Assisted daughters to establish new business through developing of all management systems and procedures as well as providing strategic direction and management skills development.

Application of entrenched understanding of business management theories, principles and expertise as manager of private hospital offering diverse disciplines and services and the sale of excellent healthcare to clients. Adopting of a strategic mindset during the creating and implementing of revenue growth strategies plus leading and managing of human capital. • Attending and contributing towards strategic planning executive management and board meetings and creating and presenting of annual and progress reports including motivating of unexpected costs. • Initiating progressive business performance development through designing and implementing business strategies aligned with achieving core elements of the hospital and group’s objectives. • End management of senior managers and large nursing services, facilities maintenance, administrative support and technical staff plus human resource processes to ensure maximising staff resources, including performance- and development management.• Development and implementation of Policies & Procedures and ensuring it is communicated and implemented by staff. • Monitoring, promoting and controlling of healthy and safe working environment and ensuring standards and practice is aligned with Occupational Health & Safety Act as well as best of industry practice• Monitoring and evaluating the quality of medical services in conjunction with professional medical teams. • Recruitment, selection and retaining of medical specialists and senior level staff including utilisation of confident interview techniques and remuneration negotiations skills• Social responsibility managing and promoting of community and relations through supporting of local events and causes. Intercare Sub-Acute Hospital Hazeldean – 36 bedsIntercare Day Hospital Hazeldean – 24 bedsIntercare Sub-Acute Hospital Irene – 36 bedsIntercare Day Hospital Irene – 24 beds

Application of entrenched understanding of business management theories, principles and expertise as manager of private hospital offering diverse disciplines and services and the sale of excellent healthcare to clients. Adopting of a strategic mindset during the creating and implementing of revenue growth strategies plus leading and managing of human capital. • Initiating turn-around strategy and regaining corporate value.• Leading growth phase through developing and implementing establishment process of new services and facilities through total revamp of space resulting in accommodating new 24h ER Unit, Retail Pharmacy, Coffee Shop and a bulk store which eventually generated increased patient support of specialists, patient days and revenue.• Securing new business rights through concluding skilled negotiations with Free State Department of Health.• Initiating 15% turn-over maximising hospital occupancy through converting unused section of hospital into soft-psychiatry facility addressing patient and market need within 250km radius.• Enhancing theatre occupancy through converting existing theatre with limited budget into cardiothoracic theatre resulting in increased revenue and activity by attracting and accommodating specialist medical services of cardiologist and cardiothoracic surgeon.• Successfully forming partnerships with medical specialists during challenging times through developing and commissioning new Maternity, Obstetrics, Paediatric and Day Ward Units.• Instrumental in upgrading and enhancing facilities, equipment, image, property and security of Moot Hospital on take-over.• Member of PPP Executive Committee.• Managing of following twinned but financially independent hospitals:- Netcare Universitas Hospital (Bloemfontein) – 127 beds- Netcare Pelonomi Hospital (Bloemfontein) - 134 beds- Netcare Moot Hospital (Pretoria) – 92- Netcare Bougainville Hospital (Pretoria) – 52

Pro-actively promoting the success of all learners through ethical and effective management of the learning environment, functional operations, resources, staff, child security, finances and a display of school community leadership.• Accepting the challenge to re-establish low performing school and establishing enviable position as most competitive school in 2 districts and creating a culture of achievement in both learning, sport and cultural activities resulting in -- 300% growth of learner attendance. - Initiating feeder bus-service to nearby towns.- Maintain position as tennis league winners for 5 years including 5 players in Free State Provincial School Team.• Recognition Award received from District Manager for changes initiated and achieved.• Developing, implementing and successfully managing post-election change process through creating environment of trust, respect and acceptance of and respect for cultural diversity. • Promoting and achieving joint ownership of fundraising activities from all parents to ensure financial stability of school with close on 75% representation of learners from disadvantaged communities