Intrepid Inception specializes in strategy, business improvement, and complex problem-solving.

Analysis, design, and implementation of cross-functional strategic initiatives including Distribution, Sales, Marketing, Innovation, Finance, Supply Chain, Procurement and New Product Development.Role of Internal Business Consultant.Business case development.Executive engagement.Programme management.Cross-functional leadership.

Spearhead the identification of improvement opportunities across the supply chain. Develop strategies, business cases and implementation plans, managing engagement with stakeholders, and project managing end-to-end processes until desired outcomes are achieved.Key Responsibilities: • Business Improvement • Supply Chain Optimisation • Strategy Development and Planning • Stakeholder Engagement and Management • Project Management • Problem Solving • Business Case Development • Implementation Planning • Cross Functional Problem Solving • Conflict Resolution, Mediation and NegotiationSpecial Notes■ Returnable Bottle Programme: Currently leading the programme, aimed at increasing the return and reuse of bottles by 90% by 2020 – infrastructure redesign, systems, processes.■ Market Service Excellence Programme:Currently also managing design and implementation of a ‘basket of offerings’ to add value to customers and increase sales – including credit, delivery frequency, loyalty programme, cold product strategy, and better utilization of assets.■ Special Achievements:1) Achieved R35m efficiency savings annualized; 2) Delivered a new crate to the market (a R300m project); 3) Redesigned the returnable bottle product portfolio (will save R16m in 2017 alone); 4) Increased return of all bottles from 69% to 75%■ Performance:Ran 2 of Distell’s 10 designated “strategic” projects for the SA business, 2016 – 2017. Rated between 4.3 and 4.6 out of 5 in Distell’s performance ratings index.

Headed all fleet activities across 8 depots from Newlands to Aliwal North - facing the special challenge of rescuing the department - restructuring and turning it around from a position of low morale, multiple issues with line management, and overall poor performance.Key Responsibilities: Fleet Management – strategy & planning • Business & Process Improvement; Project Management • Change Management • SLA Negotiations (with suppliers) • Spending Analysis & Management • Risk & Safety Management • Fleet Audits • Procurement of New Vehicles & Trailers • Vehicle Load OptimisationSpecial Notes: ■ Quick Turnaround Required.Selected by the GM to restructure and stabilize the Cape fleet - as 1 year project. Morale was low. Fleet performance was rated as “shocking”. Previous fleet manager and other line managers had been suspended.■ Action Taken & Results.Conducted several audits and engaged with key individuals to assess and define issues; formulated a prioritized list of issues and a project plan. During implementation processes were simplified and fixed, gaps were filled, some personnel were replaced, improvement programmes implemented, reporting was strictly enforced, SLA’s were re-negotiated, safety protocols were introduced, performance was tracked, expenditure controlled… as a result the department has had a 180 degree turnaround and has been stabilized.Notably, also during the turnaround, a new fleet repair and maintenance programme was introduced; and monthly KPIs introduced to track fleet performance indicators (allowing for quick response to issues) – overall a better managed, more cost effective organisation.

At the helm of project implementations, with focus on improving, optimizing Fleet operations - reducing costs, raising efficiency, improving service, and improving service provider performance. Promoted to the above role after starting out as a Distribution Management trainee in 2008.Key Responsibilities: Project Management • Stakeholder Engagement & Communications • Operational Efficiency Studies • Cost Savings Initiatives • Business Case Presentations • 3rd Party Vendor Management • Cost Negotiations • New Trailer Designs & Development • Payload Optimisation • Vehicle Management Systems • Maintenance LeasesSpecial Notes:■ Placed in charge of major improvement projects: eg. 1) Route 77 - R169 m capital investment to increase economies of scale in the maximum vehicle payload. Led the project end-to-end, directly managing a R152 m budget. Results are R89 m in annual savings through a 14% pallet capacity across the entire supply chain.2) Fleet Restructure / Optimisation - R38 m project to restructure the national fleet, to optimise the fleet mix and improve delivery costs and efficiency. Achieved a R14.2 m per annum saving as a result.3) Sales Vehicle Migration. Managed the R169 m over 4 years project. Determined the best vehicles to buy based on ‘total cost of ownership’. Also implemented a new biometric vehicle management system and appointed a new vehicle management company.

Hands on Operations experience. Experienced in Warehouse Management, Distribution Management and Depot Management.Ran Regional Pilots and Projects before moving to Head Office, to roll out projects nationally.