Passionate about building bridges between data and businesses. I guide organisations to forge powerful partnerships that fuel growth and create new opportunities through secure and efficient data sharing.

Endeavor is leading the global movement to catalyze long-term economic growth by Selecting, Mentoring, and Accelerating the best High-Impact Entrepreneurs around the world.High-Impact Entrepreneurs create thriving companies that employ hundreds, even thousands of people, and generate millions in wages and revenues. And they have the power to inspire countless others as leading role models. Together, these entrepreneurs hold the key to sustained economic growth in emerging markets.- See more at: http://endeavoreg.org

Doing consulting around digital technology leadership, product development, go to market strategy, and business development. Proud to be working with a few innovative companies in the digital technology space.

As the Managing Director of UK Enterprise at Teya Rewards, I have played a pivotal role in integrating Yoyo Loyalty into Teya's existing offerings. My key accomplishments and responsibilities during this time include:1. Yoyo Loyalty Integration: Successfully integrated the Yoyo Loyalty business into Teya Rewards, enhancing the company's product portfolio and creating a comprehensive rewards solution for clients.2. Bundling Loyalty and Acquiring: Spearheaded the development of a compelling bundled solution that combines loyalty and acquiring services, resulting in the next generation of card-linked loyalty programs seamlessly integrated with payment terminals.3. SMB Expansion: Led a project to plan, advise, and coordinate a multidisciplinary team across the group, aiming to expand Teya Rewards' SMB offering to mid-tier companies with more advanced requirements, particularly in terms of PCI compliance and P2PE certification.4. Team Collaboration: Fostered strong working relationships across various departments, including sales, marketing, technology, and compliance, ensuring that all teams were aligned and focused on delivering exceptional results for clients.5. Market Growth: Identified new opportunities and devised strategies to penetrate untapped segments, resulting in increased market share and positioning Teya Rewards as a leading provider of loyalty solutions in the UK.In my role as Managing Director at Teya Rewards, I have consistently demonstrated a strong ability to innovate, strategize, and execute, ensuring the successful integration of Yoyo Loyalty and driving the company forward in a competitive landscape.

As the Managing Director of Yoyo Wallet for a period of two years, I successfully navigated various challenges and led the company through a crucial growth phase. My key accomplishments and responsibilities during this time include:M&A Integration: Oversaw the integration of two distinct teams following a merger and acquisition process, ensuring smooth collaboration and synergy between departments while maintaining a strong organizational culture.Sales and Account Management: Directly managed both the sales and account management teams, focusing on driving revenue growth, customer acquisition, and retention, as well as strengthening relationships with key clients.Group Executive and Strategy: Served on the group executive committee, contributing to the development and implementation of corporate strategy, with a particular focus on product-market fit in the UK market.Compliance and Regulation: Collaborated with compliance, regulatory, and technology teams to guarantee that Yoyo Wallet consistently met the highest standards of service for clients in a heavily regulated, FCA-governed payments industry.Technology Coordination: Worked closely with technology teams to ensure the seamless delivery of our products and services, while continually identifying opportunities for innovation and improvement.Throughout my tenure as Managing Director of Yoyo Wallet, I demonstrated strong leadership, strategic thinking, and effective communication, enabling the company to thrive in a competitive industry.

I've served on the board of BrandsEye since joining the company in 2013 as CEO, and then through the next chapter as we navigate through the Covid pandemic.

At BrandsEye I've lead the company from being a pure Online Reputation Management company, to expand the offering to provide Social Business Intelligence, as well as new techniques to provide fast and economical Market Research.As CEO I have taken a SA based company in a crowded Online Reputation Management space, to an international, pioneering Opinion Mining company focused on intention conversations. These are derived, accurately and in real time, from millions of unstructured and social media data- the holy grail of spontaneous opinions. In the past 7 years I have grown this company from 20 people to around 60, quadrupled revenues and established an international presence in the UK and UAE, developing products and solutions to become a leading global provider of cutting-edge data enrichment to mitigate risk, drive sales, reduce churn, and improve customer experience. In 2016, our technology enabled us to predict Brexit and the outcome of the US elections. In the latter, I had the courage (or naivety) to announce our prediction the day before the election on TV on BBC News.We are on a high growth journey, and are expanding our technology to other emerging markets. BrandsEye is the greatest team I've ever worked with. We are a hard working, talented team, highly motivated, courageous and fully prepared for the global expansion adventure ahead of us.

I served on the board of Cell-Life as a non-executive director. In 2011 I was appointed by the board as interim CEO to address the underlying business and financing model. In 2013 I moved to the role of Chairman, and eventually handed that over when the whole business was folded into a larger non-profit organisation at the end of 2014.

I was brought in to bring about a organisational shift in order to rectify chronic cashflow issues. This required developing a model of the business to accurately forecast the cashflow.We had to re-engineer our quoting assumptions, and right size the organisation to effectively and efficiently deliver on projects. The company was folded into a larger non-profit organisation in 2015.

I started a consulting business to channel the consulting work I was getting through.I have worked on 3 major projects:1) Business plan development and sale of a Neutraceutical companyI was contracted in 2005 to develop a business plan for neutraceutical company called Unique Formulations. I did an in depth business plan, and with a business partner did a comprehensive discounted cash-flow forecast for them.In 2009 the MD asked me to help them prepare for sale. They had grown as per our business plan, and were ready to look at selling the company.I re-wrote the business plan, did various valuations on the company, and produced the relevant documentation required to start speaking to potential investors/buyers. We went through various rounds of meetings, and eventually signed a sale agreement with one of the big South African pharmaceutical companies.2) Technical development for Tourism RadioI was approached by the founder of Tourism Radio in 2005 to develop a brand new piece of tech for his start-up business. We built devices to be put into hired cars, so that when a tourist drove around a city, he could listen to location specific information and advertising about real things in his/her immediate vicinity. The company took off. The minor shareholders (myself included) were eventually bought out by a Spanish company who wanted Tourism Radio. 3) Commercial building developmentThrough my experience in the NPO sector, and the building of my own house, I was asked by a church NPO to help them get their building through all the city compliance regulations, so that they could use the building they had purchased for church purposes.This has been an education. I've learned all about the various fire safety, health regulation, and general building regulations pertaining to using a building various uses.

I lecture an elective course called New Venture Planning, for final year engineering students. The course involves the students coming up with a concept related to their field of study, and then doing an in depth feasibility study of what it would entail to launch that concept into the market place.

I started Eden Photography to fill a gap in the wedding photography market. In 2005, when we started, digital wedding photography was in it's infancy. With a business partner, we saw a gap to start a brand not around an individual photographer, but rather around a style of photography that we could consistently deliver on.We grew this to the point where we had 4 photographers, with multiple weddings being shot each weekend.It was a lot of fun. We made some good money, developed fantastic photographic skills, and collected a great stash of gear. But in the end we decided to shut it down. I had to make the call to keep Saturdays clear for my three growing boys.

I ran the National Innovation Competition for 4 years. The National Innovation Competition (NIC) is a business plan competition aimed at students at all of the 23 participating South African higher education institutions. I was brought on to pioneer the stature and improve results of this competition. I grew the competition year on year by 100%, in exposure and numbers of participants. I worked with a team of 23 part-time staff, at the participating universities. Together with them, we organised workshops at each university to inspire and train students on how they could potentially start businesses with the ideas that they have, and the opportunities that they see around them.This was a fantastic initiative and opportunity to work with students from across the country, helping them to develop robust business plans, and hopefully give them the start they need to actually get out there and start their businesses.

I was responsible for mentoring a small group of students who had received scholarships for their entrepreneurial potential through the Allan Gray Orbis Foundation.Involved regular meetings and training forums with the students to get them thinking through how to grow in their entrepreneurial ability in their fields of study.