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Network Power<100 people
Roles
💰100%
Investor & VC
🔥100%
Startup Founder
💸100%
Marketing
Geos
🇿🇦100%
South Africa
Work Background
Aurex ConstructorsChief Financial Officer
Sep. 2023 - May. 2024South Africa
Spoor & FisherChief Operations Officer
Sep. 2018 - Aug. 2023CenturionIn my role, I have consistently organized operational reviews to evaluate service delivery, identifying areas for improvement and implementing changes to enhance efficiency and quality. By leveraging my keen analytical skills, I have successfully identified opportunities to optimize processes and drive cost savings.
My key achievements:
• Implemented streamlined operational and support structure, optimizing efficiency and effectiveness within the company.
• Achieved reduction in operational spending by 2% - 5% over the course of the past four years, while maintaining high levels of service delivery.
• Co-managed the business through the challenges of the Covid-19 pandemic, ensuring the well-being of staff, maintaining salaries, and sustaining uninterrupted service delivery.
• Led major process improvement initiatives and spearheaded the renewal of the financial system.
JRdB Business ConsultingManaging Director
Nov. 2016CenturionAs part of my responsibilities, I have conducted comprehensive management reviews to assess the quality and effectiveness of the services we provide. Through these reviews, I have identified areas for improvement and implemented necessary changes to enhance our service delivery, resulting in increased client satisfaction and improved operational efficiency.
My key achievements:
• Founded and created new consulting firm with the goal of providing SMEs with all-inclusive financial, payroll, tax, and strategic management services.
• Directed tax services within the ABSA Trust Estate division.
Stefanutti Stock Building InlandFinancial Director
Mar. 2012 - Nov. 2016KyalamiI have successfully led and mentored a team of staff members, fostering an environment of continuous development, learning, and growth. By providing regular feedback, coaching, and training opportunities, I have empowered my team members to enhance their skills and capabilities, resulting in improved performance and job satisfaction.
My key achievements:
• Implemented enhanced financial policies and procedures, placing strong emphasis on cash management and control.
• Contributed to the strategic redesign of the division, offering fresh direction and energy.
• Collaborated as key member of the team that initiated comprehensive business re-engineering process, standardizing core procedures throughout the organization.
• Directed the project for implementing BuildSmart, building software, within the building division, while enhancing the utilization and integration of CCS and BuildSmart for forecasting and contract reporting.
Murray & Roberts Building ProductsFinancial Director
Oct. 2010 - Mar. 2012Roodepoort, Gauteng, South AfricaI have been responsible for managing and developing staff members, fostering their growth and learning. Through mentorship programs, training initiatives, and performance evaluations, I have created an environment conducive to professional development, resulting in increased employee engagement and productivity.
My key achievements:
• Managed the design and implementation of Business Intelligence system, marking first for Murray & Roberts.
• Served as project lead for implementation of new time and attendance and payroll system.
• Developed and delivered earned value graphs for the early detection of project overruns, and oversaw the design and implementation of cost versus permitted reporting for all projects using major cost management and planning tools.
• Contributed as member of the Steering Committee in investigating, advocating, and initiating the implementation of the Cobi T framework for IT Governance.
• Standardised LAN and WAN designs, improved environment control, and lowered maintenance costs.
Murray & Roberts Cementation, BedfordviewChief Information Officer
Oct. 2006 - Oct. 2010Project managed the design and implementation of a Business Intelligence system, a first in the Murray & Roberts Group Led the investigation, proposal to EXCO and the project management of the implementation of a new Time and Attendance system for Murray & Roberts Cementation. This system provides better control and management of labour in the group.
Led the scoping, design and implementation of cost versus allowable reporting for all projects. This was based on making use of the two major systems for cost control and planning in the business. The end product includes an earned value graph allowing for early warning on project over runs.
Part of a group Steering Committee that investigated, motivated and started the implementation of the CobiT framework for IT Governance.
Standardised all IT equipment, LAN and WAN designs. This enabled improved management of the environment and reduced maintenance cost.
Responsibilities:
Providing Strategic guidance to the Company IT function.
Business Intelligence - Responsible for introducing BI into the business
Internal Business Process and Compliance
Develop close relationships with customers ensuring focus on the use of technology for a competitive advantage
Formulating, negotiating and controlling spend against approved IT budget
Evaluating IT project feasibility in terms of Total Cost of Ownership , positive return on investment, affordability, impact, appropriate technology and vendor selection
People, Learning and Growth
Represent the company on all group system and IT related steering committees.
Murray & Roberts (Ltd)Finance Team Leader
Oct. 2005 - Sep. 2006Successfully led the scoping, design and implementation of the Financial Module for the 5 Projects businesses in the Murray & Roberts Group
Successfully project managed the go live of Murray & Roberts Cementation on the new ERP system.
Responsibilities:
Led the finance team in the design, sign off, implementation and testing of the financial process flows.
Led the finance team in the design, sign off and implementation of a common chart of accounts for the five projects companies.
Facilitated the design, sign off and implementation and communication of organizational structures.
Project Managed the finance go live process of the first two companies in July 2006
Project Managed the full go live process, of all modules, for Murray & Roberts Cementation in October 2006.
Finstone SAFinancial Manager: Quarries
Apr. 2003 - Oct. 2005Successfully consolidated the administration function of three separate business units into one, following the merger of Kudu Granite, Marlin Granite and BP Granite.
The successful introduction of improved management reporting systems
Part of ongoing operational involvement required that Mine Managers were trained in sound financial management principles.
The introduction of standardized systems and controls.
Responsibilities:
Full financial management and control function of the mining and clearing and forwarding business.
Mining group tax planning and reporting.
Group treasury and working capital management.
Group Consolidations
Liaison with suppliers as well as external auditors.
UFP Investments tFinancial Director
Nov. 2000 - Mar. 2003The successful introduction of proper management reporting systems and controls
Implementation of a group structure conforming to the requirements of the Optometric Association guidelines.
The successful restructuring of the group from wholly owned stores to franchises.
Responsibilities:
Full financial and administration aspects of the business. This included maintenance of all financial records; preparing budgets and cash flow projections; compliance with statutory obligations; arranging finance for investments and negotiating all business contracts.
Other areas of involvement included strategic planning of new practice locations, product ranges and logistics management; Information technology and connectivity for all practices.
Working capital management.
Liaison with suppliers, clients as well as external auditors.
Nedcor Electronic Banking,SandtonArea Manager
Mar. 2000 - Oct. 2000Established a new electronic banking area. This included premises, systems and staff to manage all electronic banking channels for the area. Responsibilities:
Operational management and control of all electronic banking channels
Cash management for all electronic banking channels in the area
Staff training and induction, aligning employees to the Nedcor way.
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