As a proud leader of the Acidgreen team, I am dedicated to building innovative eCommerce websites that exceed customer expectations and drive success. At Acidgreen, we thrive on pushing the boundaries of technology and delivering exceptional solutions that help businesses grow and flourish in the digital era.Being part of Acidgreen means being part of a larger family under the Datasolution umbrella. With over 470 talented professionals across offices in France, Australia and the USA, we bring a wealth of expertise and a global perspective to every project we undertake. Our commitment to innovation and customer excellence is at the core of everything we do, ensuring that our clients receive nothing but the best.I am passionate about leveraging cutting-edge technology and creative thinking to create seamless, user-friendly eCommerce experiences. Let's connect and explore how we can collaborate to bring your digital vision to life!#eCommerce #Innovation #CustomerExcellence #DigitalTransformation #Acidgreen #Datasolution

At AVOs, we redefine the outsourcing and offshore consulting landscape by delivering 'white glove' solutions that transcend geographical boundaries. As a co-founder and executive leader, I guide a dynamic team in crafting strategies that optimise efficiency, reduce costs, and enhance overall business performance. Our focus is on building enduring partnerships with clients, fostering innovation, and ensuring seamless integration of offshore resources into their strategic objectives.

With both an internal and external focus, my role offers a high-level perspective that drives team culture and uplifts our service offering. That responsibility includes guiding a cohesive team that effectively talks in a single voice to deliver an exceptional customer experience. Luckily, the framework for my role was already in place in the form of eWave Commerce’s core values: Action, Passion, Mastery, Growth and Truth. Not only do I aspire to these values, but they align to my domestic life too. My family culture has always been built around almost identical beliefs.Now, I’m in the fortunate position of living and breathing my core values 24/7. In the workplace, I aspire to wrap these core values around the customer-facing team to infuse every conversation and client interaction. My objective is to grow eWave, lead the regional sales team, and a client base that aligns with our core values and benefits from the foundations of everything we do at eWave Commerce: Action, Passion, Mastery, Growth and Truth.

During the secondment to this role, I had the honour and privilege of serving as the custodian of two divisions, resulting in exceptional professional and personal growth and development. This Executive role was tasked with the responsibility for driving growth and stability during an economically tremulous time. This custodianship carried accountabilities for all outbound revenue generation and touchpoint initiatives, as well as influence over inward activities, from an executive level.Throughout my tenure, my objective expanded to include growing eWave, leading the global sales and marketing teams, building a client base that aligned with our core values and ensuring strategic activities were carried through. I am proud to have held the seat until it was time to hand back to the Founder at the end of the period.

Responsible for all business development and sales including outward facing initiatives of the global enterprise applications division of Mobile Mentor. I drove the applications business forward, through bespoke and SaaS solutions, and achieved above target expectations for my division. This was achieved through both indirect and direct client engagements and translating real-world requirements into technological solutions.Duties and responsibilities:• Develop new and existing business relationships, directly and through the creation of channel partners• Hands on management of the ‘land and expand’ growth strategy• End-to-end operational management of implemented solutions, SaaS product development and departmental strategies• Contact and vendor management, from MSA’s to SOW’s• Opportunity evaluation, to ensure inter-departmental cohesion and offering to clients and opportunities• Drive new business lines with a focus on annuity-based revenue streams, through delivering value to my end clients• Channel management on a national and international level • Provided ‘True cost of business’ models and calculation to clients and internal stakeholders• Development of products and ‘go to market’ strategies• Consultation to clients on process, operational changes and redesigning ROI objectives• Researching of digital structures and strategies to develop digitisation roadmaps • Interact with the technical teams when handing over campaigns• Territory assignment and assessment• Spearheaded consultation lead engagements• Development and implementation of GTM strategy for 2021/2022.

After more than 6 years within the NTT global group of companies, my central focus was the consultation of Digital enablement, implementation, solution design, sales and pre-sales, to a wide spectrum of client organisations and industry solutions. This has been achieved through a deep understanding of the people, skills and values required by my clients to deliver the highest value when enabling technology, ROI, process automation, digital transformation strategies, etc. These beliefs in quality over quantity sit at the centre of everything I stands for. Duties and responsibilities:• Develop new and existing business relationships, directly and through channel partners.• Provide pre-sales support to account managers and sales support through hands-on account management, to clients and internal stakeholders.• End-to-end operational management of implemented solutions and departmental strategies.• Contact and deal negotiation from overarching agreements to SOW’s.• Opportunity evaluation, to ensure inter- departmental cohesion and offering to clients and opportunities.• Established the enterprise mobility team in NSW, an offshore delivery team and service structures.• Reduced delivery cost risk and cost through the leveraging of the full resource capability of the NTT organisation.• Drive new business lines with a focus on annuity-based revenue streams, through delivering value to my end clients.• Ensure compliance and quality delivery of RFI, RFQ and RFP processes and submissions.• Internal channel management on a national and international level • Provided ‘True cost of business’ models and calculation to clients and internal stakeholders.• Development products and ‘go to market’ strategies.• Ensured service delivery is according to expectations and standards.• Consultation to clients on process, operational changes and redesigning ROI objectives.• Provided recommendations of technology skills requirements and solution realisation capabilities.

I lead a team to achieving remarkable departmental growth, from green fields to a AU$10.5 million revenue target. With a dynamic sales team exceeding, I consistently met and exceeded targets year on year. My expertise lies in delivering Enterprise Mobility solutions to the Middle East and African markets, contributing to the division's growth from six to eight-digit revenue figures during my 2.5 years at NTT MIA.Responsibilities:• Managed internal and external stakeholders, ensuring effective channel management.• Conducted direct and indirect sales to clients and prospects.• Negotiated contracts with clients and suppliers to drive business success.• Provided pre-sales support to the sales team within the NTT MEA Group.• Motivated and ensured all sales opportunities were explored and reported.• Actively managed the sales team, overseeing end-to-end deliverables.• Engaged directly with key accounts, meeting and managing client expectations.• Evaluated suppliers and maintained critical supplier relationships.• Held responsibility for revenue generation and the associated P&L.• Conducted pricing calculations, GTM pricing schedules, and 'true cost of business' models.• Standardised 'go-to-market' and operational documentation.• Managed CRM hygiene for the division.• Ensured compliance and viability of the RFP processes and submissions.• Guided clients through their Digital journey, meeting their ROI objectives.• Provided technology recommendations, application functionality insights, and implementation strategy guidance to clients and potential clients.• Collaborated effectively with sales and technical teams when transitioning campaigns.• Hands-on account management of key and strategic client accounts.

My journey began as a Business Development Manager (BDM) within the same company, and I was later promoted to COO. In this pivotal role, I successfully orchestrated a comprehensive organisational restructuring to prepare the company for transitioning from a small business to a thriving medium-sized enterprise.Key Achievements:• Led a successful organisational restructuring initiative to facilitate growth, resulting in a 400% increase in sales.• Streamlined processes, improved conversion rates, and enhanced administrative efficiency.• Established a high-quality client base through quality service delivery and client relations.Responsibilities:• Serving as the 2IC to the CEO, collaborating closely to drive operational excellence.• Managing all aspects of business operations, including sales, infrastructure, technology and facilities.• Holding full responsibility for the operational P&L.• Developing and nurturing new and existing business relationships, generating and negotiating new income streams.• Overseeing direct sales efforts through relationship-building, marketing/sales team support, and direct client acquisition.• Resolving problems and negotiating effectively to drive favourable outcomes.• Managing the entire sales process, from lead generation to solution pitch, qualification, negotiation, and seamless handover to the account team.• Evaluating supplier SLAs’ and managing procurement efforts.• Managing a pipeline, ensuring up-to-date sales administration using CRM software, technologies, and processes.• Leading and training Business Development Executives (BDEs) to ensure the effective maintenance of business accounts.• Monitoring internal delivery standards when necessary.• Providing full HR and IR support internally and to clients.• Managing the operational Profit and Loss (P&L) for the business.• Implementing business growth drivers and business maximisation initiatives.• Ensuring accurate and standard-compliant tender submissions.

Kiddies Corner Nursery LTD was in the business of before and after school childcare. The organisation was owned and managed by the same family group as GMP Systems and was experiencing similar issues of varying degrees. Primary outcomes were; advisor to the managing director and company secretary, assessed business efficiency and operational running costs,advised on company restructuring, Human Resource advice and people management,Company law advice, evaluation and costing the sale price for the Limited company, assistance of legal team in the downsizing of staff, negotiated the sale of said company.This task was completed successfully with the organisation making a profit, thus facilitating the sale of the business as a running concern. The major challenges faced were the diversity of staff involved, motivation of individual staff members during the downsizing process and the avoidance of legal impact as a result of staff retrenchments. This was achieved within the given timeframe with positive results.

GMP Systems is an organisation which develops Human Resources’ policies for the British market. The primary task was to restructure the organisation and manage the implementation of such structures. This task was completed with success, thus preventing the closure of the business and the liquidation of the owners and businesses assets. On completion of this task the business was officially handed back to the owners and continues to run today. The organisation still incorporates these structures and is operating successfully. The main tasks completed where; the development and creation of new GTM and marketing strategies, providing assistance in redesigning of new corporate identity, new product development in health and safety, redefinition of business efficiency and a redesign of operational processes.

Promoted within my University Placement to better drive change and uplift of services within my department. The Promotion carried a steep learning curve as it had me managing a team that exceeded 100 for events and around 50 employees on most days. Duties:• Staff Management and discipline of approximately 58-65 staff members (agency/casual staff excluded)• Creation of new strategies & processes • Rota planning and Management• Payroll, balanced score card, problem solving & compensation • Implementation of annual strategy • Business centre operations• Stock control, ordering and departmental procurement• Operational communications and delegation • Evaluation of progress and developing reports • Planning, counselling, and operational management of day-to-day business• Creating, implementing and maximisation of sales and sales strategies• Client/guest relations• Operational problem solving• Staff motivation, monitoring and training• Quality checking systems• Implementation of new strategies• Time keeping and rota updates• Next day preparation.

Evaluation of the South African job market at that time lead to the establishment my own corporate healthcare consulting organisation. My organisation employed four staff members and built a stable client base of prominent South African corporate clients throughout. Sound working relationships were also maintained with both client and reputable financial institutes and administrators, such as; Standard Bank, Medicard, Nedbank, Discovery Health, Sanlam, etc..My duties typically involved the overall running of the organisation, including; sales and expansion, diversification of scope, business & self-marketing, financial matters, year-end budgeting & costing and Human resources.Due to the legislative restriction governing the industries income mechanisms an expansion of the business scope to include the consultation of business ‘start-ups’, business plans, environmental strategy, marketing techniques, financial systems/technologies, structural possibilities, expansion strategies, environmental placements, etc. to SME’s.