SATSA is a private sector membership based inbound tourism association in Southern Africa. It is entirely member funded and represents 1,240 establishments ranging from inbound tour operators, large and small hotels, game lodges, adventure tourism operators and product, car rental, youth travel product, language schools to regional and domestic airlines.• Introduced tiered membership system that transformed the organisation from R1,5 million perennial debt to R500K profit for 2015/16, whilst concomitantly expanding a programme of activities and value to members. Grown turnover from R4 million 2013 to R17 million 2019, whilst reducing staff cost as a percentage of turnover from 75% to 30%.• Brought on board key sponsors that boosted revenue and value add to members - Bidvest Bank, Vodacom, Bidvest Car Rental, South African Tourism Insurance Brokers, SA Airlink. • Oversaw the merging of the South African Youth Travel Confederation (SAYTC) into SATSA from Jan 2019. • Conceptualised and negotiated self-regulation of open safari vehicles in Kruger National Park – joint venture with South African National Parks. Value add to members, extended membership base and provides revenue stream to SATSA.• Successfully lobbied on behalf of members to mitigate impact of inter alia: visa and travelling with children regulations, VAT and impact on DMC sector, vehicle operating permits, etc.• Forged a closer working relationship between private sector and South African Tourism (government funded DMO).• Drove process of self-regulation of adventure tourism in SA in partnership with NDT.• Part of formation of Global Alliance of Inbound Tourism Associations.• Appointed to Board of South African Tourism by Minister of Tourism March 2019.• Developed ethical guidelines with respect to any interactions with animals.• Established the Tourism Conservation Fund in partnership with The Peace Parks Foundation.

The Tourism Strategy Company was a bespoke consultancy specialising in destination positioning and enterprise competitiveness.Public Sector / Government:• Swaziland (2013) - Contracted by the Commonwealth Secretariat to undertake a tourism product development and marketing strategy for the Swaziland Tourism Authority.• Inhambane – Mozambique (2012/13) - Contracted by the World Bank funded PACDE (private sector competitiveness agency) to develop a tourism growth strategy for the key leisure tourism province of Inhambane.• Namibia (2011/12) - Contracted by the Directorate of Tourism in the Ministry of Environment and Tourism to develop a national tourism growth & development strategy for Namibia. Tourism Strategy Company lead consultant, supported by AE Consulting Namibia and Oliver Bennett, UK.• Eastern Cape Tourism Board (2009/10) - Contracted to develop a trade growth strategy for ECTB. Focused on key markets of UK and Netherlands. In-country review of current activities. • Tourism Kwa-Zulu-Natal (2008/09) - Contracted to develop a trade growth strategy for Tourism Kwa-Zulu-Natal. Key target markets – UK and Germany. • Zambia (2008) - Contracted by ComMark to develop a scoping paper on developing a tourism growth strategy for Zambia for the Zambian National Tourism Board and the Tourism Council of Zambia.

The World Travel & Tourism Council is the peak private sector tourism association globally.Appointed as the WTTC’s Advisor on African in January 2007, with the responsibility to head up the Council’s work in the African Continent with a view to achieving maximum co-ordination between all industry players, provide skilled market intelligence, and ensure effective interaction between national and provincial governments and the private sector.

Tourvest was the largest list tourism group at the time in South Africa. The Inbound Division constituted thirteen leading DMC companies, employing 600 employees, that reported into David. Responsible for divisional budget of approximately R450 million.• Developed aggressive sales strategy for constituent inbound companies within Tourvest. This framework clearly identified sales growth targets and eliminates wasteful internal competition, whilst achieving specific geographical focus based on key account management. • Inbound division achieved a 15% growth year on year (to financial year end June 2001) in an inbound market that was static.• Invited to joined South African Tourism Marketing Committee, which oversaw the strategic marketing trajectory of SA Tourism.• Secured and executed Dertour Reiseakadamie in 2000. • Elected to board of the Tourism Business Council of South Africa in June 2000, representing large tourism players.

The South African government had long felt that the tourism sector could provide great opportunities for economic growth. Indeed, the potential inherent in tourism permeated beyond the sector as witnessed through the identification by a major private sector funding initiative, The Business Trust of tourism as a major job creator. It was against this background that David was seconded by the Business Trust to serve as the Special Advisor to the Minister. David’s experience lay in an ability to work with diverse constituencies towards common goals. The principal task was to co-ordinate and focus the collaborative efforts of the sector in order to begin delivering against what became national expectations.• Conceptualised government position on the appropriate mechanism to structure and fund the generic international marketing of South Africa as a tourism destination. • • Elected to Chair the Committee which had the responsibility of developing a marketing strategy and business plan for the generic marketing of South Africa with a budget of R180 million for the financial year 1999 - 2000. The plan became incorporated into the Tourism Action Plan launched by Minister Valli Moosa in December 1999. Presented this Plan to Cabinet in 1999.• Responsible for managing one of the largest advertising accounts in South Africa history (SATOUR – Ogilvy & Mather) – including importantly the first tourism branding of South Africa 1999.• Co-ordinated input on tourism from Department of Environmental Affairs and Tourism into the Presidential Job Summit (1999). Conceptualised and planned Ministerial Tourism Summit December 1999. • Represented Department of Environmental Affairs & Tourism on all bodies concerned with aviation policy (eg. Bilateral airline rights). • Preparation of key strategic presentations on budget finance for presentation to Cabinet Finance Committee.

The Premier Group was the leading listed food and pharmaceutical group of companies in Southern Africa. The Group's turnover was US$5 billion in 1994.David initially joined as Group Economist. He was subsequently promoted to Manager: Public Affairs and Strategy. He was appointed to serve of the Board of Directors of subsidiary companies, Sodexho and Premier Food industries.