With 20+ years in manufacturing, I head an adept IT team, propelling our digital efforts to maintain industry leadership.Key Roles:1. IT Oversight: I manage our IT realm, guaranteeing smooth operations of all hardware/software, fully backing our company's goals.2. BI Excellence: Firmly believing in data-guided decisions, I've set a potent BI framework. Using Power BI, I design dashboards & reports, offering leadership vital analytics for planning & risk analysis. We also receive immediate feedback on Teams from key production stages.3. Data Modeling: Skilled in SQL, I shape our data structures, assuring efficient & secure access to our business data.4. Live Data Capture: Via Power Apps, I've enabled instant data collection from the factory floor, refining our data-backed decisions.5. AI Deployment: Passionate about AI's potential, my areas are: - Process Automation: Leveraging Power Automate & Power Apps for RPA, I boost efficiency & minimize errors. - Cognitive Insights, Predictive Analysis: This ensures we're consistently ahead in our decisions. - AI Cognitive Engagement: Applying AI for improved client & staff interactions, keeping us ahead in engagement dynamics.6. Team Synergy: I lead a dynamic team comprising a talented IT software engineer & technician. Together, we've crafted a tech ecosystem at Grassroots Group that's second to none.In our next strategic phase, we'll harness AI for marketing innovation. Using tools like Midjourney AI, we'll auto-generate tailored marketing content. We also plan to employ AI for deep market research, anticipating trends with unprecedented accuracy. Furthermore, all our targeted social media campaigns will be AI-driven, optimizing for maximum engagement and conversion. Our goal is clear: lead the digital realm with AI-powered efficiency and insight.Always keen to connect with fellow tech enthusiasts and visionaries!

Reporting to the CEOActing as COO in the absence of the CEO.Reporting to me: Operations manager.Staff: 850 employees.Three main manufacturing businesses.Trading 85% in Europe.My strong points: 1. Start-up projects (From the idea to the industrialize phase).2. Strategic Operational Planning.3. Tactical Operational planning.4. Operational Capital allocation:--a. Human Capital - Appoint the best you can buy.--b.Fix Capital - The right investment (New machines and automation) can contribute 38% of your annual productivity increase.5. Operational capital utilisation and optimization.6. Standardisation and policy making. Focusing on the sustainability of the company by looking at:--a.Environmental sustainability--b.Social sustainability (empower people)--c.Economic sustainability (reasonable profit)7.Policy deployment (ensuring that the strategic goals of a company are actioned at all levels). Within the framework of all standards (Governments, local and international, all food safety standards and corporate governance)8.Manage the Asset turn over (ATO) >2 and return on sales ROS% >20%.9. New product development.My overall responsibility for manufacturing operations (which include, HR development Manager, Engineering Resource manager (Maintenance and projects), Quality/Technical Manager (Standardisation and compliance), Supply chain Manager, Planning Manager and Production resource managers).The ultimate goal for any manufacturing company is to satisfy the customer through operational excellence (is to be customer obsessed, to give them the best product, on time, at the best price). The goal is to be:1. The market leaders in quality with TQM.2. The market leaders in price, this means reducing the cost of sales. (Faster and Cheaper)3. Deliver the product OTIF. (Faster)4. Innovative new products and processes.Operational excellence is not a destiny it is a journey. If it is not in the blood of top management it will fail.

1.New Product development (Tomorrow)With a team of food technologists, develop new products according to the needs of the market.Take it through all the phases, from the idea to the industrialization of the product in the factory.2. Current Plant optimization. (Today)With a process engineer and the engineering team, optimizing the current plant operations by: a) Automation b) Increasing the efficiency. c) Increasing the through put. d) Increasing the effectiveness of the plant. (OEE / OLE) e) Increasing product quality.

Report to the:CEOReporting to me: HR development Manager, Engineering Resource manager, Quality/Technical Manager, Supply chain Manager, Planning Manager and Production resource manager.Workforce - 750 employees.Other responsibilities:IT manager: Network administrator of the SBS2011 server, Exchange server, 55 users, Pastel, VIP payroll, Eco time, SQL, MS Access, all MS products, website and ERP system (Expedite).Pest control manager: Done and pass all theoretical exams as a PCOEnvironmental management: Design and build a waste water treatment plant to meet the SA legislationAutomate and improve the current water purification plant. Applied for environmental permits and licences.Experience in: Implementing an occupational safety system, according to the SA legislation.Implemented a world class management system, based on small business units (The Toyota way, Kaizen & Lean manufacturing)Design, operate and automation of the continuous conventional fruit dehydrators (whole fruit and pulp products)R&D and industrialization of a freeze drying (Lyophilization) plantCompany's Union negotiators(Collective bargaining)Chairman in disciplinary procedures and representative at the CCMA.BRC food safety auditor and management representative on the BRC team.Strong engineering background: Understand the roll of capital resources and the big contribution to efficiency improvements. I programmed PLC's and did a lot of automation on processes.The biggest contribution to our efficiency improvements, was to appoint the best managers in the right departments. Keep your cash flow healthy by not using money but by using your brain. Focus on proactive management rather than to be reactive. A Manager is only as good as his resources.Strategic challenges: To align your limited resources, ahead of a changing market. To move your management resources to your biggest opportunities in operations.

Manage on Mission-directed Work Teams (MDW) that is a Continuous Improvement Lean Work System.Production control and materials management.Quality and SHE management HR managementEngineering ManagementFinancial management

1) Process SpecificationIt is my responsibility to draw up and maintain all the running cards and specifications of the process in my responsible area.2) Process optimizationIt is my responsibility to improve the processes (man, machine & methods), to reduce manufacturing costs, in order to make the company more profitable to compete internationally.3) Process development projectsI was the project leader in the development of all new passenger and light truck tyre sizes in Bridgestone SA. Our OEM customers include Toyota, Nissan, GM, Ford & BMW. End of 2006 BMW Germany approved the new run-flat tyre for BMW`s one series and the Z4, this was a first for a African tyre manufacturing company.

Chemical plants and electrical plasma development.

Intelligence and counter intelligence.