→ The RoleCentral to my current role is assuring good governance and alignment of new business strategies. In practical terms, this includes implementing initiatives to ensure that origination and acquisition channels are profitable, and shaping strategies for loan origination and onboarding, and product performance targets. By enhancing onboarding processes, I am able to create product awareness and encourage customer retention, and I invest effort in identifying new commercially viable opportunities. The role also involves project-managing strategic projects, aligning sales origination channels with overall marketing, credit, operations and business strategy, and ensuring compliance of loan operations with regulatory requirements. A further crucial element of the role is to lead processes to strengthen relationships with strategic retail and digital partners, and I do so by managing the retail distribution network and strenghting Capfin’s retail distribution footprint, as well as developing the retail brands loans book. This also entails evaluating partner performance, and engaging with stakeholders to meet reporting requirements of new initiatives. Unsurprisingly, it is important for me to monitor strategic partners’ adherence to Capfin’s brand strategy and identity. Finally, I oversee strategic talent management by supporting team performance, creating succession plans, and adapting departmental structures and operational practice to reflect business evolution. Allied to this, I direct financial management controls for the sales origination function, and this includes leading budgeting, operational planning, and identifying scope for cost-saving initiatives. → The Results• Played a key role as a member of the senior management team to lead the company’s turnaround strategy, includingo overseeing an departmental restructureo re-engineering and optimising business processeso steering the company to profitability from a loss-making position

→ The RoleIn this capacity, I led initial management of the sales conversion funnel, encompassing partner development, strategy, technology implementation and enhancements. I also played a key role in the formulation and execution of an organisational Business Development Strategy to grow the customer base, as well as directing processes to plan and manage the onboarding of new strategic partners. This was done by developing a standard engagement model, and evaluating new intake partner onboarding pilots, customer uptake and operational practices. Behind the scenes, I oversaw all aspects of the management of operational activity. This involved maintaining sustainable relationships with retail and other strategic financial service partners, and improving performance of established intake partners using appropriate feedback mechanisms. Accountability lay with me for business continuity planning and disaster recovery, as well as chairing committees for financial service partners. I also identified methods to increase commercial viability of established intake partners, and the led roll-out of SOPs. Underpinning all of this activity was my work to assure the quality of the department’s offerings to customers. Resource management was a further key component of the role, including controlling a multi-million-rand budget, and leading all aspects of strategic and operational people management. This included hiring, coaching and mentoring new talent, as well as facilitating collaboration across internal, external and cross-functional teams. → The Results• Established and grew a successful operations team to promote alignment with strategic partners, resulting in o achievement of business development strategy goals o increased intake due to improved alignment

The focus of this role was to oversee end-to-end delivery and implementation of strategic business projects. This included leading project planning; assuring project quality and mitigating against risk; compiling documentation; engaging with stakeholders; controlling resources; and monitoring and reporting on progress.

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