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Work Background
Private ConsultantConsultant
Apr. 2025City of Cape Town, Western Cape, South AfricaWith a professional passion for people and processes, Christo Pieterse has entered the 2nd phase of his successful career as a sought-after Consultant. Backed by 40 years of experience in engineering, operations, and project management, he brings a tactical, hands-on approach – aligning people and resources around shared goals. Known for his personable leadership style, Christo draws on strong EQ, comms skills, and drive to connect with and grow teams. His people-first philosophy ensures buy-in, process adoption, and lasting positive. He focuses on culture transformation, engaging the hearts and minds of employees to drive results. Christo believes influence is central to leadership. His energy and guidance encourage teams to embrace excellence and shared vision. Through strategic team-building, robust systems, and clearly tracked KPIs, he helps businesses grow sustainably while unlocking team potential. Consulting in Cape Town and across South Africa, Christo is expanding globally to help companies professionalise, scale operations, build efficient teams, and maximise profitability. He is deeply committed to leaving every business better than he found it.
HEINEKEN BeveragesOperations Manager, JC Le Roux
Oct. 2023 - Apr. 2025Stellenbosch, Western Cape, South AfricaThe House of JC Le Roux was South Africa's first cellar dedicated entirely to the craft of making fun-loving sparkling wines and award-winning vintage Cap Classique's for a range of tastes that uplift the mood and add style to any occasion.
The Operations Manager is responsible for delivering the full plant agenda and implementing the growth strategy through engaged and motivated teams.
DistellCapital Projects Manager (SA)
Sep. 2018 - Nov. 2023StellenboschThis newly created role was established to drive world-class project execution. The annual capital budget for the Distell SA SC business is between R500Mil and up to R1.0 billion. An estimated 20% of these projects are managed by our ‘Central Group Engineering Services’ (where I am based) while the rest are managed by the various business units. (With Group Engineering involvement as required). Learning from my previous roles as a “customer” of project implementation, I saw opportunities to drive practical improvements in our processes and thinking. Using experience and research into current best practices I managed an implementation strategy that can be summarised as follows:
- Lead and enhance project management systems and incorporate relevant improvements, standards, principles and actions. Developed a unique method of ensuring best practice compliance through project scorecards and then EPMS reviews.
- Implemented various capital projects.
- Monitor SA Capital project performance through prioritised tracking systems, standard meeting structures and reporting.
- Lead capital project forums through engagement with relevant stakeholders in BU’s and related functions. Play a coaching role within the various business units with the implementation of project management systems and effective ways-of-working.
- Collaborate with the relevant engineers, equipment suppliers and procurement to evaluate, select and procure best appropriate technology for new investments.
DistellGeneral Manager
Oct. 2016 - Aug. 2018Johannesburg Area, South AfricaThe Distell Springs plant expanded at a phenomenal rate which created a resourcing and skills gap. This impacted negatively on the effectiveness of great systems and increased pressure on teams and individuals. Employee Engagement declined and a culture of fear emerged. Equipment reliability, plant efficiencies, service levels and costs were under pressure. During the first few months I focussed on winning hearts and minds of people, filling critical vacancies and re-establishing asset care systems. The result was an improvement in business performance and afforded the time to focus on the longer-term growth and strategy. In recognition of the progress made at Springs, Richard Rushton (Group CEO), announced the 2017/18 Distell business results from the Springs plant. VIP’s, analysts and various other stakeholders attended the televised presentation. This was truly an accolade to the site and its committed people. The Springs plant was awarded the “most improved plant” at the 2019 recognition gala.
CJP Consulting ServicesOwner
May. 2016 - Sep. 2016Johannesburg Area, South AfricaDuring my 30 career I developed methods to effectively convert ideas and plans into tangible actions specifically related to operational, engineering and project management fields. Key areas of expertise offered:
- Operational system development
- Coaching and development of teams and individuals
- Implementation of Asset care system
- Project management
- GMP standards and design
Lodestone BrandsOperations Executive
Mar. 2015 - Apr. 2016Johannesburg Area, South AfricaMister Sweet is a legacy family owned business with great people and character. In this competitive environment the business must continuously evolve and I had the privilege to drive this journey. Some of the key achievements are: - Formulated a leadership team through talent acquisition and restructuring.
- Lead a change process and culture development of the Mister Sweet plant. Developed short, medium and long term site action plan (4:4:2:1)
- Developed a “Capacity vs Demand” plant profile to identify bottlenecks and implemented capacity enhancement projects. - Introduced Works instructions and SOP development program. Stepped up Skills and competence development.
- Formulated and monitored continuous improvement plan and productivity delivery.
- Identified and introduced GMP infrastructure improvement plan.
- Introduced communication systems and relationship building methods (Town halls, team and individual awards, etc.) - Developed cost measurement and reporting system in order to prioritise and drive cost saving opportunities.
- Introduced an asset care strategy which combines effective business systems (the hardware) with mobilizing effective teams (the software).
- Improved safety management systems. Developed a “Gap list tracker” and management system to prioritise and execute.
- Step changed Quality and food safety system standards to meet required HACCP and customer requirements. Developed a “Gap list tracker” and management system to prioritise and execute.
- Developed internal housekeeping improvement system – score improved by 20%
- Improved “Full time equivalent” headcount by 120 heads.
- Improved productivity (Kg/Mhr) by 30%.
- Improved plant supply reliability. Maintained “Volume adherence” while improving “Schedule adherence” by approximately 25%. Improved service delivery to Woolworths by 20%. - Improved plant variance cost through improved stock control.
- Improved energy & water consumption by 20%
Lodestone BrandsEngineering Executive
Jan. 2015 - Feb. 2015Johannesburg Area, South AfricaThe main objective of this role was to land sound Asset Care Practices and to manage the company capital investment program. In addition there was a need to coach and assist the confectionary plants with implementation of Good Manufacturing Practices and productivity ideas.
Mondelēz InternationalPlant Director (Acting)
Aug. 2012 - Mar. 2013Port Elizabeth Area, South Africa- Followed the operational strategic plan to adapt, align and ensure commitment towards the achievement of key objectives. - Participated in the development of the annual Supply Chain Contract for Port Elizabeth operation. - Delivered the Port Elizabeth contract commitments. Set a new production record which has still not been beaten as at the time of this print.
- Lead the annual review of the site strategic plans, including developing specific business unit relationships and manufacturing opportunities.
- Lead key strategic initiatives. Most significant was the introduction of Integrated Lean 6 Sigma. Port Elizabeth was used as a “Lead site” to develop this process for roll-out to the rest of the organisation. The fundamental principle is “100% employee engagement” and drives a “zero loss mind-set” to deliver a defined “compelling business need”.
- Assumed a leading role in delivering the full Port Elizabeth QSDSM agenda. Lead the Port Elizabeth Transformation Process. - Ensured that government and statutory requirements were complied with. - Managed and coached team members to achieve high levels of engagement, competence and consistent performance management. - Collaborated closely with Regional and Local Category Teams, Integrated Supply Chain teams and RD&Q to contribute to and influence the commercial agenda to deliver business growth. - Built constructive relationships with local government institutions, key stakeholder forums, suppliers, trade unions and community institutions.
Kraft Foods GroupPlant Director (Acting)
Aug. 2012 - Mar. 2013Port Elizabeth Area, South Africa- Followed the operational strategic plan to adapt, align and ensure commitment towards the achievement of key objectives. - Participated in the development of the annual Supply Chain Contract for Port Elizabeth operation. - Delivered the Port Elizabeth contract commitments. Set a new production record which has still not been beaten as at the time of this print. - Lead the annual review of the site strategic plans, including developing specific business unit relationships and manufacturing opportunities. - Lead key strategic initiatives. Most significant was the introduction of Integrated Lean 6 Sigma. Port Elizabeth was used as a “Lead site” to develop this process for roll-out to the rest of the organisation. The fundamental principle is “100% employee engagement” and drives a “zero loss mind-set” to deliver a defined “compelling business need”. - Assumed a leading role in delivering the full Port Elizabeth QSDSM agenda. Lead the Port Elizabeth Transformation Process. - Ensured that government and statutory requirements were complied with. - Managed and coached team members to achieve high levels of engagement, competence and consistent performance management. - Collaborated closely with Regional and Local Category Teams, Integrated Supply Chain teams and RD&Q to contribute to and influence the commercial agenda to deliver business growth. - Built constructive relationships with local government institutions, key stakeholder forums, suppliers, trade unions and community institutions.
Mondelēz InternationalBusiness Development Manager
Oct. 2011 - Dec. 2014Port Elizabeth Area, South Africa- Developed the Site Master Plan and long term capital investment strategy.
- Provided technical leadership for the category teams from a manufacturing perspective.
- Leveraged manufacturing for new product development and sourcing of capacity. - Managed the effective execution of the “Idea to Market” and “New product development” agenda.
- Built close ties with RD&Q and Global Engineering Services to support strategic direction of category with regards to technology. - Coordinated manufacturing, engineering and supply-chain resources to ensure successful execution of all deliverables of project management. - Lead cross-functional project team of technical functions, operations and local teams to manage the PE Site capital investment program. Responsible for the overall commercialization of projects.
- Ensured the effective application of the Asset Care Strategy through effective systems and motivated teams.
Mondelēz InternationalEngineering Manager
Nov. 2007 - Sep. 2011Port Elizabeth- Further developed and implemented the asset care strategy as developed in my previous departmental role to the Port Elizabeth site. Resulted in leading the “Asset Care best practice” fraternity for Southern Africa.
- Managed the engineering function of the Cadbury PE site including the appointment of the GMR 2.1 responsibility.
- Ensured effective equipment reliability. Reduced Engineering downtime to below 5% and overall plant downtime to below 20%. (Approximately 25% improvement). Improved Overall Equipment Effectiveness (OEE) by 15%. - Maximised the “20 Keys” principles, with special focus on Key 9. Appointed “Asset care champions” to develop “model machines”
- Motivated teams through effective goal alignment and performance management systems. Held and facilitated goal alignment sessions with cross functional teams.
- Managed the engineering budget as an “investment” to deliver optimal shareholder value.
- Ensured compliance to OHASA and internal safety management system requirements.
- Managed the Engineering stores to ensure availability of key spares while optimising stock value.
- Participated and contributed in benchmarking sessions with the broader business.
- Developed reporting and dashboard system.
Kraft FoodsEngineering Manager
Nov. 2007 - Sep. 2011Port Elizabeth- Further developed and implemented the asset care strategy as developed in my previous departmental role to the Port Elizabeth site. Resulted in leading the “Asset Care best practice” fraternity for Southern Africa. - Managed the engineering function of the Cadbury PE site including the appointment of the GMR 2.1 responsibility. - Ensured effective equipment reliability. Reduced Engineering downtime to below 5% and overall plant downtime to below 20%. (Approximately 25% improvement). Improved Overall Equipment Effectiveness (OEE) by 15%. - Maximised the “20 Keys” principles, with special focus on Key 9. Appointed “Asset care champions” to develop “model machines” - Motivated teams through effective goal alignment and performance management systems. Held and facilitated goal alignment sessions with cross functional teams. - Managed the engineering budget as an “investment” to deliver optimal shareholder value. - Ensured compliance to OHASA and internal safety management system requirements. - Managed the Engineering stores to ensure availability of key spares while optimising stock value. - Participated and contributed in benchmarking sessions with the broader business. - Developed reporting and dashboard system.
CadburyPlant Engineer
Mar. 2004 - Oct. 2007Port Elizabeth Area, South Africa- Managed the engineering function of the "Olympus business unit" (One of 3 Business units within the Cadbury site). Appointed as GMR 2.7 to assist the GMR 2.1 in execution of duties.
- Introduced the “20 Keys” principles, with special focus on Key 9.
- Introduced BCM (Business centred maintenance) system.
- Lead teams which included Technicians and Artisans.
- Motivated team through effective goal alignment and performance management systems. Started a goal alignment which developed into a site practice.
- Managed action plans to improve OEE (Overall equipment effectiveness) and GE (Global Efficiency)
- Managed action plans to support the quality agenda (HACCP, GMP)
- Managed and control departmental operating budget.
- Ensured compliance to OHASA and internal safety management system requirements.
ShatterprufeTechnical Projects Manager
Feb. 1998 - Dec. 2003Port Elizabeth Area, South Africa- Managed the improvement/redesign of equipment to minimise losses and breakdowns i.e. establish concept, draw up spec., obtain/make drawings, obtain quotes etc. Projects varied in scope, size and value. (Between R10k and R51Mil)
- Performed overall project administration including expenditure management & control. Setting and chairing project meetings. Managed the testing and commissioning of new equipment.
- Developed capital equipment specifications and purchase contracts for major processing equipment to ensure that the most appropriate, cost effective and technically sound solutions were implemented.
- Provided a consultancy service to the various sites with regard to improvement of efficiencies and equipment selection/installation.
- Managed on site contractors to ensure acceptable and safe standard of workmanship.
- Provided a liaison service between Shatterprufe technical personnel at all sites and major equipment suppliers and consulting professionals to ensure that technical information was properly co-ordinated.
- Managed a “Tool Manufacturing & Maintenance” Facility. - Managed outsourced Polyurethane encapsulation area. (BEE initiative)
- Acted in stand-in capacity for site plant engineers as required
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