Client: Global technology company (2018-2020)-Responsible for the design of a new strategy and operating model for the MEA business across five brands, all of which currently operate independently. The operating model assessed the front-office, the operations, the service entities and the back-offices within each. The overall design considered the executive strategy, the voice of the customer and the overall company and parent strategies and ultimately ended with a single front-office, differentiated Go-To-Market divisions, a consolidated back-office and a single service entity to support the client in a holistic manner. The new strategy and to-be operating model were forecast to increase the operating margin by 4.8% or R450 millionClient: A local telecommunications company (2018)-Responsible for the assessment of whether integrating a wholly owned subsidiary into the parent was aligned with the overall strategy of the parent company and if the timing of this would be beneficial to both companies. Even though this integration had already been approved by the board of the parent company, the assessment showed that the timing of this would be detrimental to both companies, and as such it was put on hold indefinitely. Client: A local food and beverage company (2018)-Responsible for the separation management office during the design phase of a separation from a large global company into a smaller local company. This included managing the design of the new operating model, the legal requirements for the new company and the separation, the risk and technology streams.Client: A local insurance company (2018)-Responsible for the commercial due diligence for the acquisition of another company in four African countries in terms of distribution, market effectiveness, stakeholder relations, product, pricing and competitive strategy.

Acting CEO of the cape IT Initiative, an NGO focused on developing skills capacity in the IT sector and incubating entrepreneurs. Developed systems, a new operating model and processes internally to increase efficiency as well as to reduce the number of loopholes available for fraud and cash leakages, as well as managing the external commitments of the company.

 A large power and utility company. Managed the integration of two companies (with a revenue of $1bn) across all functional areas, enabling a Day 1 Go-Live with a new brand, company structure, operating model and organisational design for both back office and core operational product groupings. A large power and utility company. Developed the Target Operating model for the Corporate Head Office in order to reduce the budget by $500m. A local beverage producer. Completed a finance transformation project for the Finance department which included an as-is assessment, maturity analysis, strategy development and roadmap.  A Global Bank. Developed the turnaround strategy for the local division of a global bank A Greenfields Manganese Producer. Managed the development of the strategy, guiding philosophy, corporate governance, roles and responsibilities at executive level, organisational structure and operating model. A large global beverage producer. Managed the development of the high level design, detailed design, business case, disaster recovery plan and implementation plan for a Customer Interaction Centre.  A large local insurance company. Conceptually designed the broker management model. Development and validation of the financial model for the project. Management of the integration of the HR, Change, Infrastructure, Process and IT streams.  A Global Coal producer. Managed the Value Based Optimisation project across the value stream which has increased Bottom line profitability by $35m.  A Mining and construction company. Managed the Materials management process mapping project and warehouse design for the company. A Mining and construction company. Managed a strategic sourcing project from category identification to bid adjudication. A large Petrochemicals Merger. Stream lead for the Health, Safety, Environment and Technical functional stream as well as synergies development amounting to $150m.

 Project manager of a multi-disciplinary team for the logistics deployment of the Acrylates plant for Sasol Solvents (Sasol’s biggest single capital investment at the time - R2.2 billion). Trouble shooting of the bottle necks preventing the plant from starting up and being able to supply product.  A Supply Chain Analysis / Alignment of the Sasol Carbotar City Deep warehouse by analysing current major business processes, identifying root causes, redesigning business processes where necessary, specifying roles, responsibilities and competencies, and ultimately, proposing an optimal organisational structure.  The analysis of the technical capabilities of various APS (Advanced Planning and Scheduling) software vendors with the aim of purchasing a license for the Sasol Group. Built the pre-feasibility business cases for the Advanced Planning and Scheduling (APS) tool for each of the Sasol business units. This was based on quantitative, qualitative and economic studies which were conducted at each of the business units Project manager for the identification and optimisation of alternative channel structures and configurations in the Sasol Solvents Methyl Methacrylate plant. This was used to investigate opportunities to improve the reliability of the supply chain thereby identifying savings of R9.6 million Project manager for the development of a Global Marine Logistics Network Strategy to identify and evaluate alternative logistics network designs, deployment strategies and synergies with service providers for the entire Sasol group of companies

Commissioning manager on the sand-filters plant, which was implemented in August 2001Designing an excel model to integrate the fuel gas, steam and chemical streams between Sasol 1, Natref and Sasol Polymers. Development of the economics associated with the opportunities which were identified