Own and drive the transformation of Supply Chain management into a competitive advantage for the group; in doing so, sustainably, profitably, and safely, meet our promises to customers, no matter where in the world they are.

Role ObjectiveTo re-build and modernise the Group Procurement function to provide effective procurement leadership, creating the conditions to sustainably reduce the overall Group cost base, working through the Group companies’ procurement teams. Role ContextThis initiative required a full review of procurement from first principles to identify the policy, process, system, and capability gaps, as well as organisational obstacles preventing the achievement of the objective. Once identified, gaps and obstacles were aligned and verified by the Chairman & Board before each strategy component of the re-building was aligned with the Board and signed-off for implementation. This initiative took place against the context of 30 companies operating as silos without group procurement oversight applying a 3-quote reactive sourcing approach, and all the associated organisational inertia and resistance to change.Achievementso Aligned with the Board the overall procurement policy framework & published the inaugural Group Sourcing Policy;o Created & led the Group Procurement & Supply Chain Leadership Team, including all group senior purchasing managers,o Initiated first group-wide cross-functional sourcing teams for PPE and vehicle tracking.o Designed & implemented online vendor validation tool, the first internally developed software application to be externally published;o Business Process owner for SAP implementation,o Established a Group Pandemic Purchasing and Supply Chain risk tracker.o Aligned with the Board the utilization of the CIPS capability matrix and assessment as a primary benchmark for procurement role definition, candidate assessment and capability assessment for procurement staff as a development tool,o Re-engineered used equipment and scrap sale process - +SAR 50M;o Increased spend under Group Procurement management from SAR 200M to SAR 800M,o Generated SAR 20-30M in overall procurement contribution by application of the procurement framework.

Role ObjectiveAs the regional representative of the Global Capex & MRO Center of Excellence (COE) and MEM COE, lead the execution of the COE procurement strategy, manage performance against the budgeted targets and represent the region requirements and feedback into the COE strategy process.Role ContextFiercely independent sector markets encompassing two separately operated divisions, Beverage & Snacks, each with their own unique business culture overlaid on the unique business and social cultures of the sector countries. The production equipment landscape was a patchwork of legacy and modern equipment, systems and processes with businesses in different stages of development across the sector.Achievements• Exceeded 2013 (10%), 2014 (62%) & 2015 (30%) MRO category productivity targets.• Created & leveraged an online collaboration platform to create a sector wide MRO & MEM community, encompassing Procurement, Operations & Finance. The model was implemented as SOP for the category management process for the Global Capex & MRO COE.• Defined the opportunity, and aligned Global, Regional and Local Management to 3PMRO as a multi-year MRO procurement strategy for the AMENA Sector. Projected returns from 2016/2017 roll-out expected to be 6-20% cost reduction YoY over 5 years.• Negotiated a sector-wide integrated cleaning & sanitation agreement with key C&S vendors. For the first time in AMENA, this agreement was built on a sector-wide common commercial framework and master supply agreement, with local market companion agreements.• Joint recipient of 2014 Global Procurement Leadership Award – “Global Team Leadership”. Awarded for the collaboration between the MEA, Sector & Global teams to identify & execute an additional $1MM in productivity through a cost deep-dive.• In collaboration with the MEM COE, identified and aligned the Thailand market on a Cooler productivity opportunity worth $50M for 2014, requiring a move to a new vendor.

Responsibility for both direct and indirect spend for the Middle East and Africa Region encompassing 3 business clusters and 4 production sites. Responsible for the management of 3 procurement managers. Mandate to integrate the region into the global procurement strategy and way of working. Responsible for procurement strategy and execution for the region. Liaise with key business stakeholders across the region to ensure procurement supports the business requirements.

Overall Accountability for all commercial and overhead spend for Brandhouse & Diageo SAAccountability for annual budgets and the creation of strategic Procurement direction linked to the Business directionLeadership of the Procurement team across three locations

The Glass Recycling Company is a non-profit company established by the key stakeholders in the glass packaging industry in South Africa. The company represents the interests of a significant percentage of the glass packaging users as well as the two major glass producers in South Africa. The company was established to coordinate and lead the industry in ensuring that the use and manufacture of glass packaging is sustainable. The company represents the industry in the broader packaging industry and leads the conversation on sustainable glass packaging with the South African Government.As a Non-Executive Director of the company, my role is to represent the interests of my employer to the company and as part of the board, to evaluate and approve the strategic direction of the company to ensure that the mandate of the company is met.

Coca-Cola South Africa is the South African office of the Coca-Cola Company responsible for the management of the Coca-Cola Brands in South Africa. Coca-Cola SA works very closely with the franchised bottlers in South Africa to ensure the continued growth of the Coca-Cola Brands

Responsible for Leading, coordinating and collating procurement opportunities across the Coca-Cola Franchised Bottlers in the Coca-Cola Central Africa Region (Zimbabwe, Zambia, Malawi, Angola, Mozambique, Lesotho & Swaziland)

Responsible for the management of all indirect spend for ABI, including Marketing spend, Telecommunication, Vehicles, consulting etc