Having served as the Director of the Truck Business Unit at Goodyear Emerging Markets since February 2018, I have been entrusted with overseeing a substantial operation with a turnover of approximately $450 million. In this capacity, I have held full profit and loss accountability, encompassing Sales, Marketing, Manufacturing, and support functions, across the Emerging Markets Division, which includes Turkey, the Middle East, and Africa. My primary mandate has been to orchestrate a strategic turnaround, revitalizing the business unit to achieve profitability while concurrently formulating a robust long-term growth strategy.

As the Director of the Commercial Business Unit at Goodyear South Africa (Pty) Ltd from February 2016 to February 2018, I led a dynamic operation with a turnover of approximately $250 million, overseeing a workforce of around 1,600 professionals. This role encompassed the management of the Truck, Retread, OTR, and Aviation business units within South Africa, Sub Saharan Africa, and the Indian Islands (spanning 18 countries). I carried full profit and loss responsibility, extending across Sales, Marketing, Manufacturing, and support functions. Additionally, I directed the integration of the retail business, trading under the Trentyre banner. My core mandate included orchestrating a comprehensive reengineering of the South African business, which involved creating a robust business case for investment and restructuring initiatives.

As the General Manager of Sub-Saharan Africa at Goodyear South Africa (Pty) Ltd, I served as the General Manager for the Sub-Saharan Africa business from June 2014 to February 2016. In this role, I held full profit and loss responsibility for a business with a turnover of approximately $100 million. This encompassed oversight of the SSA Division of Goodyear SA, responsible for selling products into African countries, and the Magister Company, which managed the legal entities for retail operations in each SSA country.I spearheaded a transformative initiative aimed at transitioning the business model from a structure primarily based on fully owned equity operations to a balanced mix of equity and appointed distributors, facilitating strategic growth and market expansion.

Additional responsibility for the UK & Ireland supply chain operation including the sales and operating planning process, customer service operations, outbound sales team and E-business. Key objective to manage service and the cost of operations to deliver financial objectives.

As the Manager of the Consumer Fleet Business for the UK and Ireland at Goodyear Dunlop Tyres UK and Ireland, I held this position from February 2011 to May 2014. In this capacity, I assumed full profit and loss responsibility for a substantial business unit with an annual turnover of approximately £50 million. Notably, our customer base included major UK fleets, such as the Police, MOD, Leaseplan, Alphabet, and others.A pivotal achievement during my tenure was the comprehensive restructuring of this business, involving the introduction of new talent and structural enhancements. This transformation extended to the launch of a compelling new value proposition under the brand name '4Fleet.' The results were profound, as the business was steered from a state of financial loss to a position of robust profitability.

As the Director of Supply Chain for the Consumer segment in EMEA at Goodyear Dunlop Tires EMEA, my tenure spanned from July 2007 to March 2011. In this role, I held the pivotal responsibility of overseeing the Sales and Operations Planning (S&OP) process for the entire EMEA region and managing the Supply Chain for the Consumer PBU in Western Europe.My core responsibilities included spearheading the EMEA business planning process and meticulously coordinating the allocation of supply and demand by market to align with this overarching plan. I was also charged with formulating a comprehensive 5-year sourcing plan to guide investments in manufacturing and outsourcing, targeting strategic external suppliers to bolster long-term business sales objectives. Additionally, I scheduled production facilities in alignment with these strategies and coordinated with manufacturing and procurement teams to ensure a seamless supply of raw materials.Throughout my tenure, I effectively managed an 18-month rolling forecast, consistently meeting strategic goals and translating business sales objectives into a size and type plan by market. To optimize working capital, I skillfully managed total inventory holdings, maintaining EMEA stock levels and facilitating distribution into target markets.Furthermore, I played a crucial role as a part of the senior Consumer PBU Executive team, contributing to the development and execution of our strategic vision and assuming accountability for delivering financial results. Noteworthy achievements during this period included the successful rollout of the S&OP process at both the country and regional levels, as well as the establishment of a cohesive supporting organization, achieved through the merger of the EMEA and EEMEA regions and the transformation of planning departments from a country-specific structure to a centralized framework.

Responsible for planning, warehousing and transportation for Goodyear Holdings companies which; Q and Trentyre Africa. Main projects involved implementation of EBM supply chain systems in South Africa including WMS at main Factory/Distribution warehouse in Uitenhage. Currently rolling out Cross-dock to all secondary distribution sites.

Responsible for planning, warehousing and transportation for Goodyear Holdings companies which include Goodyear SA (Tyres and EPD), Trentyre SA, Polar Retreading, Hi-Q and Trentyre Africa. Main projects involved the integration of the logistics supply chains for all companies starting with the rollout of VMI to Trentyre and selected Hi-Q’s. Over a 12 month period Trentyre inventory was halved without affecting sell out.

Responsible for Goodyear’s planning, warehousing and transportation. Main projects included outsourcing of warehousing and transport functions, rationalisation of warehouses, inventory reduction and optimization.

Reengineering of logistics processes to integrate factory planning, distribution and sales forecasting. Part of team involved with staffing reduction and retrenchment exercise.

Part of logistics team that successfully implemented SAP R3. Responsibilities included process reengineering and SAP system configuration.

System design and software development. Business process design and value stream mapping

System design and software development. Business process design and value stream mapping

Curriculum Vitae -