirements for two new branches opening. Accountabilities and Responsibilities- Standard Project Management Responsibilities.- Translated business requirements into IT requirements.- Drove development of IT infrastructure design.BCM Co-location (03–09/2006) - Mahape, Mumbai (India)- Setup of the BCM site. Represented IRCB. Accountabilities and Responsibilities- Standard Project Management Roles.- Due diligence visits.- 3rd party relationship management.Project Icebreaker (02–09/2006) - Worli, Mumbai (India)- Help setup up new long-term offices for India presence. Represented IRCB. Accountabilities and Responsibilities- Standard Project Management Roles and Responsibilities.- Performed site visits.- 3rd party relationship management.- Defined resource work packages.- Project team guidance and direction.Project Igloo (11/2005 – 09/2006) - Nariman Point, Mumbai (India)- IT infrastructure setup in Mumbai for commercial bank opening and launch of new IRCB core banking solution (FlexCube supported by iFlex).Accountabilities and Responsibilities- Standard Project Management Roles.- Managed project resources.- Participated and reviewed overall operational architecture.Project Office Operational Management (07–07/2006) – South Africa- Fricker Road offices management.Accountabilities and Responsibilities- Core office management (Staff, Desktops, Floor space, stationery, Data Centre management).- Office security (Security staff, access control, raising security breaches).Project Sweeper (07–11/2005) - South Africa- Managed SWOT / Red team targeting new system issues.Accountabilities and Responsibilities- Managed technology issues outstanding.- Operational Readiness Testing (ORT).- Assisted with IT architecture design.- Managed project resources.- Helped define project governance standards.

Infrastructure Team – Barclays - Project Cobra (07/2004 – 06/2005) – South Africa- Implementing new core banking solution (Quartz - TCS) for Barclays Africa. (Illovo, JHB, SA)Accountabilities and Responsibilities- Documented Operational Architecture for 2nd release.- Assisted with IT architecture design and review.- Assisted IT infrastructure implementation.- Drafted Operational Readiness Testing (ORT) scripts.- ORT (Operational Readiness Testing) management.- IT Operational Procedures (Manage, develop, train and deploy).- Management reporting.- Assisted with definition of SLA requirements. - Defined project governance standards and templates within work stream.Project Manager – Confidential – Joint Venture Evaluation (05/2004 – 07/2004) – South Africa- Project managed joint venture evaluation between two parties. (IBM requested client confidentiality.)Accountabilities and Responsibilities- Project Management.- Lead design of data collection models.- Lead design of economic models.- Lead design of target operating models.- Assisted with analysis and development of proposed joint venture operating model. Analyst – Confidential – Outsourcing Model (01/2004 – 03/2004) – South Africa- Research outsourcing model for client (Requested by IBM to keep client name confidential.)Accountabilities and Responsibilities- Client was considering outsourcing back office division.- Assisted with analysis / development of outsourcing model. - Researched / evaluated possible vendors.- Documented outcome of workshops.- Developed a RFI in the event that Client should choose to outsource.- Reviewed competitor solutions.Project Manager – Liberty Life - Project Cobra (12/2003) – South Africa- Wrap up Phase I and pre-work for Phase II.Accountabilities and Responsibilities- Contracted to assist IBM with Phase II of a project at Client2.- Involved in wrap up Phase I workshops / discussions and .- Involved in Pre-Phase II project discussions.

Company was a startup company where Craig was required to fulfill multiple roles. Accountabilities and Responsibilities- Reviewed all processes and suggested corrective steps.- Improved company governance i.e. documenting executive management and board meetings.- Reviewed systems and documented possible enhancements.- SWOT / Red Team.- Defined marketing material and assist with developing HR policies.- With the promised expansion of the company Craig was to employ approximately 20 new staff members ranging from Customer Services, Book Keeping, Administration Staff and setting up SLA’s and managing the 3rd party technical team responsible for providing the IT solution to company.Reason for change: Company vision was battling to be realized due to lack of company funding. Employees were not receiving monthly remunerations and promises were continuously broken.

Department Manager Aide / Project Manager / Business Analyst / Team Mentor for O&M (Organisation and Methods) department within the group, interpreting and processing business requests on behalf of the various business lines represented with Société Générale South Africa.Accountabilities and Responsibilities- Strategy planning and presentation. - Project request management.- SWOT / Red Team.- Department budget maintenance and forecasting / compilation.- Manage MIS resources and assignments.- Establish and evaluate MIS development policies, methodologies, and procedures.- Review and approve all Design Overview Documents.- Champion projects, project manager and project team.- Provide on-going guidance and direction to the project team.- Manage project resources / motivating and encouraging staff.- Identifying staff training requirements.- Manage and escalate project risks.- Manage and resolve day-to-day project related problems / problem resolution / team conflicts.Reason for change: In May 2002, SG announced its restructure in business representation within South Africa. Whilst a number of people were retrenched, Craig was asked to assist the branch in decommissioning systems. Company downsized by approximately 70%, reducing majority of the business lines represented locally in South Africa.

Project Managed Y2K migration to new Life System.Accountabilities and Responsibilities- Project Manager / Team Leader / Co-ordinator.- Change management / control.- SWOT / Red Team.- Development leader for ‘Life Investment’ department.- Business / Systems analyst.- Managed development of the new wrap around system.- Assist with Y2K migration to new system.- Visual Basic 6.0 developer (minor role).Reason for change: Completed and extended initial 3-month contract to convert system from old to new system and other additional tasks.

Unit Trusts Division: Stand-in for Unit Trust IT Manager whilst IT Manager was on maternity leave.Accountabilities and Responsibilities- Project Manager. - Business Analyst.- Change management / control.- Workflow implementation.- Hardware and software co-ordinator.- Systems analyst / user support.Reason for change: Approached by a group of people who had broken away from Investec to perform a short-term contract. New position offered greater responsibility and exposure to the life sector market.Private Banking: VB Developer / Systems Analyst / Team Leader.Accountabilities and Responsibilities- VB Developer.- Change management / control.- Workflow implementation.- Systems analyst / user support.- Database administrator (Microsoft SQL 4.21 and 6.5) and Visual Basic 3.0 / 5.0 developer.Reason for change: Investec required a person within the Private Banking division who understood the processes and procedures to assist with managing the Unit Trust IT Division whilst the IT manager went on maternity leave.

First IT Position: Obtained exposure to full System Development Life Cycle complimented by the structures and processes of a large financial institution.Accountabilities and Responsibilities- Initially worked on Salary Payments system and then helped developed new Drafts and Transfer system.- Visual Basic 3.0 Programmer on Drafts and Transfer system (1994 - 1995).- COBOL, Salary Payments XGEN Programmer (1993 - 1994)Reason for change: Approached by ex-colleague to assist with contract at Investec. Career growth and exposure.