Acting in a non-executive capacity, champion discussion on the company’s business strategies, performance monitoring and risk. Conduct focused communication with designated internal and external stakeholders. DIRECTOR / BUSINESS PARTNER (Mar 2019 to Present)Provide ongoing review and assessment of the company's business strategies, monitoring performance, overseeing financial controls and systems.Guide the preparation of annual budgets, review of monthly accounts and collaboration with the auditors.Participate in quarterly board meetings, leading the discussion on finance agendas.Planned and implemented a balance sheet restructure. This leading to a 20% improvement in free-cash-flow.Lead meetings with stakeholders, banks, clients, suppliers, and insurers as part of networking and engagement strategy.

Partner with the Managing Director to develop a robust business strategy and implement strategic business decisions. Accountable for overseeing all finance activities, commercial reporting, risk management, policy implementation, finance staff development and optimising enterprise financial performance.ResponsibilitiesPartnered with the Managing Director in setting and driving organizational vision, business strategy, and human resources development. Provided strategic advice to the board to guide their views on the market and the company's business strategy, regularly challenging traditional thinking and motivating new ideas. Oversaw the development and implementation of business strategy. Establishing KPI’s and analytical metrics to measure performance against agreed strategy. Availability of reliable KPI’s improved management response times contributing to a 5% enhancement in manufacturing gross profit.Prepared and implemented business plans designed to enhance performance, by ensuring cost-effective operations and optimising market development activities.Lead the finance team, developed effective policies to manage cash-flow, banking and balance sheet Drove margin improvement and enhanced efficiency through the introduction of financial control systems and bespoke ERP systems. Successful implementation of the ERP systems lead to a 5-day reduction in production lead times and contributed to a 20% decrease in production reworks.Lead, mentored and developed high-performance Finance and Operational teams enhancing productivity and improving capacity for growth.Ensured timely preparation, review, and circulation of financial reports and board packs for group companies. Reporting lead times were reduced from >20-days to <10-days within 3-months.Ensured compliance with relevant accounting standards (IFRS) and safeguarded compliance with all statutory regulations.

Provided consulting and advisory services for the FD Centre, with the responsibility for guiding efficient execution and delivery of several high-level, multi-sectoral projects. Assignments included working experience in various African countries.

Financing and developing of new homes, conducting refurbishments of existing propeties & the provision of Financial consulting services.

Partnering with the Group Managing Director to develop a leading vertically integrated manufacturing & retail service business adopting an innovative market strategy targeting Blue-Chip customers. Developing and implementing a comprehensive growth strategy, identifying growth opportunities through Mergers & Acquisitions, greenfield start-ups, while simultaneously expanding the product portfolio through product development, positioning and new routes to market. Selected Achievements• Established a comprehensive suite of financial and control systems, within 3-weeks of start-up.• Increased company turnover from R30m to +R100m through vertical integration and two targeted acquisitions.• Led cross-functional teams to implement a successful business re-engineering program, resulting in a 50% improvement in group ROI.• Key member of the multidisciplinary team completing the roll out of 22 retail DIY stores in partnership with Massmart• Raised sales of the Trade Sales division by 100% in six months, this was achieved by implementing redesigned production processes focused on customer service.• Negotiated the sale of the Trade Sales business and associated brands by means of an MBO.• Reduced quotation lead time by 50% through the design and implementation of a bespoke ERP system.

Lead a distributed Finance team of 31 people. Key responsibilities included establishing and maintaining financial controls and systems within the business, including cash-flow management, budgeting and forecasting, reporting and compliance. Project activities included completing capital feasibility studies, performing due diligence investigations and liaising with stakeholders. Selected Achievements• Developing and implementing a perpetual stock system in the store environment. Introduced a cyclical, risk-based, perpetual stock system improving operational efficiency and stock control. Improved stock control resulted in a 50% reduction in store shrinkage.• Planning the finance-related aspects of the acquisition of the Krideotis Retail Group. Leading the financial and legal due-diligence exercise resulting in a successful takeover of this group's stores.• Participating in a multi-disciplinary team formed to establish the SPAR Retail College. Providing professional guidance in creating content, developing training material and presenting of the Retail Finance module.