Service offering in the following niche areas: Project Management, Business Consulting, Meta-cognitive coaching and Interior Design. Business Consulting: The main areas consulted on are: Business improvement, Business management, Business systems implementation, Project management, Operations management and Maintenance management. Interior Design: The interior design projects are predominantly geared towards Renovation projects inclusive of the interior design and management of the renovation required. Niche areas covered are the remodeling of children’s spaces to incorporate developmental needs and special spaces for the disabled. The business has a niche focus and resolve unique design challenges, not addressed by normal interior design firms. Project Management and MRRP plan development: Managing projects and developing 10 year and annual Maintenance plans for body corporates Meta-cognitive Coaching: The main areas of focus are Business management and Executive coaching. Being a trained meta-cognitive coach, the techniques was successfully utilised for improved team performances in the work area.

My key focus areas were profit and loss management for the business unit and improving plant profitability through improving efficiency, quality and service delivery. This entailed managing the business unit with a medium turnover, anoutput of 31 000 tons and a complement of 240 permanent employees. The challenges faced were:• Business changes to return the business to profitability. • Improving on the customer service experience. • Improving product quality• Instilling a Culture change to the businessThe examples of value add were: • Best Safety record in the group.• Significant profitability improvement • Significant improvement on Customer Service• Improvement of Product Quality• Cost Improvement Projects• Implementation of lean principles and 5S.

Tanga Cement Plc. is a listed cement manufacturer located in Tanga, Tanzania. Being employed as an Owner representative Project manager, my contract was extended to include plant efficiency projects and route to market development. I functioned as acting Commercial Manager responsible for Sales and Marketing during the period Nov 2016 to February 2017. The key focus was to ensure a smooth transition between the exiting and entering Commercial Manager for the company without loss of volume or market share. I was employed in September 2015 as the Project Manager (Owner representative) for the implementation of a major capital project to install a second Kiln Line, “Tanga Kiln 2”. My key focus was the construction and commissioning of a second Kiln Line, comprising of a Crusher, Stacker Re-claimer, Raw Mill, Coal Mill, Pre-calciner, Kiln, Cooler and associated transport and storage facilities with a production capacity of 2 500 tons of Cement clinker per day. The challenges faced were: • The project deliverables to complete the project Safely, On Time (1st quality Clinker 10 Dec 2015), within Budget (USD 152 million) and to specification. • Integrate the various cultures on site ie Chinese, Tanzanian, European, South African. • Management of a large complement of foreign workers and local institutions. • Seamless and sustainable handover to the existing company employees. The examples of value add were: • No lost time incidents or fatalities for the full period. • The project deliverables to complete the project Safely, On Time (1st quality Clinker 10 Dec 2015), within Budget (USD 152 million) and to Specification were all met. • A complement of maximum 500 people were managed successfully. • All project deliverables were met.

Director (Supply Chain) (Nov 2011 – Apr 2013)My key focus areas were establishing and implementing business systems and new manufacturing technology to distinguish the business going forward. The challenges faced: • Expanding the African footprint.• Introducing new products into the market.• Reduced cycle time on new product deployment to market. • Improving product quality at reduced cost. • Engineering support to the group. My responsibility included:• Strategic procurement of key raw material.• Business case formulation for business expansion, especially on new product and African strategy. • Supply chain optimisation.• Managing the Mold manufacturing/Boilermaking workshop responsible for all moulds in the group.• Managing all capital projects from inception to execution for the group and deliver on approved Capex plan• The GMR 2 appointed person for RoclaDirector (Operations) (May 2010 – October 2011)I was responsible for managing all 13 business units for the group. (±1000 employees) This includes management of Production, Sales/marketing, Finance/admin, Human capital and Technical.My key focus was ensuring the production facilities improve in turnover and Profit. During this period the challenge faced was a complete business transformation to embrace a competitive environment where the numbers of competitors doubled in the last 5 years, margins eroded and costs came under pressure. The challenges faced: • Being the lowest cost producer in the industry.• Improved product quality.• Restructuring the business units to service the market in accordance with demand.• Managing the business transformation from a monopoly to full blown competition. My responsibility included: • Meeting the agreed business plan ito Profit, cash and Capex spend. • Create and maintain a culture of excellence, including an active purpose, vision and value system and a managed culture of diversity.

The challenge facing the factory was to transform the business unit from a loss to a profit situation within a year.My responsibility included:• Managing the factory as a business unit inclusive of the marketing, production and maintenance functions.• Meeting the agreed business plan ito Profit and cost.• Ensuring the product and industry standards are adhered to ito quality requirements.• Managing a workforce of 50 people inclusive of being on the union management committee.The examples of value add were: • Doubled existing plant output.• Reduced customer complaints by 75%.• Increased capacity by adding two new container blowing lines.

My responsibility included:In my career at Columbus I have had the opportunity to gain experience in the maintenance and production part of the business. The various positions I managed is available as an addendum. I joined the company in the Engineering discipline and have established and run the condition monitoring and central planning departments. I have been involved in three implementations of computerised maintenance management systems.I progressed in my career into the Production leg of the business. As manager production planning, my responsibility included, the development of the production plan, capacity declaration, order intake and improvement projects in the supply chain. I was also responsible for establishing the supply chain function in the company.Columbus decided in 2003 to re-establish a centralised Engineering leg and I joined the team responsible for the implementation of such initially as project Engineer and subsequently Manager Engineering systems.During this period I gained extensive experience in:• Project management• Management• Lean management• Delivering tangible results improving the business bottom line.• Integrated Systems

I started as an Engineer in training at Foskor in Phalaborwa. I functioned as a Project Engineer for capital projects. During this period I completed a lot of single and multidisciplinary projects and designs. From working on the Zirconia project I functioned as the plant Engineer for the zirconia plant. After this I assumed responsibility for the maintenance of the tailings sections. The last six months I was involved in implementing and responsible for running the computerised maintenance system. Whilst working at Foskor I also registered as a Professional Engineer.