Stainless steel sinks for Sub-Saharan Africa, produced in Africa with African raw materials and Labour to replace cheap imports with durable and unwavering quality for the discerning African consumer. Double - or single bowl configurations and more!

We specialize in improving energy efficiency for existing installed utility infrastructure as well as installation of renewable and green energy solutions.

• Highly experienced CFO with 16 years’ experience as CFO and Public Officer in a multinational Spanish company, trading in 67 different countries worldwide.• Reports to the CEO in RSA and internationally to the Spanish Group CFO. • Full involvement with board members and shareholders and an active member of the Board and Board Audit Committees.• Company convener of the Business Risk – and Credit Risk committees.• Responsible for and involved in all aspects of the financial channel including:o Financial reporting and audit.o Forecast and margin management.o Raw materials and production consumables requirements planning, sourcing and inventory management.o Treasury and foreign currency risk management.o Internal audit and liaison with external auditors.o Liaison with company attorneys.o All matters regarding taxation and VAT.o Financial operating issues especially as regards production efficiencies and costing.o Accountable to manage the approval framework for the business.o Foreign exchange risk and supply management.o Governance and compliance including IFRS and King IV and the Companies Act.o IT – ERP system and systems integration sponsor.o Managing strategic relationships with key stakeholders including: Spanish head office executives. Bankers, Funders, Insurers and Credit Insurers. Suppliers (International and Domestic). Customers (International and Domestic). Shippers and Logistics Service Providers/ Agents. Government and Local Authorities. Labour Relations. Strategic planning and execution (working closely with CEO).Supported by five senior managers and 52 subordinates

Mastered the complexity of a 34 workstations production facility that includes 6 alternative product routes and 1.4 million permutations of final customer product specifications. Applying Lean Manufacturing principles and expanding into Materials Requirement Processing and Supply Chain Management processes in order to establish a more integrated and future looking production planning process. During this period, I became an astute operations and logistics strategist. Applying Business Process Reengineering and Change Management principles to implement a new Lot Production System that enabled the economy of scale principles to be maintained while ensuring improved order fulfilment and on time delivery performance. Opening a new export route through the port of Maputo that reduced lead times by 5 days and land side logistics cost by R 84 per ton in 2001. I was allocated the responsibility of main Operations Liaison during the due diligence in 2001, working closely with the Strategy Executive and Technical Specialist of Acerinox to confirm capacities and capabilities of the Columbus Production Assets. Lead and develop a team of two senior and eight middle managers and a total of 134 subordinates accountable for the full Production Planning and Logistics channels including:• Capacity planning performance monitoring.• Developing and maintaining the Manufacturing Planning and Order Fulfilment Systems of the organisation.• Developing Production Budgets and Long-Term Requirements Planning.• Contracting all Transport, Warehousing, Port operations and Clearing and Forwarding services. • Project Management of implementation of the export operations through Maputo.• Full accountability for cost of delivery of final product and landed cost of sourced imports and domestic supplies.• Responsible for customer delivery date promising and delivery performance.• Control of Work- In- Progress and Final Product inventories.

Chairing the Southern Cross Stainless Ware Board of Directors and reporting to the CEO and board of directors of Columbus I had full accountability for the profit and loss performance of the business and control of its assets. Restructured the business and changed the Product Offering, Branding, Marketing Concept and Production Processes. Affected turnaround of the business to profitability within 6 months. Liaised with ITAC to implement protection and Anti-Dumping procedures against cheap imports from Taiwan and Korea. Concluded the sale of the business. With 4 managers and 18 general workers I had full accountability for:• Production and Maintenance.• Sales, Marketing and Distribution.• Human Resources Management and Labour Relations.• Finance, It, Treasury and Admin.

Fully accountable for Plate Manufacturing Strategy, redesigned the Production Process to increase throughput capacity by 67% and reengineered flow of production and piece handling methods that improved product yield by 4%. With a support structure of 3 production unit managers and 1 maintenance engineer, 64 shift and 12 dayshift workers and 11 team managers I had full accountability for:• Production and Maintenance (Throughput, Efficiency and Availability).• Quality Control, Quality Standards and Product Yield.• Structuring of Operations Manning and Allocation of Resources.• Scheduling of operations.• Control of Labour and Labour Relations.• Cost of Operations.• Measuring and Reporting of Key Performance Indicators.• Safety, Health and Morale of employees.• Environmental Control.

Accountable for the Design of new Warehousing and Despatch Facilities as well as the Capital Budget development and the Change Management during implementation of the new facilities. Negotiated Transport, Port Warehousing and Container Packing, Ship Loading and Tally Services contracts. Designed and implemented Inventory Management and Load Scheduling Systems. Designed and implemented a Rail Transport System for the business, negotiated the Commercial Contract and established long term business relations with Transnet at tariffs that were 40% cheaper than road transport. With 4 middle managers, 12 team managers and 10 planners, 15 product packers and 24 material handlers to assist me, I had full accountability for:• Product Packing.• Product Distribution.• Warehousing and Inventory Management.• Port Warehousing and Container Packing.• Ship Loading and Tally Services.• Cost of Distribution Operations.• Measuring and Reporting of Operational Performance.• Safety, Health and Morale of subordinates

Accountable for the management of a team of industrial engineers and technicians. I was a member of the multi-disciplinary projects team which implemented leading edge technology in the company which, at the time, was going through dynamic changes. Specifically, I was responsible for flow design and lay out planning as well as designing operational support functions (including transport, feed of chromium ore, reductants and fluxes, slag handling & disposal and alloy crushing, screening, blending and storage). I was also instrumental in the design of rail transport systems and port storage, handling and ship loading functions while serving as a member of the Ferro Alloys Producers Association Transport Sub- Committee.