Sam N. Email & Phone Number

Cape Town, Western Cape, South Africa

Johannesburg Area, South Africa

Previous Non-executive director at Hollard Group, I am appointed to challenge the thinking and performance of the business and executive team and equally liable for the success or failure of the company. I am there to form part of the leadership team and required to embody specific critical elements with regards to the technology space keeping the executive directors and the entire board accountable. In this position, I help manage the company's strategy, performance and risk by providing executive directors with insight into external IT and Strategic factors that may affect the business. Additionally I also independently assess the company's performance, ensuring the company’s shareholders are top of mind. Furthermore, I entrench myself in the financials of the company to verify fiscal responsibility, putting necessary controls in place.

Sandton

As the Business Change and Technology Executive it is my role to work in conjunction with the other EXCO members and determine the long-term strategic and technological objectives of SASRIA and to ensure business growth through directing and managing business operations activities that provide delivery to the organisational strategy. My role is to plan, lead and control the performance of the company’s operations, as dictated by the overall strategy agreed by EXCO, to maintain and develop business growth in accordance with the approved business strategy ensuring that the creation, iteration and maintenance of an approach to align IT and business plans with business objectives and the development of programs to drive forward and execute that strategy for SASRIA. I execute this role with a significant focus on the overall financial management, control and stewardship of the business and IT assets and resources used in the provision of IT services, including the identification of materials and energy costs, ensuring compliance with all governance, legal and regulatory requirements are met to set standards. Within in the Technology portfolio, it is my role to establish and oversee the organisation's approach to the use of information, digital services and associated technology and often this includes responsibility for the provision of digital services and levels of service and service quality which meet current and future requirements. I do this by setting policies and practices for conformance with mandatory legislation and regulations; strategic plans for technology to enable the organisation's business strategy; transparent decision making, leading to the justification for investment, with appropriate balance between stakeholder benefits, opportunities, costs, and risks. As the Technology Executive, I am called upon to use my capability to recognise and exploit business opportunities provided by ICT best practices, methods and standards.

Pretoria

Being the Chief information officer (CIO), I was the most senior executive in the Information, Communications and Technology Enterprise at Auditor General of South Africa where I was responsible for the information technology and computer systems that supported enterprise goals and reported directly to the Chief Executive of Corporate Services. My role formed a vital part of the business that utilised technology, data and managed IT resources which planned the policy and practice development, planning, budgeting, resourcing and training. In addition to this, my job as CIOs was important in calculating how to increase profits via the use of ICT frameworks, as well as the vital role of reducing expenditure and limiting damage by setting up controls and planning for possible disasters. As CIO I was required to decrease the gulf between functions carried out by both IT professionals and non-IT professionals in businesses to set up practical and working relationships.As the Chief Information Officer of AGSA, it was my responsibility for some roles. First and most importantly I had to fulfil the role of business leader and make executive decisions regarding things such as the purchase of IT equipment from suppliers or the creation of new systems. I was therefore responsible for leading and directing the workforce of the ICT organisation of 100 employees. Being the CIO essentially I was tasked with mapping out both the ICT strategy and ICT policy for AGSA. The ICT strategy covered future proofing, procurement, and the external and internal standards laid out by AGSA and similarly, as the CIO I had to write up the ICT policy, detailing how ICT is utilised and applied. · Continuously improved decision-making and coordination for use of technology, data and IT resources to better position the company for the future.

Gauteng

Being the Head of Technology Operations Africa for Absa Bank/Barclays Africa required that I strategically manage the management of the IT infrastructure and resources needed to plan for, develop, deliver and support IT services and products to meet the needs of the business. This required emphasis on the preparation for new or changed services, management of the change process and the maintenance of regulatory, legal and professional standards. As the Head, it was my responsibility to supervise the management of performance of systems and services regarding their contribution to business performance and their financial costs and sustainability as well as the management of bought-in services. Part of this was the development of continual service improvement plans to ensure that the IT infrastructure adequately supported business needs. A significant portion of this position was the Information management processes. It was my duty to manage the overall governance of how all types of information, structured and unstructured, whether produced internally or externally, were used to support decision-making, business processes and digital services. Often time this required encompassing development and promotion of the strategy and policies covering the design of information structures and taxonomies and the setting of policies for the sourcing. This led to the maintenance of the data content and the development of policies, procedures, working practices and training to promote compliance with legislation regulating all aspects of holding, use and disclosure of data. My knowledge around Enterprise and business architecture was a skill I used quite often at Absa Bank/Barclays Africa. This required me to ensure that the creation, iteration, and maintenance of structures such as enterprise and business architectures embodied the fundamental principles, methods and models that describe the organisation's future state and that enabled its evolution.

Johannesburg Area, South Africa

As Head of Service Delivery & Account Management at Fujitsu Services South Africa, I was responsible for the achievement of formal confirmation that service acceptance criteria had been met, and that the service providers and teams were ready to operate the new services when it was deployed. This required me to be involved in the release and deployment process. I had to manage the operations, systems and functions to package, build, test and deploy changes and updates into a live environment. It was my role to establish or continue the specified service and to enable controlled and efficient handover to Operations and the user community. As the Head I had to ensure that service level management principles were followed for the planning, implementation, control, review and audit of service provision, to meet customer business requirements was met at all times. Relationship management played a critical part of this position, and it was my duty to identify, analyse, manage and monitor relationships with stakeholders through the clarification of mutual needs and commitments by consultation and consideration impact. Part of this was keeping abreast of the change implementation planning and management. My role ensured that the definition and control of the process for deploying and integrating new digital capabilities into the business were done in a way that is sensitive to and fully compatible with business operations, with a critical consideration on Business process improvement which called on me to identify new and alternative approaches to performing business activities. I did this work by analysing business processes, including the recognition of the potential for automation of these methods, assessment of the costs and potential benefits of the new approaches considered. Where appropriate I managed to change and assisted with an implementation which included the application of a process management capability/discipline at the enterprise level.

Johannesburg Area, South Africa

London, United Kingdom

Johannesburg Area, South Africa

Johannesburg Area, South Africa

Johannesburg Area, South Africa

Had various roles throughout my career at Investec. See roles below:Group IT Operation Manager - April 1996 - March 1998Operations Supervisor - April 1993 - March 1996 Security Officer & Hardware support - April 1990 - March 1993

Advanced Management Program (Amp 202), Business Administration And Management, General, Post Graduate

Leading Strategic Innovation and Change Competing in the Age of AI Cognition, Ethics, and negotiating in the contemporary Environment.

Digital Transformation (Driving Digital Strategy & Competing On Business Analytics And Big Data)

Driving Digital Strategy.. provided a comprehensive framework for building new platforms, managing ecosystems, and successfully engaging.

Master Of Science (Msc), Information Systems, Post Graduate

Activities and Societies: Volleyball SoccerMaster of Science in Information Systems thesis on Business and IT Alignment

Cio Academy, It Strategy & Implementation, Cio

Strategic perspectives - The new digital context for the CIO - 10 commandments for competing in turbulent times Executing strategy - Focus.

Higher Diploma, Business Studies

Johannesburg

School Leaving, Matric School Leaving Certification

Activities and Societies: Volley Ball, SoccerVolleyball & atletics

Amp 202, Business Administration And Management, General