Experience

3C Metal

• France
• Oil and Gas
• 200 - 300 Employee

• Project Manager & Technical Manager

  • Jan 2019 - Present

  I manage projects from cradle to grave in the marine, sub-sea and diamond mining industry. This includes everything from tendering, up until invoicing and everything in between. 3C Metal Belmet delivers a one stop shop to their clients where every aspect of a project is handled by the project manager and the client only needs to interact with one individual throughout the project life cycle.I have worked on plant and site based projects, leading multi-disciplinary teams from specialist engineers to highly trained artisans. As 3C Metal Belmet has an international footprint, my internal resources are regularly based internationally and need to be managed across many geographical, cultural and time zone borders. I constantly have to build strong relationships between multi-disciplinary teams and have to get involved with every technical aspect of a project. The projects are diverse and as is the norm in the marine industry, usually under extreme time pressures. This requires me to be able to work independently without supervision, to manage my work and personal time well, be a self-starter to all initiatives on the project and work to the highest degree of quality at the same time. I am the liaison between all stakeholders in a project and manage expectations of internal and external clients alike. My main deliverables are delivering a project on time, in budget and with the highest quality. I have recently also been appointed as Technical manager, giving technical direction to the company and managing the quality department.



One Eighty Metallurgy | Materials Testing| Materials Engineering Consulting

• South Africa
• Engineering Services
• 1 - 100 Employee

• Senior Consulting Engineer & Strategic Business Unit Manager

  • Jun 2016 - Dec 2018

  I act as consultant and integrity partner in the field of welding and material science. Part of my role is to identify new business opportunities, build relationships with customers and develop new consulting projects. My projects are diverse and I have consulted as an individual, as well as part of a team that I lead on larger projects. I have to project manage many of these projects and have to oversee the entire process, from quoting to project execution to invoicing. My role requires me to coach younger team members, manage many portfolios, technical support and build relationships. This is where I realized I have a passion for new business development. I was brought in to the One Eighty team to develop new markets in my technical field. Since my time there I have found two business verticals namely: welding engineering services and value added services.The value added service vertical focuses on the manufacturing or maintenance of complex engineering materials by using high level technology, such as 3D printing, sintering and specialized welding.



GRI Renewable Industries

• Spain
• Renewable Energy Semiconductor Manufacturing
• 500 - 600 Employee

• Welding Engineering Manager

  • Dec 2014 - Nov 2016

  I was part of the core management team that commissioned a new plant to service the renewable energy sector. Not being from the geographical area, I quickly had to build strong business relationships with local industry. Because of international influence, our teams were very multi-cultural and I had to communicate efficiently over cultural and geographical borders to be able to do my work. My part in starting up the plant included: installing and commissioning 7 SAW column and booms; setting up of 22 welding bays; sourcing, training and qualifying over 80 welders; creating a quality management system according to ISO 3834-2 and getting certified, being the first engineer in the country to implement the ISO 1090-2 quality system. I was involved in various commercial negotiations with suppliers, as well as managed various long term maintenance contracts.After the plant was commissioned, I was responsible for managing core business, as well as the welding inspection team. The plant ran on principles of Lean engineering, so continuous improvement methodologies had to be adopted in improving the efficiency of the plants welding output.



SPX FLOW, Inc.

• United States
• Industrial Machinery Manufacturing
• 700 & Above Employee

• Welding Engineer

  • Jan 2013 - Nov 2014

  I was the welding engineer for DB Thermal on various projects in the power generation, oil and gas and petro-chemical industry. Although I was office based, I worked extensively on various sites on power and chemical plants, as well as with the technology partners in Germany.A large part of project management was required in the larger projects, where multi-disciplinary teams had to be assembled to remote locations on tight deadlines. During these projects the welding work was treated as a project on its own, which I had to manage. I assisted the project management division of the company by managing the welding works of 12 sub-contractors, doing contract management of our customers, as well as working on tenders and new quotes. I specified the welding process sequence for new projects and had to optimize the core process of welding by reducing failures and specifying the process sequence. I also introduced a number of new processes during my time, such as automatic orbital TIG, which improved efficiency on the relevant project.



Hulamin

• Mining
• 500 - 600 Employee

• Metallurgical Engineer in training

  • Jan 2012 - Dec 2012

  At Hulamin I was trained as a process route and optimization specialist. I worked in inter-departmental teams on various engineering problems around the plant. Most of my time was spent in the plate plant, where my work included process route specification, product surface improvement, heat treatment specifications and repair procedures. One of my biggest projects was with new project development, where I had to establish a new process route for auto-body sheet, as well as specify the quality assurance procedure for the new product. I also assisted on various technical audits, failure investigations and process improvement projects.



Every Nation

• United States
• Religious Institutions
• 400 - 500 Employee

• Leadership Coach

  • Jan 2011 - Dec 2011

  I was responsible for starting, growing, maintaining and ultimately handing over of small groups where attendees were encouraged and equipped to take leadership in their own life and to lead others. I was also part of a special envoy to Mozambique where we supported a current leadership centre and Central African Republic where we served as advisers to the presidency, minister of education, minister of sport as well as local universities about growing leaders on university campus and leading the youth. There was also a minimum amount of fund raising that had to be met every month. Being able to approach individuals and businesses alike was key to meeting these targets.