Since joining Talota Management Consultants in July 2005 I have been involved in several management consulting projects with blue chip organisations across a number of industries but mostly telecommunications. During this time I became a partner in the business which later lead to also acquiring shares in the start-up of Link Africa.Link Africa designs, builds, own and operates Fibre Optic Networks on an open access basis. Link Africa has a unique advantage by way of it's patented technology that allows for the deployment of fibre optics in a faster and more cost effective manner by using existing underground infrastructure e.g. sewer pipesI have been involved in several parts of the business since its start-up such as business process engineering, establishing the EPMO, project management, New Business Development and Account Management etc. and is currently part of the Management Committee responsible for Network ConstructionToday Link Africa is the leading independent Fibre Network Operator (FNO) in South Africa with a national footprint.

During my time with System 21 I was responsible for project delivery and targets on multiple projects with blue chip companies like MTN and De BeersSome of the highlights were:1. MTN has just established a Group Procurement department and the project involved business process optimisation as well the negotiation and implementation of the first Group deals which yielded multi million USD savings2. The De Beers project involved business process optimisation, the development and implementation of new value chains, roles and responsibilities and balanced score cards, restructuring and procurement optimisation due to a chance in mining methods and business strategy

To define and implement a profitable national merchandise strategy for the telecommunications retail division across all storesKey Accountabilities Analysing and identifying market trends and customer needs Analysing and identifying competitor trends Maintaining good corporate governance through thoroughly documented agreements Supplier negotiations (MTN, Vodacom & Cell C) Managing supplier relationships Managing budgeted margins, stock turns and OTB Compiling and presenting monthly trading reports at the operations board meeting Managing cross-departmental relationships and integration Implementation of stock exit strategy Negotiation and implementation of monthly promotional activity Written and verbal communication with all levels of the company and suppliers The expansion of the product range in the telecommunications department Managing departmental staff. Managing and reconciling monthly operating statements. Managing store ranging and profiling. Brand management through negotiations with the marketing department and suppliers

This position was a particularly proud achievement of mine as I was the youngest ever appointed Divisional Manager in the history of the company at the timeThe division consisted of 55 stores and 6 regions with a regional manager per region and also included Botswana & SwazilandMy overall responsibility was to direct, control and co-ordinate the operation of the stores and staff in the Division, by participating in the strategic development of the chain’s trading policies and procedures and ensuring the implementation thereof in order to achieve the budgeted profitability targetsKey areas of accountability included:FinanceHRMerchandisingMarketingAdmin & ControlStore DevelopmentCommunicationsCustomer ServiceKnowledge ManagementService Level Management