MultiChoice Group is a global media and entertainment industry leader with a diverse portfolio of brands and a strong regional presence across Africa. As the Group Executive Head of Delivery & Operations for MultiChoice Africa, I am honoured to lead strategic initiatives and drive operational excellence across the continent.Reporting directly to the MultiChoice Africa Chief Operations Officer (COO), my role is pivotal in shaping the future of the business and ensuring the seamless delivery of services to our customers. With a focus on innovation and efficiency, I lead a talented team in developing and implementing cutting-edge technology solutions, optimising billing and payment strategies, and identifying growth opportunities across the region.I am proud to contribute to enhancing the overall customer experience and driving sustainable business growth through aligning operational activities with customer needs and business objectives. Drawing on my extensive experience, I am committed to fostering a culture of collaboration, service excellence, and continuous improvement within the Delivery & Operations function.I am excited to continue driving positive change within MultiChoice Africa, supporting the company's mission and vision, and delivering unparalleled value to our customers and stakeholders.

MultiChoice Group is a multinational media and entertainment conglomerate with global headquarters in South Africa, Dubai, and the Netherlands. The company operates across diverse sectors, encompassing pay television, video entertainment, advertising, and content security. Its prominent brands are DStv, GOtv, SuperSport, M-Net, DStv Media Sales, Showmax, and Irdeto, a leading European content security provider. MultiChoice boasts an extensive regional presence, spanning 50 markets and delivering content in 40 languages across Africa.As an Executive Member, I am a critical link in the Group Technology and Innovation business, supporting and reporting to the Group Chief Information Officer (CIO). I represent the Group Technology and Innovation Division, which underpins revenue-generating operations throughout the MultiChoice Group.A pivotal aspect of my responsibilities is overseeing and managing the annual Information Technology & Innovation budget, which totals ZAR 1.65 billion. My leadership extends to a team of Department Heads spanning various areas, including Finance and Investments, Solution Delivery, Digital Delivery, SAP and HR Tech, App Performance, Data Enablement, Agile and DevSecOps, PMO, and Enterprise Architecture.My role is instrumental in ensuring the seamless operation and strategic advancement of the Group Technology business within MultiChoice.

Supports the CIO as the Chief Operating Officer for the Group Technology Business, which comprises 4 core companies. This involves retaining the responsibility for the ongoing Agile and DevOps transformation initiative, also referred to as Engineering Services and Practice Discipline. This initiative encompasses the full DevSecOps stack and cuts across the full breadth of the business. The budget for the initiative is around ZAR650m and the total organisational revenue was ~ZAR4.5b. Reported to the Group CIO. Stakeholders were MCs and CEOs of the Group.

Responsible for a large portfolio of services that made up the Delivery Office i.e. Enterprise Programme Office, Enterprise Architecture, Agile and DevSecOps, Testing & Automation, Change & Release following a significant shift in organizational structure at Alexander Forbes in 2018 which required the Technology business to respond and align from a business support and enablement perspective. There was a shift from the traditional PMO and IT shop resulting in adoption of Agile WoW and further embedding Agile and DevSecOps practice, principles, and tools.Wrote the IT2.0 strategy and was successful in getting it approved. Led the transformation initiative from start to finish. Reported to the Group CIO. The mandate for the strategy was a groupwide delivery of all projects (i.e., the Enterprise PMO). Responsible for regional staff body of around 150 permanent staff, with an additional large number of outsourced resources that were obtained via various 3rd party providers.

Tasked with driving the establishment, adoption and execution of the Future AGILE IT Business while leading the AGILE and DevSecOps transformation initiative across the group, but starting within IT ‘the engine room’. The extent of the investment and degree of transformation envisaged to build out the Future Operating Model of the IT Business is a strategic initiative of significant importance which necessitates a completely re-imagined IT Operating Model which supports the envisaged future state of the AGILE organization. Selected a handful of key Feature Teams to transform the development cycle and align to AGILE & DevSecOps methods and practice. Settled on the Scrum methodology and saw tremendous benefits across these teams in terms of cohesiveness, accountability and improved delivery. One of the many by-products observed is a far more effective team and a more predictable/consistent delivery cycle. Incorporated DevSecOps tools and principles to empower and enable teams to execute at a higher velocity from ideation to deployment phase.

Mainly responsible for the financial and commercial operations of Group IT with annual Budget (Capex and Opex) ZAR650m p.a. Assumed responsibility for approximately 90 permanent staff members and had 20 direct reports. Took accountability for the following core functions: Finance & Accounts, Software Asset Management & Licensing, Procurement, Testing CoE, Agile & DevOps CoE. Reported to the CIO as second in command and key ‘right-hand’ man in actively shaping the strategic direction of the IT business.

Assumed the responsibility of Strategic Account Manager for several revenue-generating lines of business within the Group, this was in addition to Commercial Exec role. Represented IT at the Divisional Executive Board level and various Steerco committees responsible for decisions around the consideration and prioritization of strategic and operational project-related investments i.e. portfolio management. Instrumental in forming working partnerships with business stakeholder and positioned IT as an enabler and key contributor to the success of strategic business objectives.

Tasked with establishing Project Management maturity and leading the Enterprise Project Management Office for the Group. Developed the Project Delivery Framework (based on PMBOK and Prince2 at the time) and embedded project management methodologies and practices into the DNA of the Alexander Forbes business. At peak performance, the PMO had an average delivery rate of around ±120 projects per year, a combination of Business as Usual and Strategic Enablement initiatives. Instrumental in establishing the various business Cluster Steerco’s for effective IT investment decision making, project prioritization, and capacity planning. Reported to the Group CIO.