• The Absa Transactional Banking – Doc Trade / Financial Institutions / Structured Trade & Commodity Finance stretched across all the different roles I applied as listed in the “Position” above.• I established a Trade Target Operating Model (TOM) across the Documentary Trade and FI operations for the Rest of Africa (RoA) business – as an Enterprise Architect. Travel to RoA for input to TOM.o How to best organise and manage resources (Strategy / People / Process / Technologies) to effectively operate the Trade business (Doc Trade & FI) and deliver services (Import & Export Letters of Credit / Guarantees / Trade Loans / Refinance/ Documentary Collection) o Define the business capabilities and focused on operational pain points.o Define the deployment model describing which business capabilities are available per location or location type.o Defined a phased approach to establish the only Trade channel capability in Africa that manages all trade services on one platform.• Managed the Trade Program and aligned activities to meet the Trade Target Operating Model.o Daily program management throughout the program life cycle.o Defining the program governance.o Planning the overall program and monitoring the progress.o Managing the program’s budget.o Managing risks and issues and taking corrective measurements.o Coordinating the projects and their interdependencies.o Managing and utilizing resources across projects.o Managing stakeholders communication.o Managing the main program documentations such Trade Manco / Steerco.o Attended “Rest of Africa” Trade Ops Steerco’s• Agile / Scrum - Managed the Backlog / Requirements and Flight plans with Business aligned to the Trade TOM as input to Backlog Grooming with the Business Analysts, UX / UI Designers and Scrum Master for Agile Design, Build and Test. Team size = 4 Squads ( 2/3 Dev, 1/2 SIT Tester, 1/2 Business Analyst, 1/2 UAT Tester?

• Establish the following for Valpre Projects / Managing the divorce between Barclays and Absa:o Engaging with stakeholders across Africa to implement Barclays systems with Absa systems.o Established end-to-end operational payments processes for Rest of Africa to replace the Barclays UK with SA products and systems.o Plan, scoped, and execute process improvement.o Setup training documentation for ROA.o Travel to Africa branches to update and train staff on new processes, procedures and systems.

• Establish the following for Corporate & Investment Banking Working Capital:o Engaging with senior stakeholders within CIB.o Established end-to-end operational processes within Iserver to drive strategic and tactical objectives for Working Capital across their major product sets e.g. Money Markets, Overdrafts, Customer Foreign Currencies, Letter of Credits from Client needs analysis / On boarding to Operational Transacting across the major systems.o Defined a tactical Limits & Exposure solution from the Client point of View to ensure the Client can manage his limits and exposures / excesses across the major product sets e.g. Money Markets, Overdrafts, Customer Foreign Currencies, Letter of Credits.o Plan, scoped, and execute process improvement.o Moved the product level limit management out of Credit Operations into Corporate Operations and managed cross cluster shareholder expectations.o Identified the process and system gaps that results in excesses.o Documented the Limits definitions across the different type of Limits as a sales guide informing the Client how limits are managed.

• Assist the business architect to establish the BPM competence within the Enterprise Architecture on ARIS.• Assist the business architect to roll out the lean six sigma continues programme across IS four segments (Enterprise, SMME, Wholesale, Consumer)• Lead a team of Business Analyst to complete the Re-engineering of the Business Processes.• Lead a team of Business Analyst facilitate the completion of projects through the PMO pipeline.• Lead a team of Business Analyst to define and create training material.• Architect solutions to resolve the business and IT items

• Establish the following processes and procedures for Cloud Services for SAP and HANA Enterprise Cloud on TIBCO Nimbus:o Sales Engagement processes based on a Value Selling methodology.o Client on boarding processes and data migration processes.o Information Technology Infrastructure Library (ITIL) processes to ensure IT management according to industry standards and to ensure the ITSM tool is configured according to the defined processes.o Organisation structure definition to support and underpin the processes.o Service catalogue definition to drive sales for Cloud services.

• Establishing an enterprise architecture domain and central process library.• Lead a team of Business Analyst to complete the Re-engineering of the Business Processes.• Lead a team of Business Analyst to model the SAP solution using BPMN.• Lead a team of Business Analyst to define and complete SAP Blue Print phase.• Lead a team of Business Analyst to define test criteria and to test the configured SAP solution.• Lead a team of Business Analyst to define and create SAP training material.• Define the authorisations / access rights for the SAP solution.• Architect solutions to resolve SAP RICEFW items:• SAP Reporting• SAP and other peripheral System Interfaces• SAP Configurations• SAP Enhancements• SAP Forms• SAP Workflows.• Review Functional Design Specifications.• Form part of the change management team to facilitate business integration.• Implement the SAP solution into nine business units / 69 Branches / 2500 users.

• Conduct daily lead analysis obtained from the solution to ensure reject reasons are analysed to ensure the service offering can be adapted immediately to change with new business demands.• Streamline the sales processes to enable and not disable Advisers to increase processing of new sales deals by a process driven solution.• Decrease the sales processing time from a few days to a few minutes from action a lead to policy fulfilment that will improve quality of service and reduce reputational risk.• Move away from 3rd party vendor dependency to pure solution independency that will enable quick change to business needs from months to days.• Increase client policy take up ratio and retention from 15% to 5% or less by providing holistic client service offering.• Ensure the solution sales process can be adaptable to cater for specific channel needs such as face-to-face Adviser versus Call Centre channels.• Increase scalability and usability of the solution by ensuring interaction of cutting edge best breed technology operates in different organisational units with ABSA’s federated organisational model. • Increase Adviser’s commissions by 25% or more by reducing processing time and competitive product offerings to the clients.• Reconfigure ABSA Insurance Company product configuration to become the most competitive product provider.• Ensure the solution can be adaptable to accommodate the different financial offerings.• Potalise a multi-quote solution with integrations to current mainframe systems. • Enable AIFA goals to enable holistic planning of their multitude of financial instruments such as Short Term Insurance and Life Assurance.• Utilise existing data and databases.• Streamline current processes.• Utilise current hardware and networks.• AIFA image will be enhanced by competing on a professional financial advice platform.• The portal solution will make AIFA more competitive in the market and overall processes will be more cost effective.