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Network Power<100 people
Roles
💸100%
Marketing
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C-level Executive
👍50%
Sales & BizDev
Geos
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United Arab Emirates
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Work Background
JDC ExecVice President Integrated Water & Energy Solutions
Nov. 2023Dubai, United Arab EmiratesInnovative Nexus of Food, Water & Energy Market | Driving Sustainable Solutions | Executive- and Strategic Leadership in Global Markets | Postgraduate Training in Power and Water Vale Chains | Executive Leadership Mentoring, Coaching and Training
Strategic Leadership and Governance: Dr Swanepoel's visionary leadership at JDCH2O has not only propelled significant strides in sustainability and technological innovation but has also inspired a new generation of leaders in the field. She implements advanced best operating practices in water treatment and energy systems, affecting industry standards and community practices. community practices. Project Leadership and Management: Dr Nellie manages projects that shape business strategies, drive customer service innovations, and execute market assessments, ensuring they align with strategic industry and regulatory objectives.
Training and Capacity Building: She designs and delivers training programs in Power and Water Management, focusing on digitisation, AI, sustainability, and more. Thus, she enhances capabilities within organisations and for future leaders.
International Collaboration and Advocacy: Collaborating with entities like ADGM, Engie and TAQA, Dr Swanepoel champions sustainable energy and water management practices. Her partnership with the Netherlands Embassy supports technology transfers, distributors and regulatory collaboration.
Innovative Technology Evaluation: Dr Nellie evaluates technologies that boost environmental and operational efficiencies. She leads integrating innovative systems like Maskam Water wastewater treatment for on-site reuse and Mosmart’s Marine T3 chemical products. These chemicals assist in oil emulsification, ammonium reduction for biogas production, greenhouse gas reduction, fire retardancy, and corrosion and scale control, demonstrating a deep commitment to environmental sustainability. This comprehensive range of products benefits various industries.
JDC ExecSenior Vice President Leadership Development & Training (JDCEXEC Academy)
Nov. 2023Dubai, United Arab EmiratesSenior Vice President of Leadership Development & Training 🌟 Empowering Future Leaders | Champion of Women in Leadership | Transformative Training Strategies | Cultivating High-Impact Leadership Cultures As the Senior Vice President of Leadership Development & Training, my mission is to cultivate leadership excellence and foster professional growth across all organizational and individual levels. With extensive experience in developing dynamic training programs, I focus on unlocking the potential of emerging leaders, with a special emphasis on empowering women in the corporate sphere. Key Highlights: Leadership Excellence: Driving forward innovative leadership development programs tailored to foster top executive talent, preparing them to meet the challenges of tomorrow. Women's Re-empowerment: Actively advocating for women's leadership and spearheading initiatives aimed at reducing the gender gap in executive roles, creating opportunities for women to succeed and lead. Strategic Training Solutions: Developing and implementing training strategies that are aligned with organizational goals to ensure a strong pipeline of skilled and diverse leaders. Mentorship and Coaching: Providing focused mentorship and coaching that emphasizes individual strengths, promoting a culture of continuous learning and personal growth. Collaborative Culture: Establishing and sustaining a culture of collaboration and inclusivity, where diverse ideas are welcomed and every voice is appreciated. Global Perspective: Utilizing a global approach to address leadership challenges, adapting to different cultural contexts, and promoting the effectiveness of international teams. Senior Vice President I am committed to shaping a future where leadership is diverse, inclusive, and impactful. I welcome connections with professionals and organizations who share a vision of nurturing transformative leaders and promoting women's leadership in every industry.
Maskam WaterNon Executive Director
Nov. 2022Dubai, United Arab Emirates
CareerJayNon Executive Director, Portable Reskilling, Wellbeing and Upskilling Platform
Jan. 2022 - Apr. 2023Based in Dubai with Global remitCareerJay offers portable reskilling, wellbeing and upskilling to people and the companies who hire them. A unique proposition, this starts to redress the balance by offering people everywhere the same support and development typically only found in large multinationals. Levelling the playing field for talent and giving organisations of any size the opportunity to show their people how much they care for and value them.
Other services include events, thought leadership, coaching, assessments and bespoke journeys. As an enterprise you can also expect a dedicated area to share your own content with your people, utilising CareerJay’s technology framework. Along with specialist DEI provision
I’m working with CareerJay at board level to support their growth and development, particularly in the Middle East, Africa and Asia
JDC ExecFounder President & CEO - Sustainability & Leadership Development at JDCH2O
Oct. 2019 - Nov. 2023Dubai, United Arab Emirates- Key Responsibilities Sharing Subject Matter Expert Knowledge Water, Process and Energy Management, as well as project management and implementation of several projects. Sales and Service Excellence; customer centric. Project management includes: Business Strategies, Market assessments, CRM Tools Salesforce.com, Digitization (Fourth Generation), Sustainability, Climate Change Impact and how to manage it in different industries, Strategic thinking and so forth. This can be complimented with CRM knowledge transfer. - Achievements Workshop with ADGM Academy in Power and Water Management to engineers and fresh graduates. Market assessment, strategy, and implementation of the water sector in the Middle East with the Netherland Embassy. Conducting business in Middle East & North Africa with distributors, including policy implementation; stakeholder policy, public policy, water recycling and waste water reuse policies as well as renewable energy policy in conjunction with the Netherland Embassy. - Various training courses both technical and soft skills as well as project management band value creation.
DiverseyGlobal Director Water & Energy Management
Sep. 2017 - Oct. 2019Dubai, United Arab EmiratesRole Overview and Key Responsibilities with Integrated Achievements:
1. Standardization of Best Practices:
Leading standardising operating practices across sales and operations to enhance customer retention and increase sales. This initiative led to marked improvements in global sales figures and customer loyalty.
2. Strategic Design and Partnership Management:
Designed a global water treatment strategy for new and existing product portfolios, ensuring alignment with market needs for sustained sales and profit growth. Successfully rolled out this strategy across various global regions, which was approved in two separate phases—each completed within the projected timelines.
3. Project Management and Rollout:
Directed the research, design, and rollout of the Water Treatment Product Portfolio, taking charge as the principal project manager. This included ensuring readiness for launch in targeted regions and aligning with the company’s internal strategic goals.
4. Regulatory Compliance and Product Launch:
Supported global standard approvals (NSF, FDA) and local customer approvals, ensuring all new products complied with relevant legislation. 5. Supply Chain and Cost Management:
Enhanced supply chain efficiency by optimising raw material sourcing and managing HS codes and product costing. Strategically selected manufacturing locations to minimise costs associated with production and logistics.
6.Educational and Training Initiatives:
Created and disseminated extensive training materials that covered new product features, operational procedures, and user benefits, which were crucial in redefining the global understanding of the company’s value propositions. These efforts were instrumental in driving 'Value Generation' through initiatives focused on water conservation, waste reduction, and emission controls.
Sealed Air CorporationGlobal Director Water & Energy Management
Aug. 2015 - Sep. 2017United Arab Emirates, Dubai- Key Responsibilities Responsible for the standardization of ‘best operating practices’ for both Sales- and Operation functions, to improve customer retention and increase sales. Customer satisfaction. Design of global water treatment strategy for new product portfolio and management of existing partnerships to ensure fulfilment of market needs, sales- and profit growth, globally. Principle project manager charged with the research, design, roll out and effective implementation of Water Treatment Product Portfolio, with Global remit. Launching includes global standard approvals (NSF, FDA, BPR & EPA), customer approvals and adherence to local legislation. Support with raw material sourcing and HS codes, costing of products and best placed manufacturing plant to assure cost effective manufacturing (volume based) and transportation. Led a sustainable Leadership program (people, planet & profit). Track ongoing global and regional performances. Remodeled the ‘value proposition’ to fit the global strategy. Global ‘branding standards’ consistency and monitoring for compliance. Brand awareness and -strategy. Achievements Strategy was designed in two phases – both phases were completed and implemented within the projected time frame. Global Project Manager for research and development as well as the roll out and implementation of own product formulations, equipment, monitoring (digitisation) and predictive analyses (AI). Completion of approvals for product usage in food and beverage industries, toxicity studies. Creation of supporting training materials for customer- and internal training, covering powerpoint presentations, excel sheet models for ease of use and standard operating procedures. Implemented ‘Value Generation’ through water saving, recycling, waste minimization and improved emissions reductions, culminating in awards for savings.
Sealed Air CorporationWater Solutions Business Development Leader
May. 2014 - Aug. 2015United Arab Emirates, DubaiRole Overview and Integrated Responsibilities with Achievements:
1.Standardisation of Best Practices:
Led the standardisation of operating practices across both sales and operations within the Food & Beverage Industry, directly improving customer retention and boosting sales. The initiative also achieved the successful regional deployment of these practices, setting a new benchmark for operational excellence.
2.Corporate Account Management:
Focused on supported corporate accounts to ensure that all customer needs were met and services delivered were in line with Service Level Agreements. This focus helped redefine the region’s value proposition, understanding what it is, what it does, and what it means for customers, enhancing customer satisfaction and retention. Attended meetings with Presidents and Vice Presidents of these corporate accounts and potential corporate accounts in the different head offices in different countries.
3.Project Management and Water Treatment Program Implementation:
Served as the principal project manager for the research, design, rollout, and implementation of a water treatment program specifically tailored for the Food and Beverage industry. This comprehensive program was effectively implemented, meeting planned objectives and significantly improving industry compliance and operational efficiency. With implementation, the hospitality division of Diversey was included.
4.Diversity and Inclusion Advocacy:
Acted as a Global Diversity and Inclusion Leader, particularly focusing on gender inclusivity, which enhanced the organisational culture. Dr Swanepoel’s role as Regional Manager not only elevated Sealed Air operations in the AMAT region through strategic leadership and innovation but also set new standards in customer care, sustainability practices, and workplace inclusivity. Her efforts markedly shaped the company’s strategic direction in the Food and Beverage industry.
GE Water & Process TechnologiesGlobal Sales Force Effectiveness Leader
Nov. 2011 - Nov. 2013Dubai, UAERole Overview and Integrated Responsibilities with Achievements:
1.Comprehensive Salesforce.com Deployment:
Led the complete lifecycle of Salesforce.com from initiating project charter and design to global rollout and effective implementation. This initiative significantly centralised customer relationship management, enhancing sales force productivity and improving customer interaction across the company.
2.Sustainable Leadership Initiatives with Strategic Alignment:
Led a Sustainable Leadership program focusing on people, planet, and profit, which strategically aligned corporate goals with environmental and social governance. This initiative effectively integrated sustainability into the core strategic operations of the division and its customers.
4.Global Incentive Plans Implementation and Branding Standardization: Introduced and managed the implementation of global 'Incentive plans' to enhance motivation across the sales teams, along with maintaining rigorous global 'branding standards' to ensure compliance and consistency in all regional operations.
5.Agile and JIRA Integration for Global Operations Management: Successfully implemented Agile methodologies and JIRA for 'Global Hierarchy Management', optimising project management and operational coordination globally. Project managed a 'Commercial Excellence' program designed to identify, incentivise, and highlight best performers globally, significantly boosting morale and sales team performance.
6.Led the 'Lead Customer Award' focusing on 'Proof No Promises', 'Return on Environment', and 'EcoMagination', aligning sales strategies with GE’s sustainability goals and providing detailed insights for marketing campaigns.
7Comprehensive Global Training and Performance Evaluation Programs: Initiated and oversaw global training programs and developed evaluation measures to ensure the adequacy and effectiveness of the training, vital for continuous professional development and performance enhancement across the company.
GE Water & Process TechnologiesSales and Service Operation Leader, Middle East
Oct. 2010 - Nov. 2011UAE, Dubai1.Standardization of Regional Practices and Performance Enhancement:
Leading the standardisation of best operating practices for sales and services throughout the Middle East, significantly enhancing customer retention and boosting sales. 2.Coaching and Technical Leadership: Leveraged deep, broad-based commercial and technical expertise to coach the team, supporting retention, new business generation, and improvements in sales and service activities. This comprehensive coaching approach directly contributed to the enhanced capability of the sales team and the successful introduction of new product lines specific to regional industry needs.
3.Mentored and trained all sales personnel in the Middle East, ensuring they were well-aligned with the company’s strategic goals and market requirements. This effort helped standardise sales approaches across the region, which was pivotal in meeting executive customer management expectations and establishing their needs and requirements for fulfilment.
4.Customer and Distributor Relationship Management: Engaged actively with executive customer management and distributors to assess and meet their needs, leading to optimum performance and enhanced end-customer satisfaction. 5.Organized and implemented diverse training sessions covering technical skills, management practices, customer relationship strategies, and CRM systems. These sessions were integral in advancing the professional development of staff and preparing them for higher career levels, underpinning the region’s achievements in sales and service excellence.
This comprehensive role not only showcased Dr Swanepoel’s role in operational leadership and strategic sales management but also emphasised her effectiveness in aligning regional operations with global standards. Her tenure markedly advanced General Electric’s capabilities and presence in the Middle East, driving significant improvements in customer satisfaction, sales performance, and team development.
GE Water & Process TechnologiesSales & Service Operations Manager, South Africa, Indian Ocean Islands
Feb. 2010 - Sep. 2010South Africa, JohannesburgKey Responsibilities Responsible for the standardization of regional ‘best operating practices’ for sales- and service functions. Coached with a deep broad based commercial and technical expertise in a wide variety of product-and industry areas that supported retention, new business generation, margin and improvement of sales and service activities. Mentored and trained all salespeople in the Sub Saharan- and Indian Ocean Island region to ensure alignment to strategy and market requirements. Met with executive customer management to establish needs, requirements, and fulfillment. Distributor liaison and needs analyses to assure optimum performance leading to end customer satisfaction. Customer satisfaction - Africa and Indian Ocean Islands. Achievements Project Manager managed various projects in manufacturing, sales, customer service and field service. Coordinated all the different GE divisions to work together as one face to the customer. Implemented best operating practices. Introduced new product lines to specific industries. Distributor liaison resulted in increased sales. Organized Europe and Africa sales meeting. Event Management. Implemented different training sessions: technical-, management-, customer relationship-, return-on-investment (value generation), CRM and soft skills. Improved BBBEE (Broad Based Black Economic Empowerment) strategy and score.
GE Water & Process TechnologiesManaging Director, South Africa, Botswana, Mozambique, Namibia, Indian Ocean Islands
Aug. 2006 - Aug. 2010South Africa, Johannesburg1.Oversaw profit and loss responsibilities for the chemicals and equipment divisions. Improving financial health through meticulous budget approvals and regular progress inspections. 2. Led both sales and field service teams, ensuring that their strategies and operations aligned with GE's global standards. Fostered a customer-centric approach.
3.Standardisation and Compliance Initiatives: Led the implementation of ISO 9002, ISO 14000, and ISO 18000, enhancing operational compliance and quality across South African operations. 4.Drove regional growth through strategic partnerships and the introduction of new distributors, significantly expanding the market footprint. 5.Supply Chain Optimization and Local Sourcing: Improved profitability by optimising the sourcing of raw materials for local manufacturing, reducing costs and streamlining operations. 6.Customer Relationship and Executive Engagement: Regularly met with executive customers to assess satisfaction and align services with their needs. 7.Operational Excellence and Comprehensive Management: Managed diverse operational areas, including safety, laboratories, logistics, and risk assessments, and led the quality management and legal audits. These comprehensive management responsibilities ensured operational integrity and adherence to safety and quality standards.
8.Championed external funding initiatives to develop new products specifically for the mining industry in South Africa. Demonstrating a commitment to local industry needs and innovative solutions.
9.Diversity and Inclusion Efforts:Actively improved the Broad-Based Black Economic Empowerment (BBBEE) score. Enhancing workforce diversity and promoting inclusive growth. These efforts not only complied with local regulations but also enriched the corporate culture and community relations.
10.Environmental Leadership and Sector-Specific Initiatives: Led the "River to River" initiative, zero liquid discharge .
GEBetzNational Sales Manager
Jan. 2004 - Jul. 2006South Africa, Johannesburg1. Regional Sales Leadership and Team Expansion: Managed sales responsibilities similar to previous roles but with an expanded geographical coverage and a larger team. This role involved strategic oversight and direct leadership of the sales team. Aligning them with GE's broader regional goals and ensuring significant market penetration.
2.Identified and evaluated potential distributors to increase sales volumes across the region. Successfully executed due diligence studies and completed compliance training with these distributors.
3.Comprehensive Distributor Support and Development: Recognized and addressed the training, technical, sales, and service needs of distributors. Implemented tailored strategies. 4. Achievement of Sales Growth and Operational Efficiency: Achieved double-digit growth through the effective implementation of new distributor networks. This growth was a direct result of strategic distributor partnerships and robust support structures that enhanced sales operations and market reach. Included the input of subject matter experts who conducted audits and training from various countries across the world.
5.Project Management for Distributor Integration: Served as the Sponsor Project Manager for distributor due diligence studies, which was a critical component in the expansion strategy. This role ensured thorough assessment and integration of distributors, laying the groundwork for sustained sales success and operational efficiency.
In this role Dr Nellie not only highlighted the expansion and refinement of distributor networks but also demonstrated strategic leadership in managing a larger, more diverse team and territory. Under her leadership, GE not only expanded its market presence in South Africa, Sub Saharan Africa and the Indian Ocean Islands but also ensured that the sales network operated with high standards and consistent alignment with global objectives.
BetzDearbornTerritory Manager
Feb. 2002 - Dec. 2003South Africa, Johannesburg1.Strategic Regional Management and Industry Specialization: Oversaw an expanded territory and managed a larger team than in previous roles, implementing global corporate strategies across the region for consistency. Targeted key industries, including power generation, refinery, oil & gas, petrochemical, steel, and pulp and paper, for which specific strategies and team expertise were developed. This strategic approach allowed for tailored solutions and enhanced market penetration.
2.Training and Team Development: Directed comprehensive training programs focused on time management, sales, technical skills, presentation skills, and soft skills. These initiatives significantly enhanced team capabilities, aligning with the specialised needs of the target industries and improving overall team performance.
3.Sales Excellence and Recognition: Received multiple sales and productivity awards, recognising the success of implemented strategies and the effective management of the territory. These awards reflected the team’s excellence in meeting and exceeding sales targets, demonstrating the effectiveness of the strategic focus and training provided.
This role capitalised on strategic alignment with global standards and a focused approach to specific industries, driving significant improvements in operational effectiveness and market responsiveness. The development and execution of targeted training programs further supported the team’s success, bettering in notable recognition within the company.
BetzDearbornDistrict Manager
Jan. 1998 - Jan. 2002South Africa, Johannesburg1.Strategic Regional Management and Team Empowerment: Expanded team responsibilities to empower them to meet and exceed sales and margin plans. Energised the team to foster a deep commitment to their roles, enhancing customer satisfaction and loyalty. 2.Executive Relationship Management and Network Expansion: Managed executive customer relationships and government contacts to broaden the network and enhance business opportunities. This expanded network played a crucial role in increasing business growth and market influence.
3.Safety and Compliance Training: Emphasized the importance of safety and compliance throughout the organisation, conducting comprehensive training sessions. 4.Time Management and Customer Retention Strategies: Coached the team on effective time management to maximise productivity and customer engagement. 5.Mining and Minerals Focus and Team Expertise Development: Identified mining and minerals as a new strategic focus area and built a specialised team to address the needs of this sector. 6.Conducted performance appraisals that motivated individuals and streamlined team performance. Addressed underperformance by realigning or removing team members who did not meet standards and discussed career paths with each employee.
7.Global GE Women’s Network Award: Received the Global GE Women’s Network award for enhancing diversity and the development of young leaders.
8.Implemented new strategies aligned with business tools to ensure operational and process simplification. 9.Empowered area, district, and future territory managers to develop professionally and pass on their knowledge to their reports. Creating a culture of continuous improvement and leadership development.
10.Recognition as Businesswoman of the Year: Earned numerous (sub-regional, regional and countrywide) ‘Businesswoman of the Year’ awards in South Africa, acknowledging exceptional leadership and contributions to the industry and business community.
BetzDearbornField Service Engineer
Jul. 1995 - Dec. 1997South Africa, Johannesburg1.Customer Sales and Retention Strategy: Tasked with managing specific customers and achieving sales targets. I focused on retaining existing clients and acquiring new ones. My efforts led to surpassing sales targets year-on-year and maintaining a zero customer loss record, highlighting effective customer management and retention strategies.
2.Implemented time management practices to ensure sufficient time for sales activities, significantly enhancing service efficiency and customer interaction. 3.Regularly engaged with customers to discuss service reports from Field Service Technicians. Ensure that all services met customer expectations and gathered feedback for continuous improvement. 4.Project Leadership and Value Creation: Identified and executed return on investment projects that improved service value, working closely with Field Service Engineers. 5.Professional Development and Team Building: Occasionally act as a trainer, imparting technical knowledge and soft skills to peers. Also coached employees on-site, promoting their professional growth and preparing them for higher-level responsibilities. This focus on development supported team skill enhancement and career progression.
6.Award Recognition for Performance Excellence: Received the Eagle award, recognising my exceptional sales performance and customer service, which affirmed my contributions to the company's success.
7.Strategic Initiatives and Organizational Impact: Developed and implemented new service strategies that simplified operational processes and improved service delivery. These strategies were instrumental in enhancing the company's operational efficiency and customer satisfaction. My role as a Field Service Engineer, even this being a very junior role, not only demonstrated my ability to drive sales and foster strong customer relationships but also emphasised my role in strategic project implementation.
Grace DearbornSales Consultant
Aug. 1993 - Jun. 1995South Africa, Johannesburg1.Industrial Plant Surveys and Proposal Development: Conducted detailed surveys of industrial plants to identify the most suitable water treatment technologies. Compiling tailored proposals that included various options and pricing. This meticulous approach not only ensured the best technology applications for each system but also led to the introduction of new chemical technologies and equipment solutions across multiple industries.
2.Contract Negotiation and Site Commissioning: Skilled in negotiating contracts, including terms and conditions, which secured beneficial agreements for both the company and clients. Following successful negotiations, I commissioned new on-site chemical programs. Ensuring a smooth transition and effective start-up of operations by handing over newly commissioned sites to Field Engineering Services.
3.Sales and Marketing Innovation in the Steel Industry(globally): Acted as a Sales and Marketing Consultant for the Steel Industry, where innovative strategies included applying mining dust control products to steel processes. This adaptation not only created new business opportunities but also significantly increased sales within the industry.
4.Achievement of Sales Goals and Market Expansion: Consistently met and surpassed sales targets, achieving notable double-digit growth through strategic marketing and robust client engagement. This success highlighted effective sales strategies and deep industry knowledge.
5.In the absence of existing training programs, I initiated and developed appropriate training and documentation for Field Engineering Services. Additionally, I coached these teams to enhance their efficiency, product knowledge, safety practices, and sense of empowerment. These actions fostered a proactive and knowledgeable service team.
Industrial Water ManagementField Service Engineer
Mar. 1990 - Jul. 1993South Africa, Johannesburg
Vaalrivier Primary SchoolTeacher
Jan. 1984 - Feb. 1990South Africa, Vanderbijlpark
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