Appointed to lead Board-level business transformation programme. Responsible for end-to-end programme management, from setting strategy to implementation and results delivery. Engaging the team, bringing people onboard, understanding underlying barriers and relationships to deliver full potential across key business metrics, sustainably delivering >R 30 bn profit improvements.

Appointed to secure Sasol South Africa’s license and ability to operate. Portfolio included Strategy, Planning and Optimisation, Policy, Regulatory Affairs & Advocacy (PRA) and Digitalisation. I was responsible for setting strategic direction, crafting optionality, maximising profitability and engaging stakeholders. Managed a team of 70. Reported to the EVP of Sasol Energy and appointed to serve on Executive, Operations, Investment, Governance and Compliance and PRA committees. Chaired PRA committee. I led a multifunctional team in developing robust customer-backed, future backed strategic pathways to decarbonize business in support of realizing CEO’s ambition to be to be future fit and journey to a cleaner future. I influenced the business to radically redefine the trajectory and timeline for a ramp-down of the fossil-based business, including the repurposing of some assets and maintenance investment scheduling, considering factors such as carbon pricing, social acceptability of solutions, synergies with green businesses and financial viability. An outcome of the work was an ambitious GHG reduction target of 30% by 2030 and net zero by 2050. I had the delightful opportunity to incubate the hydrogen (as energy carrier and decarbonization solution) programme, working with amazing colleagues across the domains of technology and engineering, sustainability, finance and regulatory and advocacy. We framed the opportunity, structured the programme, developed a portfolio of viable green hydrogen business development projects (spanning the value chain of technology and engineering, manufacturing, market development, policy and regulation). Programme successfully delivered two concept manufacturing solutions leveraging of existing assets scale and scope, various market development opportunities and partnerships, policy, regulatory and advocacy plan developed and acted upon.

Appointed to lead integrated business planning and optimisation globally. Orchestrated the business process, engaged the people (inspired, mobilised and enabled change) and secured the value. S&OP accountability for turnover of R200 billion per annum, multiple manufacturing sites and product lines and staff establishment of 200. Managed 11 Vice Presidents (4 corporate roles and 7 Technical and Supply Chain Executives). Served on Sasol Investment Committee. In this role I elevated feedstock security of supply to Board level discussion and framed potential pathways. I embraced digitalisation as a means to further unlock value in established business and modernized the Planning and Optimisation function.

Global role responsible for the Performance Chemicals Business strategy and competitiveness, planning and optimisation and business improvement. Responsible for BU Safety and Risk function.

Responsible for end-to-end sales and operations planning of the Sasol Group, optimizing gross margin for Sasol (±R100 billion). Monitored and evaluated programmatic and operational effectiveness; implemented change required for improvement. Direct reports 8, indirect 80.

Sasol Project Phoenix 2013-2014, Sasol Group Planning 2011-2012,Sasol Synfuels International 2009-2010, Sasol Chevron Joint Venture London U.K. 2006-2008, Sasol Synthetic Fuels (Synfuels) 2002-2005, National Petroleum Refiners of South Africa (Natref) 1995-2001 including a secondment to Total Centre Europeen de Recherche et Technologie Le Havre France 1998I held various roles in strategy, planning, process engineering, marketing, business development, business redesign, operations and plant commissioning.