I spearheaded the strategic direction and operational excellence for EvoPlast Industries, a startup focused on converting post-consumer plastic into PSF in Uganda. My role involved driving growth, optimizing processes, and delivering innovative, sustainable solutions to ensure market leadership and long-term value creation for the company.

Strategy Advisory, Operational Excellence and Digital Transformation

Leading the expansion of SPL into fully suited packaging solutions company with strong emphasis on sustainability, these include expanding the revenue sources, growing the product portfolio, infrastructure development and building people capability.

In Transition

Leading the growth and transformation of the business through; intensive distribution and new product introduction, diversification in product categories.Championing the implementation of Operational Excellence, QMS and SHEQ towards being a leading company in the region and industry. Aggressive digitalisation of the core operations i.e. IoT on plant equipment for data capture, monitoring and cause correction, bespoke App development to support the Route to Market and Sales Force automation.

Purpose: Getting to the coal-face and making the collective Transformation Happen in the Operations by:driving bottom-line improvement (Gross Margin) 2) Support topline growth 3) deliver World Class Operations to Highlands.Contribution to Date:Re-implementation of SAP to achieve a) switch from weighted average to standard cost b) variance reduction in production and inventory - circa Kes 3m/ month.Improved On Time In Full - from 34% - 85% - Sept 201710 point improvement in Gross Profit - through focused improvements on CoGs and material sourcing.Development of Highlands Value Chain and therefore supporting processes - the basis for continued improvement.Oversight for the Installation and commissioning of a brand new line, fully operational from May 2017.Delivering on distribution, logistics and stocking to support a robust Route to Market, whilst improving on the cost to serve and customer promise (24-48hrs delivery, in full).Launch the implementation of Highlands World Class Operation to support implementation of Autonomous Maintenance, Planned Maintenance, 5S - Workplace organisation, Visual Factory/ Management and Self Directed Work Teams.

Responsible for coordinating the generation of the company's strategy and working with respective senior leadership to cascade the same into respective departments through Hoshin Kanri.Accountable for the Office of Strategy Management (OSM), with the responsibility of ensuring the Strategic objectives are executed and target metrics are being achieved. Responsible for driving Cause-Correction on any Objectives or Measures not being achieved.Accountable for the implementation of business performance improvement initiatives and projects to drive KQ's goals of best total value and guest experience. Methodology deployed - Lean Six Sigma.Responsible for deployment of TRACC methodology for business performance improvement.Manage the implementation and deployment of the following techniques within the TRACC methodology: Workplace organisation, Self Directed Teams, visual management and Focused Improvement - including Lean Six Sigma in the total business.Manage and facilitate the implementation of process improvement projects across the business of > 4,000 staff.Manage the deployment and review of strategic plans & measures for the business to a regular schedule.Manage the delivery of capability improvement for business improvement and problem solving through the development of Yellow Belts and Black belts in the business.

In charge of managing capital, production procurement and indirect spend for the Nairobi site. Responsibility for the deployment of Operational Excellence with Sub-Saharan Africa Suppliers.Responsible for both production and commercial procurement. Providing for the strategic direction of procurement in the company.

Managed the deployment of Total Productive Management and Lean Six Sigma at Coca Cola Sabco in Kenya.Project Manager for the Implementation of SAP - 7 modules (CO / FI / MM / PP / SD / PM / WM) - with successful go Live in 2006.

Implementation of an improved Materials Logistics for Key raw material input - reducing Working Capital through reduction of the Lead Time by 40%.Re-engineered the logistics for finished product through implementation of Cross-Dock for customers in the South Rift region - this led to improvement in Customer Service and reduced Cost of distribution.

Pioneering the setting up of Operational Excellence deployment in Nairobi - for GSK.Delivery of headline benefits y/y of circa: Kes 50m.Training and development of local experts to drive sustainability in the implementation.

Project Lead - MRP II Implementation, one of the 5 overarching processes in the ERP implementation between 1998-99. Successful Go-Live in Q2 1999 and with mitigation to Y2000 bug.