General HR Consulting focusing on: • Dispute resolution, arbitrations, relationship building,• Benchmarking, remuneration and incentive design,• Organisation and job structuring,Talent management, • HR and leadership development strategy .Partnering with a HR Consultancy providing insight-driven, customized and commercially impactful People solutions with a touch and feel of excellence. Scope of operations includes Africa and the Middle East comprising : •Formulation of HR and Talent Strategies - TVM© •Change management and competency development •Learning program design and development •Coaching / Mentoring •High Impact Team Creation •Business Informed HR •EVP development •Remuneration strategy and benchmarking.

Responsible for the governance, strategic direction, development and implementation of all matters pertaining to the management of human resources including policies, programs, processes and disciplines. In particular, to provide HR strategic direction and support during the company's turnaround phase.Essential responsibilities and duties include the development and implementation of human resource policy in the disciplines of talent management, performance management, employee relations, remuneration and benefits, training and development, organisation development, job evaluation and grading, manpower planning.The role is responsible for the development and execution of the human resources strategic plan and shorter term plans and initiatives to support the achievement of business strategies and goals.

Full ambit of human resource activity, planning, management and strategyReport to (position) : Managing Director Key Activities The position reports to the Managing Director of the Company and is responsible for the overalldirection of the Human Resources function and strategy within the Company. It entailed rendering a generalist human resources service to the organisation whilst operating as a member of the Company’s Board and Executive Team. In this role I annually co-ordinate, facilitate and participate in the various strategic and annual planning sessions.Service in respect of the full ambit of human resources is provided encompassing industrial relations, recruitment and selection, organizational development and employee development & training, human resources administration, remuneration strategy and payroll.In addition, I was also the Principal Officer of the Group’s Pension Fund, the AVI Limited Pension Fund (R500 million in assets) and was a member of the Chemical Industry (FMCG) Negotiation Team that negotiates annually in respect of wages and conditions of employment within the Chemical Industry Bargaining Council.

Trustee of the NBL/AVI Group Pension Fund from 1997 to 2005 and Appointed as Principal Officer from 2005 to 2011.Appointment into this fiduciary role in terms of FSB/FSCA regulations and responsible for the administration and governance of the fund together with its board of trustees. Work undertaken included consolidation of various funds into this fund, discharging of the surplus apportionment legislation requirements and implementation of individual member's investment choice.

The position entailed the full ambit of Human Resources activity, planning, management and strategy.Key Activities - Reported to the MD and worked on forming a new board of management for the business. The Company’s staffing architecture, people development and management and the development of business strategy all required participation as well as facilitative roles on my part.The position reported to the Managing Director of the company and was responsible for the overall Human Resources strategy and direction. Noteworthy achievements included the redesigning of the entire organizational structure to support a wider AVI specialist retailing operation as well as developing training and development processes and structures to deliver on the strategy of providing superior customer service and a knowledgeable specialist retailer workforce. The foundation for much of this work was the Company’s set of values which were developed by the new board of the Company and in which I played a significant part. The design and implementation of new remuneration and incentive structures were further objectives met during my tenure.Given the accelerated and ambitious new store opening program, a specialist recruitment function was initiated and staffed to support this roll out program as was a training and development capability, and an industrial relations and administrative function. In addition, a new ERP system was also implemented which required skills development and change management interventions. The Company, which consisted of 18 stores before the purchase by AVI expanded its geographical footprint to 65 stores (both Spitz and several mono branded stores) throughout South Africa in the space of 30 months. At the date of my resignation from Spitz, it employed 620 staff, 200 of which were unionised and with whose union annual substantive conditions are negotiated