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Network Power<100 people
Roles
🧨77%
Consulting
🧑💼66%
C-level Executive
🔥55%
Startup Founder
Geos
🇿🇦22%
South Africa
🇬🇧11%
United Kingdom
🇺🇸11%
United States
Work Background
Axia Partners Pty LtdPartner
May. 2019Johannesburg Area, South AfricaAxia Partners is a Level 1 BBBEE Contributor that supports and partners with private and public sector organisations to deliver viable, visible and valuable outcomes. We work with our clients for their success. Key areas are Project Management, Risk Management, Operations /Process Optimisation, Organisational Effectiveness and Governance and Assurance.
Integrated Global PartnersPartner - Africa
Dec. 2015 - Apr. 2019South AfricaIntegrated Global Partners is a global management consultancy with a strong track record in the mining industry. The business was founded in 2012 as VCI Change Pty. Ltd. Subsequent to the acquisitions of Essential Elements International Pty. Ltd and Diligence Advisory Pty. Ltd. We rebranded as Integrated Global Partners to better reflect that we are end-to-end problem fixers adept at diving into the technical detail and then stepping back to see the bigger picture. We work at Board-level, with senior leaders and down to the shop floor. Our approach is nimble and pragmatic, cutting through complexity to deliver tangible improvements that work on the ground. Our practice areas are: Transformation, Strategic Human Resources, Operations, Finance and Supply Chain, and Board Advisory. Our hallmark is that we deliver lasting gains for our clients. IG Partners - achieve breakaway success
VCI - Virtual Consulting InternationalSenior Management Consultant
Jan. 2013 - Nov. 2015Johannesburg Area, South AfricaVCI is a management consultancy which works with executives in the areas of strategy, innovation, organisation design and change consultancy to reposition businesses in the resources sector. It has a global footprint with offices in Perth, Melbourne, New York, Johannesburg, and Munich. Accountable for working with clients on projects including project stakeholder management, project risk management and project progress review. - Integrated VCI change team on 4 continents by fostering internal interaction between consultants and project stakeholders. - Saved millions in headcount and office costs for a client with operations in several countries by improving activity co-ordination and work efficiencies. - Mitigated project risk which was behind schedule by refocusing priorities and utilising the time difference of a global project team.
BHP BillitonHead of HSEC (Health Safety Environment & Community)
Aug. 2011 - Jul. 2012Led HSEC function to build HSEC capability across the South African business. This included establishing HSEC framework, sustainability data reporting, interfacing with regulatory and community bodies as required across HSEC dimensions (e.g. the Department of Mines), acting as the HSEC sounding board and providing advice when requested, executing support for technical HSEC work, addressing key HSEC issues and overseeing the design and execution of the HSEC assurance/audit programme. - Designed an HSEC organogram which complied with group mandate and delivered predictable and reliable operational performance, resulting in improvements in company performance. - Significantly reduced severity of injuries on the plant by providing leaders with personal safety awareness training. - Simplified HSEC processes and systems reducing the time and people resources required to collect and analyse safety data. - Defined the HSEC 5 year plan, ensuring that key initiatives aligned to strategy and relevant legislation.
BHP BillitonManager Projects,Safety Leadership Culture Change
Mar. 2011 - Jul. 2011Seconded to lead a safety leadership culture change initiative for the Hillside & Bayside Smelters, in conjunction with JMJ Associates. - Worked with team leaders to transition the culture of the organisation from being compliance driven to being committed to safety. - Improved quality of incident investigations and reduced recurrence of safety incidences by facilitating workshops to diminish employee resistance to sharing information. - Improved turnaround of action plans related to safety by acknowledging and addressing all inputs from a cross-functional team.
BHP Billiton Aluminium (Richards Bay)Operations Manager (Carbon Operations)
Sep. 2006 - Mar. 2011Provided leadership, expertise and direction to the Carbon Operation for the safe operation and continuous improvement of production processes and equipment in accordance with production plans, standards and process specifications. In addition, provided expertise and direction to the production planning function to formulate, control and communicate production plans / strategies for achieving performance and HSEC targets. - Achieved cost savings for the operation for 3 consecutive years by training staff on six sigma methodology. - Reduced sulphur dioxide emissions from 3% to 2.5% per day by implementing two low sulphur coke for anode production. - Utilised balanced scorecard KPIs providing data for performance improvement initiatives and visibility of status of initiatives. - Optimised product stock levels by reducing inventory by 15% through the management of production planning. - Attained budget forecasting accuracy target. - Proactively managed industrial relations with unions.
BHP BillitonCarbon Production Superintendent
Dec. 2001 - Aug. 2006Was accountable for areas of production management, process control, continuous improvement, health & safety, customer control and team effectiveness, including: promoting safety at all levels, controlling process operating procedures, evaluating raw materials and service inputs, improving productivity, efficiency and quality, researching new technologies, creating quality awareness, managing six sigma operational excellence projects and ensuring a positive work environment. - Increased visibility and improvement of shift performance by defining key performance indicators. - Quantified the financial impact of operational inefficiencies (e.g. reject rate, waste, cancelled maintenance shutdowns). - Rebuilt the Anode Bake Furnace without interruption to production, ahead of schedule and below projected costs. - Achieved cost savings whilst enlarging the supplier pool for petroleum coke. - Promoted to Process Specialist as a result of developing and implementing training and process procedures for the smelter operations.
BHP Billiton Aluminium SmelterSpecialist Process
Jul. 1996 - Jun. 1998In 1996, I was promoted to Process Specialist where I was accountable for monitoring process efficiency, evaluating raw material inputs to ensure availability, quality and performance levels, improving productivity, efficiency and quality, providing recommendations for modifications of technical parameters, equipment, training, safety and environment, researching new improvements, conducting regular plant inspections and compiling process specifications for engineering projects. I also participated in the compilation of (supplying technical knowledge requirements) unit standards for SAQA.
BHP Billiton AluminiumHealth and Safety Co ordinator
Sep. 1994 - Jun. 1996In this role I was responsible for co-ordinating health and safety investigations and audits, completing accident/incident dockets and health & safety reports with recommendations, identifying safety training needs, providing safety inductions for new employees and contractors and communicating health and safety statistics to promote safety awareness.
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