I started the company in 2007 and lead a team that supplies high quality products and excellent service to 1000’s of customers. I have grown the company exponentially and it is now a profitable multi million rand business. I successfully introduced new and varied products and increased our cross border transactions. Our new customer base continues to grow. Our customer retention strategy ensures ongoing support of our products and services offered. I have formed strong partnerships and opened up various channels to increase the distribution of our products.

Upon assuming this role, my first major task was to right size the business. I successfully ran the company with a multi-million Rand budget. I managed the sales, marketing, finance, accounting, technical, customer relations, and human resources departments of the company. While acting as managing director I implemented many cross departmental changes aimed at improving the sales and customer interaction of the company. I aimed to increase sales, so as to meet the multi-million Rand target that would put us on par with our international counterparts in accordance with our market size. Along with working on improving new sales I was dedicated to ensuring we delivered excellent customer service so as to maintain a good relationship with our loyal customers and increase brand loyalty among new incoming customers. The management of Tellermate Africa included, Sales, Marketing, Finance, Accounting, Technical, Customer Relations and, Human ResourcesI had the following departments reporting to me by way of departmental managers and or department heads: 1. Sales 2. Marketing 3. Finance & Accounts 4. Commercial

I was responsible for all commercial aspects of the company. This included but was not limited to, Imports & Exports, Statutory Returns, Finance, Accounts, Human Resources, Creditors, Debtors, Inventory and Company Audits. I managed the company budget.All accounts, Technical and Front Office staff reported directly to me. I reported to the Managing Director.Tellermate Africa was owned by Tellermate UK. I reported all financial matters to the Group Accounts Manager and Group Finance Director of Tellermate UK. As a member of the senior management team, I interacted with various Tellermate subsidiaries from USA, UK, Japan, France & Germany. I was promoted to the position of Managing Director.

Policy & Process Senior Manager Cash Services Division. Responsible for the First National Bank Cash Service Centres Policy and Processes. Part of the Senior Managers participating in SBV Services Intebank meetings.

In this role I was responsible for and directed the Management of the Human Resources of the division which comprised of 500+ staff. Being a Senior Management position, I interacted with the Divisional Heads who I assisted and supported in obtaining the divisional strategies and objectives. In this position I was responsible for Employee Relations, Payroll and Benefits Administration, Policy Implementation, Staff Development, Training, Performance Appraisals, Staff Lending, Recruitment, Staff Disciplinary Processes.The Division was made up of diverse business entities where the centralisation of various operations made business sense. Due to the diversity and operational aspects of the division, staffing was made up of Fulltime Employees, Contract Employees and Outsourced labour brokers.The Human Resources Department staff compliment was 15 staff.

Management and Control of the Cash Centre operations. The Cash Centre was responsible for processing high volumes of cash. I directed the cash management operations including, daily management of Cash Administration, Management of Accounts, Human Resources, Management of Security & CCTV,Bank & Customer Relations. Reviewed and drove improvements in cash management, ensuring financial obligations are met in line with the Bank’s policies and procedures. .Timeous reconciliation of cash disbursements.The nature of this environment meant that the position was highly pressurized. This required highly skilled management to ensure proper control. The complexities of the operation required constant vigilance. Management of 90 Staff and 6 departmentsResponsible for compiling budgets and operational reports.