Developing and supporting the implementation of land and water transformation as well as supporting the repositioning of agricultural businesses. Established partnerships with land reform financial institutions and managing the redevelopment and implementation of sustainable land reform projects. Supporting primarily irrigation boards in addressing issues and facilitating the transformation to WUA’s. We were also involved in the repositioning of growing agriculture businesses for the future. It also included supporting family businesses where the next family generation is joining the business.

Leading a very capable team to ensure sustainable cane supply to the RCL FOODS sugar mills according to mill capacities. Strategic leadership of the Cane Operations (14 000 hectares under irrigation), Small Scale Grower, Cane Supply, Cane Inbound Logistics Departments and the Land Reform Unit as well as the support services including the Agric Engineering, Agronomic, HR and Finance Departments. Responsible as the executive and lead director of the 3 JV companies on behalf of RCL FOODS driving the implementation of the strategy and ensure corporate governance within these companies is applied. In most cases, I was also the chairman of the JV boards. I took the lead and engaged with the small-scale growers in a series of meetings and facilitated an outcome where we agreed on the establishment of a joint service company that will support and contribute the small-scale growers so that their production and financial position could be sustainable again. This turn around was achieved in 3 years after implementation where their production doubled from 350 000 to more than 700 000 tons cane and now well on their way to achieving their potential production of above 850 000 tons cane per season. With improved sugar cane prices, they will now be financially sustainable. Introduction of new technology on our Estates by changing the production process to be able to apply precision farming, irrigation with probes, mechanical harvesting with yield maps, using drones for certain production activities. With more and better information available on the improved production system, better decisions could be made with higher production at a lower cost. This was done for an area under irrigated cane of 14 000 hectares. Inkomati Irrigation Forum was established where all the Irrigation Boards (23) came together and now engaged with our Catchment Agency (CMA) and the Department of Water and Sanitation (DWS) facilitating successfully solutions to joint issues.

As executive director and board member of the TSB Sugar Board, I was leading the implementation of the Agric strategy with the focus to ensure sustainable cane supply to the TSB Sugar mills. Leading the growth in cane supply from external commercial, small scale growers as well as from the company's own Estates. For a portion of this period, the Animal Division also reported to me with my focus on providing strategic direction to the management team which performed very well with exceptional sustained growth. In this time the implementation of the land claims also happened, and I was, therefore, taking the lead in developing the land reform strategy, philosophy and developing sustainable land reform models for implementation. Different models were implemented including the JV model where TSB Sugar partnered with land claim community entities to jointly manage their land. The aim was to ensure sufficient benefits to the beneficiaries but with sufficient cane supply to the mills in a sustainable manner. This process was implemented successfully in this period. Was also directly involved in the management of water at local and catchment levels participating in various forums. In this period also participated within a team where we visited and investigated the acquisition of sugar companies within Africa. TSB Sugar was incorporated with RCL Foods in 2014.

During this period as GM, I provided strategic leadership for the operational and financial side of the company's own Estates including 9 500 hectares sugar cane, 1 200 hectares of citrus and 1 000 hectares of dry bean seed production (Bonus cultivar) all under irrigation delivered at high production levels. Project leader in various cane expansion projects delivering successful projects. I was also very involved at the Irrigation Board level mostly as chairman managing the daily supply of water to irrigators within the Komati and Crocodile Catchments. Participated and negotiated water allocations and the operational rules within an international task team between Swaziland, Mozambique and South Africa regarding the Inomati international catchment. I also participated in the task team responsible for the set-up of the Inkomati Usuthu Catchment Agency which was the first CMA in South Africa. Today the CMA is operational, efficient and contributing to a sustainable water supply to all water users within the Inkomati Catchment.

Providing strategic and operational leadership on 8 000 hectares sugar cane and 1 000 hectares of dry beans all under irrigation and ensured operational and financial success. Involved in various Irrigation Boards focusing on the daily distribution of allocated water.

Managing a production and support team in the implementation of continuous improvement of the production under irrigation of sugar cane (3 000 hectares) and dry beans (250 hectares) to achieve the operational and financial success of the Estate. Start to get involved in Irrigation Boards as a board member.

Managing 1 300 hectares of sugar cane with a focus on operational and financial success. Was rewarded during this time as the farm manager with the highest production results which record stood for many years.

Developed and farmed 100 hectares of bananas successfully.

Provided an intensive agronomist paid service to 15 farmers in support of the production of wheat, maize, dry beans, grain sorghum, and potatoes all under irrigation. Improvements in all crops were realized and for the wheat specifically an increase of 50% from 4 tons to 6 tons average.

Designed irrigation systems for clients.