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A professional and achievement oriented senior manager with significant experience in managing multi-site businesses both nationally and internationally. This included business development, start-up situations, business integration and complex projects. A self-starter with the ability to motivate and manage staff at all levels whilst offering a customer focused style. I am a dynamic, high energy manager who can successfully drive change whilst achieving commercial profit targets. Full budget experience.
PROFESSIONAL SKILLS
Effective Leadership – Continuous improvement operations – People Management – Cost control & operational efficiency – Change Management – P&L development, analysis – monitor Customer service
Multi-site operations – Performance management – Cross functional team leadership – Organisation structures – Decision Making – Business integration and rationalisation – Union negotiations –
Fleet management – Key account management – High professional ethics – Open new markets – Strategic leadership of functional roles – International Business management – Risk mitigation and loss control –
Operational and Security due diligence – Security system analysis and physical security – Logistics & Supply chain – Building winning teams and staff selection – Staff appraisals, training and mentoring – New product development – Facilities Management
PROFESSIONAL EXPERIENCE
BRINK’S SOUTHERN AFRICA
GENERAL MANAGER (SOUTHERN AFRICA)
Period: May 2014 to March 2016
• Responsible for the overall performance of the Southern African Logistics and Supply Chain business and delivering the Group strategy through operational excellence, developing new business and financial accountability. Full operational, commercial and budgetary control and delivery across the network of branches and businesses in SA, Botswana, Namibia and Kenya. $25 revenue and 120 staff in specialised secure logistics both domestic and international movements.
• Direct revenue generation, profit contribution, customer satisfaction and cash management.
• Protected revenue with new business lines, increasing market share and adding value in a rapidly deteriorating market with falling commodity prices and major client restructures.
• Reinforced the sales process focusing on opportunity, account management and sales targets.
• Managed carefully selected and vetted 3rd party contractors to deliver to Brink’s standard in Africa. Identified partners in new territories to include contract negotiations, due diligence and audits.
• Sourced and project managed erection of a new vault facility at OR Tambo airside, reducing 3rd party costs and opening a new business offering creating revenue and margin improvement.
• Sourced new premises for SA H/O and negotiation of lease gaining a 9% reduction in the initial monthly rent and 20% reduction in annual increases. Renewed leases for branches in SA with reduced cost or no increase.
• Designed and introduced new Armoured Vehicles to improve security and match requirement whilst reducing running costs by up to 40%. Also opened new business lines with its low profile.
• Restructured departments reducing headcount and training for multi-functional teams. Recruited new and improved capability of Branch manager through mentoring, training and instruction.
• Initiated a new Business Continuity Plan (BCP), to include significant improvements in IT and a support service provider for operations, whilst improving the audit and security process.
• Significant improvement in Staff communication and buy in with regular meetings at all levels to drive the company philosophy and understanding of requirements and ensuring all employees able to interact with senior management and any issues were understood and resolved.
• Fully engaged with negotiations and communication with the MTWU who represent our ground level operational staff. Working closely with HR, we resolved a historic Provident Fund issue and averted a national strike.
• Introduced new on-going training for road staff with HR getting the centre recognised and certified.
• Managed and conducted annual appraisals of all staff and setting pay increases and bonus potential.
RAL CONSULTANCY SERVICES
GENERAL MANAGEMENT, BUSINESS IMPROVEMENT CONSULTANT
Period: From April 2012 to April 2014
Feb 2013 to April 2014; contracted by G4S to take up the position as Divisional Director Cash Solutions for a JV partner in Saudi Arabia, AlmajalG4S, the largest Cash Solutions provider in the Middle East with a revenue base of circa $150 million Lead 1800 employees through all Regional Operations, Fleet, HR, Solutions, and Security Directors in delivering a portfolio of solutions and regional services to retailers, all major banks and central bank (SAMA) in Saudi Arabia. Reporting on all divisional results including P&L performance, strategy, business development, operations, finance, human and physical resources, market, fleet and procurement.
• Focus on reduced losses, improving security, procedural adherence, audit and training to ensure that we mitigate loss and theft, whilst introducing International best practice and delivering the strategy.
• I led the business through a period of significant growth and change, both in how we do business and the culture within the organisation, whilst driving ownership and accountability, to turn around the operations, improve security, performance and increase both new and organic business growth.
• Successfully took on resource planning and utilisation to include building team structures and departments to ensure organisational resilience. Building interdepartmental and intercompany relationships to remove Silo’s and gaining improved departmental communication and delivery, to include Operations, Security, Finance, HR, Sales and HSE.
• Successfully designed, communicated and introduced an operational incentive scheme for staff to improve compliance, performance and attendance.
• Full P&L control and significantly over achieved financial performance (120%) for the financial year, improved service levels to 99% from low 90’s and achieved a security audit of 97% on mandatory security principles up from 46% when I took over.
• This was a high impact role requiring sound leadership and judgement skills to ensure that the various departments are all working to the customer requirement and driving for best service at lowest cost.
June – September 2012; Contracted by the National Operations Director of Protea Coin Group to lead a major bid/tender for a top international bank to outsource Cash Management and Cash in Transit services across multiple African countries.
• Worked closely with Sales and marketing to fully understand the PCG offering and service ability.
• Conducted market research and using previous experience, advised on strategy for the African market
• Worked closely with their Head of Legal and devised master agreement, full SLA’s and KPI’s.
• Used network and knowledge to identify 3rd party contractors/partners and gained commitment in territories where they had no representation. Drew up non-disclosure agreements and 3rd party contracts, agreed terms in line with the Master agreement and negotiated pricing and margins.
• Competitive tender submitted on time and to full requirement. Tender achieved shortlist of 3 outsourcing partners however the bank decided not to pursue the venture.
May 2012; Contracted by SBV (SA) to prepare a business review of the Cash market in Africa.
• Completed successfully and on time leading to an offer of a longer term contract which I had to turn down due to previous commitment and potential conflict of interest.
G4S
VARIOUS SENIOR POSITIONS
Feb 1995 – March 2012
Nov 2010 – March 2012 – National Operations Director South Africa
• Managed and owned the successful operations of a GBP100 million Cash Solutions business across 32 branches and Cash Centres with 700+ vehicles and 3000 staff with full profit and loss responsibility.
• Active member of the Executive team and Board invitee advising directors and board members on business issues and operational strategy.
• Management of sub contactors and ensuring compliance to G4S standards.
• Provided strategic leadership for the improvement of service and cost control, through effective planning, contract management, staff motivation and profit and loss analysis to deliver best in class service at lowest cost. Introduced a process of continuous business improvement to gain efficiencies, including the project management of a major branch re-plan in Gauteng which improved productivity, service and profitability.
• Centralised fleet management control, reducing maintenance costs and setting KPI’s to improve service. Led negotiations on fleet outsourcing (FM) leading to a significant cash injection. Designed a new CIT vehicle with a 40% reduction in running costs.
• Introduced and managed the roll out of an electronic track and trace system to improve audit controls, service, reduce loss and gain operational efficiencies.
• Implemented an electronic cash warehousing system and redesigned work flow to improve productivity and turnaround times.
• Played a key role in securing, project managing and designing operations for three major contracts, bringing them to operational fruition of successful service and profitability.
• Drove centralised procurement to maximise benefit and leverage optimum price.
• Restructured the Operations and Security/Audit functions to reduce losses and differentiate accountability.
G4S
CASH SOLUTIONS DIRECTOR – SUB SAHARA AFRICA
November 2006 – November 2010
• Led the business through a period of significant growth as product owner across 11 African countries
• Retained and secured major new contracts and business through effective Account Management and business development strategies to sell opportunities for value-add and new product offerings.
• Led and undertook business development and delivery of presentations at Board Level to African Central Banks and major corporate companies to secure new business and revenue growth.
• Instrumental in lobbying for and gaining legislative change in a number of countries to ensure Central Bank Policy shift thereby creating market growth and development of our products.
• Designed a centralised procurement policy and process covering higher end spend (vehicles and Security Bags) which delivered significant bottom line savings.
• Successfully introduced Group ‘best practise’ to ensure that minimum standards were maintained, to include being part of the worldwide security forum where we devised a security audit process of Mandatory Security Principles against which all operations in G4S group worldwide were measured.
• Successful negotiation of multinational contracts to manage the company’s risk and to ensure loss mitigation. Renegotiated a contract in Africa for an International Bank which became the global template along with the pricing template, liability and SLA.
• Assist country business units with optimization of profit on existing contracts whilst maintaining agreed service levels and compliance with Group policy and participation in business reviews.
• Identified targets for acquisition, managed integration whilst ensuring market expansion through development of new business models.
• Conflict management and negotiation of settlements regarding attack and reconciliation losses.
• Actively involved with the identification, recruitment, retention, training, mentoring and support of the operations and country teams.
• Responsible for the management of a network of 8 branches with product turnover of £25 million and 500 staff in the Cash Management and ATM arena.
• Rolled out electronic Cash Processing system, project management and staff engagement to manage the change process. Branch rationalisation to reduce cost and improve productivity.
• Introduction and management of new business including a £5 million contract with an 8 week lead in time to include recruitment, training, the resource and purchase of vehicles and other major equipment, development of security systems and branch planning, writing and implementing procedures, vehicle design and on-going management of the service to achieve agreed levels within a cost to profit base.
DETAILS OF EARLIER EXPERIENCE CAN BE PROVIDED UPON REQUEST
QUALIFICATIONS AND TRAINING
Attended school in both South Africa and UK
• 6 ‘O’ levels incl. Maths and English 1981
• 2 ‘A’ Level Law and Statistics 1983
G4S –Training Academy
• Multiple Internal Development courses during career.
G4S Management Development Closing a sale Presentation skills Negotiation skills Conflict resolution Effective communication Commercial contract management Prince 2
Lean processing Health and safety at work Finance for non-financial managers Fleet and vehicle management Security audits Cash management and warehousing ATM and Cash Centre reconciliation Strategy
PSIRA – Grade B
PERSONAL DETAILS
Residence Bexley, Kent, UK.
Citizenship Dual Nationality – British and South African (ID 6405295036086)
Languages English and Afrikaans
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