2nd in charge to the CEO. Responsible for operational oversight, business management, planning, performance, as well as the design and execution of group strategy. Geographic coverage extends to all stores (SPAR & TopCC) across Switzerland and Lichtenstein.• Strategic planning and execution• P&L/Balance Sheet• Leadership• Operational oversight• Performance management• Compliance and corporate governance• Innovation and improvement• Group expansion• Team building and developmentHave grown market share from 1.9% to just short of 3% since SPAR purchased the loss-making business in 2016. The business is now stabilized and enjoying healthy profits.Successfully expanded house brand from 5.6% to just short of 23% by 2024.Developed retail committees for retail partners to actively participate in decision making and strategy processes in the business.Acquired a chain of petrol convenience stores to bolster store formats in 2020.Work closely with functional directors, drawing holistic input to guide and inform regional strategy.

Responsible at a P&L level for company stores, including partner stores in terms of purchases, loyalty, financial wellbeing, growth and sustainability.• Retail execution• Performance optimization and oversight of operational standards• Cost control• New business development and business acquisitions• Implemented successful turnaround strategy• Designed and developed 45 new and revamped stores• Developed new Express Format and EUROSPAR format

Led a team of retail operations, category specialists, and property & development specialists, to support our independent retailers in achieving targets. This was a regional role covering KZN and part of the Eastern Cape. It included approximately 220 SPAR, SPAR Express, KWIKSPAR and SUPERSPAR stores: and about 200 TOPS liquor stores. • Managed retail performance (purchase loyalty and retail profitability)• Retail guidance and mentorship• New business acquisitions• Implementation of retail strategy and retail concepts• Store design and development • Compliance• Member of the Executive Management Committee• Member of the KZN Guild Committee

Reported to the Group Retail Executive and Group Guild Chairman. Led and coordinated retail design, development and concept innovation projects across all store regions in South Africa, Mozambique, Namibia, Zambia and Zimbabwe.• Developed new and revamped stores with fresh retail concepts and formats• Guided and supported regional development teams to implement group strategy and achieve objectives• Was also involved in the national concept innovation rollouts

Reported to the CEO of SPAR International.Responsible for global development of the SPAR footprint.• Identified new countries and potential partners, audited them for fit• Provided support to developing countries who were new to SPAR• Supported existing SPAR countries with optimisation of retail models /SPAR store formats, marketing strategies etc. • Covered Ireland, Egypt, Nigeria, Romania, Russia, Ukraine, India, UAE and KSA (Kingdom of Saudi Arabia)

Reported to the Chairman of RF and worked for them full-time, but was on the payroll of SPAR RSA as they were in the process of establishing a JV with RF. Role was to develop a sustainable retail model in India for SPAR SA, in partnership with Radhakrishna Foodland. Was responsible for creating all retail elements from scratch, including IT, marketing, procurement, retail operations, HR support and staff training.

Managed the retail design, development and concept innovation in KZN stores, and led the execution plan for SUPERSPAR conversion and upgrade in the region – covering both organic and green field projects.Joined SPAR in 1992 while still studying and worked way up the ranks.