Within a business line consisting of 6 advisory groups responsible for KPI and Employment Equity reporting. Provide support to the Business Line Controller and act as a single point of contact for external audits. Represented Finance in the Risk and Opportunity Committee’s weekly evaluation of proposal opportunities for RHDHV Southern Africa until Dec 2022. As a Finance Business Partner, support the Project Excellence Director and advisory group project technical excellence Associate Directors. Promote, support, and develop process automation & standardization, workflows & reporting, and commercial way of working toolsets. Improve reporting and developed a Proposal Evaluation & Analysis Tool. Additionally, provide support and mentoring to Project Controllers and served as a Finance Business Partner for Proposal Managers/Project Managers when Project Controllers were not available.

Business partner to line management and project managers creating added value in operational units and in projects during project acquisition and project execution phases. Contribute to strategy and ensure implementation thereof. Create awareness of financial standards and goals and ensure achievement thereof. Professional, critical, pro-active and independent. Focus strongly on the future, communicate effectively and influence line and project management 's effectiveness.

Management information, IT development and support and administrative support. Troubleshooting and developing with owner management business information systems and solutions to sustain rapid growth. Designed and implemented a self-service reporting system using cube queries for management.

'One Finance' responsibility for all Sub Sahara business sectors, including PCS (cell phone handset business, CGISS (government two-way radio infrastructure and handset business), BCS (broadband business, particularly Canopy).Corporate & shared services finance activities within Sub-Sahara Africa.Regional governance including statutory & internal policy & ethical compliance, tax planning, country leadership, scenario planning, new business development, cost reduction opportunities & employee development.Responsible for the regional financial management of Sub-Sahara network infrastructure business interfacing with sales, engineering, quality, human resources & shared services organisations.

Full ownership of financial, human resources and IT functions for the local subsidiary of AMP supporting the operational needs of the South African operation and its clients, whilst complying with local & international standards and deadlines.As part of the executive, supported marketing, client interfacing and warehouse localisation optimisation.The financial functions included all the traditional accounting and financial management functions covering assets, liabilities, funding, profitability, risk management, contracts, taxation, internal, external and self-audits.Involved in the accounting and due diligence exercise due to the merger of AMP with Tyco International.

Group insurance matters & Group fringe benefit schemes. The improvements and maintenance of financial systems.Involvements in additional audits and due diligence exercises due to the sale of shares in the Africon group to a foreign group. Ad hoc matters as delegated by the financial director. Assistance to the new financial director regarding the implementation of new financial systems.Monthly and yearly group financial reports. Financial management report pack.Special investigations. Initial accounting and procedural structures and implementation thereof for new subsidiary involved in trading, a new type of business for the group.Internal audits. All VAT matters. Budgets and forecasts. Financial statements excluding main consolidation.Training and financial newsletter.Involved in financial and administrative aspects of the acquisition of a minority share by SANCORP in the VWL Group, June 1993 - November 1994. Involved in the restructure of the AFRICON Group (previously the VWL Group), June 1993 - Mar 1996.

Capital expenditure motivations. Site accounting expenditure review. Site clerk training. Accident reports. Handling of insurance claims. Stock taking of plant. Payment of wages (cash amounts of R300k in 1988 was significant). Acting accountant for two months.

Reported to the Financial Director. Ad hoc investigations. Investment of surplus funds. Design of spreadsheets for various needs. Evaluation and management of short-term insurance needs. Debtors and bad debt. Financial statements of partnerships. Non-production related contracts, for example rentals, leases, etc. Management of accounts payable department. Monthly conversion of costing reports from COBOL-based text files to Paradox data reports as part of the project costing system.