My partner and I have built a purpose-driven behavioural finance startup while successful turning around a failing business.Both inala money meaning abundance in isiZulu and intuitive utilise behavioural design and our data driven insights to recognise, intervene and reward global financial wellness. Further details can be seen in the most recent sections of my experience - intuitive and inala money. Join us as we do our part to address a R1.2 trillion consumer debt problem.

inala money is designed to take away that anxiety so many people feel, by acting as a total savings, budgeting and bill management tool that's linked to their employer's pay roll, helping people save directly from their pay, or get emergency funds straight from accrued wages if in need of a cash injection. The service also helps people automatically switch to the best suppliers to save on bills. The company charges employers a fee, considering the service as an employee benefit.Machine learning, AI, data science, behavioural design and deep customer journey analytics remove the ambiguity associated with behavioural finance. Gamification keeps the experience fun and engaging.

We are disrupting the traditional debt review industry.I’m responsible for building a SaaS business model which contribute to addressing global indebtedness. I’m accountable for all aspects of the this turnaround. The reality of consumer debt in South Africa is harsh and the human and social impact is staggering. More than 11 million of South Africa’s credit active consumers are described as over-indebted. South African consumers owe as much as three quarters (75%) of their monthly pay to creditors, while almost 60% of the population are struggling to meet their monthly payments for their home loans and credit card payments.Turnaround strategy has been very successful over a short eleven month period allowing me to handover to our newly appointed MD. I continue to contribute as a board member.

I’m primarily accountable for addressing Telstra's current and future cost to serve by digitising every aspect of our business.57% of all Service transaction are now completed through our digital ecosystem and growing at a fascinating rate. In this role I was responsible for over 462m customer interactions each year in Telstra's largest channel - Telstra's digital front-line for consumer, business, enterprise, and government across web, mobile, chat and social / sales, and service.Primary accompaniments:Leading a team of over 180, across Telstra's award-winning 'Telstra 24x7' integrated service model with onshore and offshore Studios which include development, UI and UX. Leading Australia's best social media customer service across Facebook, Twitter and Lithium CrowdSupport platforms driving a fundamental transaction behaviour shift from traditional channels into convenient / high-advocacy and low-cost self-service alternatives.Our approach entails execution across a broad programme of digital initiatives, or “digital pivots”: adopting flexible, secure IT infrastructure; mastering the use of data; cultivating and engaging with an ecosystem of technology partners; implementing intelligent, automated workflows; training programmes to focus on digital competencies and making judicious use of flexible, contingent talent models to rapidly access in-demand skills; delivering a seamless customer experience; and expanding the organizations’ array of business models and revenue streams.

Harnessing Digital and data-driven insights to fundamentally change the way we run the organisation and interact with our customers. We are building a company that is more responsive, customer-focused and innovative by digitising every part of our business.Influencing the transformation of every business process, including how you sell, market, communicate, collaborate, and innovate.Primary accomplishments: Online Service transactions from 42% to 53% in nine months – currently 57% (2015)Contact Centre and Retail positive steering/embedding – walk out Digital Prepaid - 60% online, now a $789m business. Incentivising cost-effective channelsChannel mix and Connected Channels – responsible for designing Telstra’s future channel mix

As a Series B startup funded by Sequoia Capital and Ethos Private Equity it was my responsibility to establish an independent Business Unit to take advantage of the opportunity on offer via Mobile Payments and Transaction Services. Setup includes the Business case and the associated financials, recruitment and complete P&L responsibility.2010/12 Objectives:Deliver Clickatell's Pan African rollout which is based on substantial investment in technology development, CRM and offices and infrastructure hubs in Southern, Western and Eastern Africa. This unique approach to Payment facilitation in these pivotal territories allows Clickatell to engage with Pan African partners or their subsidiaries in a localised manner, partnering and servicing the needs of Banks and Retailers with the substantiated knowledge of local nuances and appropriate industry insight.Primary accomplishments: Design, develop and deploy Clickatell's Pan-African Transaction Switch, a channel agnostic switch that is translatable via any automated channel, POS, ATM, Internet Banking, mobile (WAP 2.0, WIG, USSD, App) and Interactive TV with direct prepaid Airtime and other Value-Added Services To start with.Switch awarded Visa certification in December 2012.Establish and deploy business units CRM strategy.Develop and deploy USSD across Africa.

Responsible for leveraging Standard Banks retail and multi-channel footprint here in South Africa as well as developing its brand capabilities across new geographies, markets and products.In this role, I directed efforts to enhance or upgrade existing internet banking products, launched and redesign a variety of the Banks Digital assets, and led project teams for a variety of corporate initiatives including social media outreach and a new line of mobile banking products including the formulation of an Inclusive Banking strategy to address the needs of the unbanked or under-banked. Driving the business strategy and full P&L across Retail and Online channels in order to increase awareness, drive acquisition & retention of target customers and achieve company objectives of Cost to Serve, sales, growth and profitability.Primary accomplishments:The formulation of an Inclusive Banking strategy using USSD to address the needs of Rural Banking and the under-banked. The solution includes real time Person to Person payments (P2P), direct airtime purchases, prepaid “anything” and balance enquiries to mention a few.eWallets - Mowaly, a Virtual mobile walletInstant Money http://www.mimoney.co.za/ Card-less payments

Responsible for managing all non-telephony based customer interactions. The strategic intent of my role was to significantly upscale eService, educating and moving customers from telephone contact to e-channels (self service/automated service via bt.com) that enabled the customer to gain greater information, a richer experience and thus improved customer satisfaction.

Responsible for delivering the e-Service business objectives of Old Mutual Client Service.To provide thought leadership across Old Mutual in the use of web and other Self Service channels, to deliver self-service business results, ensure operational effectiveness of the self-service “environment” and deliver a high quality customer experience. To act as a change agent within the business to manage and drive business transformation, to take advantage of the opportunities self-service presented to the company.

One of two founding members of Digital Mall voted best Online Retail Service environment January 1999.Services performed for South Africa’s top fifteen Retailers included:Sales (Call centre & Internet), CRM & customer database management, online marketing & promotion, Internet store development & management, Call centre & Internet to 'point of sale' integration, Nationwide Customer Care and fulfillment.