Shaun established this start-up independent consulting business focused on strategic leadership and advisory across industries but with a specific focus on construction. He provides training facilitation for all employee levels from on-site staff through to senior executives. Shaun's focus includes people, negotiation, facilitation, public speaking and presentation skills. He offers in-depth experience with mergers and acquisitions, capital raising and diversification into new geographies or products. Shaun also possess sound knowledge of financial principles, budgets, forecasts, projections and stringent risk management protocol. His other areas of specialism comprise: strategic prioritisation and vision-setting at a local, national and Africa-wide level; broad-based black economic empowerment (BB-BEE) mergers and facilitation; change management; employee engagement; and corporate governance.

Shaun led the strategic direction and execution of a multi-billion Rand turnover business focused on general contracting in the construction sector (60%) as well as the civil, roads, earthworks and infrastructure sectors (40%). He handled both Group and divisional strategic planning through extensive knowledge of the organisation as well as an in-depth understanding of future business forecasting, projections and their strategic impact. Shaun analysed the principles applied within the business and drove significant improvement efforts. He proactively and constantly scanned the market for new and innovative business opportunities and accurately forecasted trends. Shaun also established new networks with key role players within the industry, commerce and Government. Shaun developed and nurtured a core leadership team and an overall organisation with a clear mission, vision and strategic focus driven by the principles that underpinned enterprise-wide risk management. He collaborated closely with the CFO to ensure sound financial practice, budgets and forecasts. Shaun established a clear communication strategy for the entire business from the Board through to front-line staff. He drove the efforts to embed the organisational culture and values throughout. Specific initiatives he launched to drive strategy and growth included: •Launching the NMC Business School for the development of employees•Introducing the NMC Next Leadership Development Programme•Beginning the NMC Diamond Challenge, a SMME development programme for all new entrants looking for sub-contractor work•Starting-up new businesses: Limelight Aluminium Fenestration, Xtantis Energy Generation; Llevell Laser Floors; and Mokwena Surfacing•Promoting organic growth through creation of 6 new business hubs in 6 new areas•Acquiring a civil construction business specialising in township infrastructure•Establishing a new office in Namibia with a turnover of approximately R300 million

Shaun fulfilled the role of Managing Director responsible for R250 million in turnover for a large construction company. He handled the application of company policy as well as strategy. Shaun orchestrated a restructure of the Board and the business through the negotiation and implementation of a management buy-out. Shaun ensured that the strategy and overall company performance was geared toward growth, profit and increasing shareholder return, reporting to the Chairman while leading the Board of Directors. He also represented the company at public events and with the press.

Shaun directed, planned, led and administered the overall enterprise-wide human resources function of a R160 million turnover design and construction business. He managed all personnel aspects for the growing organisation including people development in line with strategic objectives. Shaun transitioned the HR function to perform at a strategic level operating at the top of the organisation. He performed the role of C-suite level partner and provided consultative leadership in the development and integration of Human Resources programmes, policies and practices to support both the employee community and the enterprise itself. Shaun drove employee engagement to guide the organisation in setting values and embedding a new corporate culture. He held strategic workshops with all employees and introduced a Unity Forum as a platform for employee and management workplace engagement. Shaun celebrated business successes and project wins with the staff at all levels by implementing a bell ringing ceremony at Head Office. He motivated employee growth through development interviews designed to highlight opportunities within the business. His other initiatives included: social investment opportunities; long service awards; and employee of the month awards.

Shaun delivered a key personnel management role for a then R140 million turnover construction company which included development of the organisation. He handled all matters related to the selection and recruitment of new employees as well as the administration of employment equity. Shaun also initiated skills development programmes and corporate social responsibility (CSR) initiatives.

Shaun oversaw the skills development efforts of a then R60 million turnover construction business, including training needs identification as well as the execution and facilitation of the training initiatives. His development areas comprised: Safety, Health, Environment and Quality (SHEQ) department safety awareness initiatives, systems and procedures; productivity improvement; work study research; selection and recruitment; and industrial relations.