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Work Background
MediclinicGroup Chief Human Resources Officer
Aug. 2023Stellenbosch, Western Cape, South Africa
MediclinicChief Human Resources Officer
Oct. 2022 - Aug. 2023South Africa
MassmartVice President: Group Organisational Effectiveness
Mar. 2020 - Oct. 2022Johannesburg, Gauteng, South AfricaLeading the organisation effectiveness (OE) function and provide strategic direction for the Group, including the provision of strategic leadership on business transformation through organisation design, organisation development (cultural transformation) and change management. To support the Massmart Group’s growth by providing an integrated people, systems and process solutions to the Massmart Group Executive leadership and broader business.
Massdiscounters t/a Game and DionwiredHR Director
Jan. 2017 - Feb. 2020Johannesburg, Gauteng, South AfricaThe key mandate in this role included:
- Supported the design and implementation of the Business Strategy, Category Management Operating Model and Structure
- Drove the restructuring of the Commercial teams in line with new Operating Model
- Facilitated the Relocation of the Head-office from Durban to Johannesburg
- Led the process in securing the location and design of the new Head Office
- Delivered digital employee engagement platforms
- Designed and delivered the Change Program aligned to the restructuring and relocation without any adverse legal impacts.
- Facilitated the Union relationship and Wage Negotiations in SA and 11 African countries - delivered all within budget and below inflation in some countries
- Designed and launched the MDD Employee Value Proposition
- Supported the People agenda aligned to the Africa growth strategy
- Support the change management of the SAP ERP system
AbsaHR Executive
Sep. 2015 - Jan. 2017Cape Town, Western Cape, South AfricaThe key mandate is this role is to lead the business transformation and integration across all business areas (corporate, retail, business and wealth) aligned to the new operating model. This also includes the consolidation of the several regional offices into one office park in the Western Cape. A key strategic focus in the Eastern Cape is to drive the attraction, development and retention of key talent especially within the rural areas. Aligned to this is to build different operating models and staffing solutions relative to the regions’ customer demographics and skills requirements. A critical focus across both regions is to enable a culture of diversity and inclusion as well as create cost efficiency through streamlining of structures, people processes and systems.
Irvin & Johnson - AVI GroupHR Director
Nov. 2013 - Aug. 2015Cape Town Area, South AfricaDirector on I&J Holdings and I&J Limited Boards
Director on I&J Black Staff Holding Company (Pty) Ltd
Trustee on I&J Retirement Fund
Trustee on AVI Community Trust
Member of the SA Fishing Industry Employer Organisation (SAFIEO)
Managed a HR team of10 professionals and 15 administrators The key mandate in this role was to drive the change initiatives across I&J through a shift in the senior leadership and restructuring across all business areas. Aligned to this, a key focus has been to attract, retain and build the right competence enabling improved business results and long-term value. Compliance & alignment to the legislative changes (BBBEE, EE, LRA), workforce flexibility solutions and reviewing & implementation of remuneration practices was also a key emphasis. Building the I&J Fishing Training Academy for internal & external stakeholders was another key strategic deliverable.
Indigo Brands - AVI GroupHR Director
Nov. 2011 - Oct. 2013Cape Town Area, South AfricaMember of the Indigo Brands Executive team
Trustee on AVI Community Trust
Managed a HR team of4 professionals and 6 administrators The key mandate in this role was to manage the shift in leadership and restructure each business area to deliver to the functional and broader business strategy. The primary driver was the shift to be both a Beauty and Personal Care business with key investment and growth in the latter category. Employee engagement and building the internal brand has also been a critical focus in providing direction, clarity, driving high performance and ownership that is now resulting in better services and delivery to all stakeholders, most especially Indigo’s customers translating into improved sales.
Leading Edge HR ConsultingHR Consultant
Sep. 2010 - Oct. 2011Cape Town Area, South Africa♣ Leadership and Team Development ♣ Structure redesign
♣ Strategy development & execution
♣ Change design and process implementation
♣ Executive Development Some of the companies worked with include Coronation Fund, Webber Wentzel, Growthpoint Properties and Ackermans
Woolworths Financial ServicesHR Executive
Aug. 2008 - Mar. 2010Cape Town Area, South AfricaMember of the WFS Executive Team
Member of the Remuneration Committee, sub-committee of the WFS Board
Managed a team of 6 HR Professionals & 3 HR Administrators The key mandate in this role was initially to facilitate the smooth launch and transition of this Joint Venture business. I was responsible for the design and implementation of the People Change Process which included restructuring the business, design and resourcing of the new structure, new employment contracts and implementing new employment benefits, payroll and people policies. Achieved 100% on the Barclays audits aligned to SOX compliance. Once the business was established my focus shifted to that of developing and implementing the People Strategy with key focus areas on delivering business outcomes through role clarity & staff engagement and implementation of talent, succession and remuneration practices across the business.
WoolworthsHR Executive
Jan. 2007 - Jul. 2008Cape Town, Western CapeMember of the Woolworths People Leadership team
Member of the Selling Executive team
Managed a team of 300 (HR Practitioners and HR Admin teams) The key mandate in this role was to lead the Selling Team Employment Proposition (STEP) Project. The aim of this project was to attract develop and retain talented staff in stores. Through this project we implemented an internal talent pipeline, provided effective leadership & staff development with clearly defined career paths, aligned pay to market and created work-force flexibility. My other key focus was to develop and implement the people strategy in this environment and manage a diverse HR team to deliver on all the HR operational initiatives and people projects. Coordinating and managing key people risk factors across all projects in this environment were also a major focal point. I also supported the launch of Country Road, Trenery as standalone stores and the launch of Beauty counters within Woolworth’s stores.
Woolworths (Finance & Corporate)HR Business Partner
Jul. 2004 - Dec. 2006Cape Town Area, South AfricaManaged a team of 5 HR Professionals The key mandate in this role was to deliver the “Fit for Growth” Project (restructuring process) in line with the new Finance system changes being implemented. We had successfully closed two regional admin offices and restructured the Central Admin Office. This resulted in the redeployment and/or retrenchment of over 120 staff. My other key focus areas in this environment included implementation of key people initiatives such as recruitment, talent and succession in line with the broader People Strategy.
WoolworthsHR Business Partner
May. 2002 - Jun. 2004Cape Town Area, South AfricaMember of the Woolworths Online Executive team
Managed a team of 3 HR Professionals The key mandate in this business area was to set up the HR function, which included implementing the HR policy & benefits, setting up the payroll process, developing the performance management system and a learning and development framework for staff and management. A great deal of emphasis was also placed on developing a resourcing strategy for the Cellular and the Online shopping division. I was involved in both the development and management of these people processes.
Clicks GroupNational HR Manager
Jan. 2001 - May. 2002Cape Town Area, South AfricaTeam: 3 HR Managers & 6 HR Officers reporting into me The key mandate in this portfolio was to ensure the consistent and integrated implementation of key people initiatives across Head office and Stores environments. Some of my successes in this role included the development of a resourcing strategy for the Buying/Planning roles, implementation of the Graduate & Trainee Manager Programmes and the design and implementation of the Management Development Training. I also played a key role on The Body Shop Project team and was responsible for developing and implementing the people function and managing the change process during the launch of the business in SA.
Clicks GroupDivisional HR Manager
Aug. 1998 - Dec. 2000Durban Area, South AfricaTeam: 2 HR Officers reporting to me The key mandate in this environment was to manage and implement the key people initiatives, which included coaching and developing line management on people processes, launching the performance management and leadership development processes across the division and overseeing of the recruitment and industrial relations processes.
Old Mutual DurbanHR Practitioner
May. 1997 - Jul. 1998Durban Area, South AfricaKey Responsibilities: teambuilding, training & development, HR Admin & research, recruitment, exit interviews, employee relations, job design, implementing EAP programmes & HR policies
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