Experience

• 

  Black Bean Corner

  • South Africa
  • Food & Beverages
  • 1 - 100 Employee

  • Owner

    • Jan 2019 - Present
    • South Africa

    A small shop on a corner, producing excellent lever espresso and great food with love and joy. “

• 

  GF Accountants

  • Johannesburg Area, South Africa

  • Independent Consultant

    • Aug 2017 - Dec 2018
    • Johannesburg Area, South Africa

• 

  Afda

  • Movies, Videos, and Sound
  • 300 - 400 Employee

  • Independent Consultant

    • Jun 2017 - Dec 2018
    • Johannesburg Area, South Africa

    During 2017 I assisted AFDA to develop material for a specialist BCom degree focused on new technology based start-up businesses in the creative, media and other industries.

• 

  Jones & Wagener (pty) Ltd

  • South Africa
  • Civil Engineering
  • 200 - 300 Employee

  • Financial Manager, Technical Director, Shareholder

    • Jan 2006 - Jul 2017
    • Rivonia, Sandton

    When I joined Jones & Wagener in 2006, I spend a lot of time setting up systems to calculate profit margins. I was responsible for managing the accounting information as well as some of the Human Resources and Employment Equity information. I was also responsible for the information required for the B-BBEE verification process. This is an annual verification but the financial information is collected over twelve months. During 2007 we started working on the B-BBEE project. The CEO and one of the directors worked with me on the project and I did most of the work as they had to attend to their usual clients and other company business. It was exciting as it was a challenge to adhere to the legislation while spending as little as possible. We have a legislative responsibility but we also have a responsibility to our shareholders. We made an ethical decision to do the right thing when it comes to B-BBEE but to spend money responsibly. We managed to obtain a level four certificate when we were audited in 2007 and managed to grow to level two. Jones & Wagener had very few liabilities and only one loan to fund the B-BBEE transaction. This loan was secured through personal commitment from all directors and technical directors. When we face challenges to collect outstanding debt, I did not hesitate to get involved on a personal level. I was responsible for the working capital and had to ensure that we had enough cash to meet our current responsibilities. As the financial manager, I was responsible for managing the risk related to finance, B-BBEE and procurement. To mitigate the risk associated with the financial procedures, including B-BBEE and procurement, I designed and implemented specific procedures and policies as well as contingency plans. As financial manager, I provided the financial information and recommendations to the executive management regarding the financial strategy.

• 

  Bcx

  • South Africa
  • IT Services and IT Consulting
  • 700 & Above Employee

  • Financial Manager

    • Dec 2004 - Dec 2005
    • Johannesburg Area, South Africa

    As the financial manager, I was responsible for the financial department as well as the client data control department. I re-designed financial and administrative procedures and implemented appropriate IT systems. I completed all the due diligence reports when BCG acquired CEB Maintenance (Pty) Ltd during August 2005 and implemented the new systems and staff up-skilling at CEB.

• 

  Woodcreations (Pty) Ltd

  • 38 4th St 38 4th St, Wynberg, Sandton, 2090

  • Financial Manager

    • Apr 2003 - Dec 2004
    • 38 4th St 38 4th St, Wynberg, Sandton, 2090

    I was asked by Woodcreations’ auditors, Galatis and Company, to assist Woodcreations through a period of financial distress. The company lost their biggest client towards the end of 2002 as well as their financial manager. I investigated the company’s affairs, business, property and financial situation and determined that there was a reasonable prospect of rescuing the company. I drew up a business rescue plan which included steps to stabilise the company, regain the confidence of the stakeholders, maintain and boost staff morale, drive sales and resolve constraints to the supply of materials and services. The plan was approved and I managed the implementation of the plan. Despite the trying conditions of the business rescue proceedings, staff and management excelled, suppliers and customers were very supportive and, as a direct result, Woodcreations experienced positive trading within a few months. A strong effort was put into driving sales for the company which included structuring arrangements with existing customers to secure their support, resulting in the retention of existing orders and the generation of new orders. Once the business was stable, I designed new procedures and systems to ensure functionality across the business, resulting in stability and the maximizing of resources. I also implemented a manufacturing costing system as well as a financial budget and forecast reporting system.

• 

  PPS Healthcare

  • PPS Centurion Square 1262 Heuwel Avenue Cnr Heuwel & Gordon Hood Roads, Centurio

  • Director

    • Jul 2001 - Mar 2003
    • PPS Centurion Square 1262 Heuwel Avenue Cnr Heuwel & Gordon Hood Roads, Centurio

    As the Director: HR and Administration at Munimed Medical Scheme, my responsibilities entailed managing the administration of the scheme which had financial reserves under management of R 100 million. This included the daily operational control of the funds under management and performance reporting. I also managed the vendor relationship in regards to all services, software and hardware and conducted contract negotiations when required. During 2002 I negotiated new HIV/Aids care service agreements which led to an annual saving of more than a million Rand. My responsibility also entailed managing the IT function of the business, ensuring system maintenance and enhancements were performed. As head of the department I also formed part of the company’s executive committee deciding on strategic direction of the company and specifically the operational function of the business. At the end of 2002 I prevented a merger with an insolvent medical scheme, saving the scheme just over forty million Rand.

• 

  Bcx

  • South Africa
  • IT Services and IT Consulting
  • 700 & Above Employee

  • Financial Manager

    • Jul 1998 - Jun 2001
    • 1266 South Road Centurion 0157

    When I joined BCX, the business consulting division’s external audit report detailed 27 serious infringements. The division did not have a logical company structure and the financial department did not have any formal procedures or policies. I was tasked to design and implement policies and procedures prescribed by the group and to ensure that the division comply with legislation as well as GAAP. As divisional head of finance, IT and marketing my duties included managing the administration for the business consulting division. This included the daily operational control of the financial department and the marketing section as well as performance reporting for both sections. The department consisted of 20 employees. My responsibilities also entailed managing the IT function of the business, ensuring system maintenance and enhancements were performed. As head of the department I formed part of the company’s executive committee deciding on strategic direction of the company and specifically the operational function of the business. As head of divisional finance, I reported to the group CFO and had to submit monthly and annual financial and risk reports.

• 

  Famous Brands

  • 478 James Crescent, Midrand, Gauteng

  • Financial Accountant

    • Jan 1997 - Jun 1998
    • 478 James Crescent, Midrand, Gauteng

    During 1997, Steers Group Holdings Limited acquired franchise shops and managed the shops as subsidiaries of a holding company, Steers Group Stores (Pty) Ltd, which was in turn a subsidiary of Steers Group Holdings Limited. I was tasked to set up an accounting system for all the shops as well as the holding company. This required me to gain an in-depth understanding of the various shops and restaurants, as well as the holding company. I had to analyse the daily operations, the individual company structures and IT requirements to create a meaningful and compliant management and financial accounting system. I prepared and maintained all the accounting records for the shops and the holding company, using AccPac accounting information system. My level of IT literacy was of a very high degree, having to design data bases and accounting systems on my own and being responsible for every accounting function, from stock management to providing financial statements to the group financial manager and accountants for the group consolidation. I consolidated the financial statements using both vertical and horizontal consolidation for the stores holding company. Not all the stores were fully owned by Steers and I had to liaise with the other individual owners monthly to discuss the financial performance of the stores. I also provided monthly management statements to the shareholders. Although I had never used AccPac before joining Steers Group Holdings, I managed to work on the system with relative ease. I completed Computer Programming III as part of my B. Com degree and can use any IT desktop packages without formal training. As the unit where I was employed was brand new, I had to design and implement all the required systems and procedures from scratch. It was very challenging as I also had to align the systems and procedures with the Steers Group systems and our unit did not fit in with the existing units.

• 

  Klagsbrun Edelstein Bosman Du Plessis Inc.

  • South Africa
  • Legal Services
  • 1 - 100 Employee

  • Senior Bookkeeper

    • Jan 1989 - Dec 1996
    • 220 Lange St, Nieuw Muckleneuk, Pretoria, 0181

    As a bookkeeper and office administrator at Goldblatt, Bloch, Edelstein and Gross, I was responsible for all the financial and office administration functions, reporting to the Board. I produced monthly and annual financial statements and management reports and liaised with the external auditors annually to ensure our financial and legal compliance. I was also responsible for all the financial and taxation reports and returns that had to be submitted to government and law society agencies. As office administrator, I was responsible for the full IT function, including the management of the vendor relationships in regards to all services, software and hardware. One of my key responsibilities was the management of the trust fund bank accounts and I ensured impeccable compliance through careful validation of all fee and disbursements charges before posting them to the clients’ accounts, as well as daily monitoring and reconciliation of the trust fund bank accounts. I designed and implemented system procedures and policies to ensure our firm’s legal compliance and conducted weekly internal audits and reviews on individual client files, selected randomly from various departments. I was also required to submit a monthly risk and compliance report to the board of partners. During the last two years of my employment, I designed and implemented a costing system. A further output of the system was management reports which had to be meaningful to support and enhance the individual departments’ performances.

• 

  Nedbank

  • Johannesburg Area, South Africa

  • Cashier, Accounting Clerk, Supervisor: Accounting Clerks, Sub-Manager/Head of Department: Agencies

    • Dec 1981 - Dec 1988
    • Johannesburg Area, South Africa

    I started off as a cashier and quickly progressed to Accounting Clerk, Supervisor: Accounting Clerks and ultimately Sub Manager/Head of Department: Agencies, reporting to the Financial Director. My objectives and performance criteria as a departmental head was to manage the agencies of The Perm located in the old Northern Transvaal Province. This was achieved through compilation of workable activity plans, which addressed the business requirements, resource planning, activity schedules, risk management and variance management. The agencies were operated by franchisees situated in various towns across the province. Effective communication skills were required to enable the successful operation of the department. I managed 13 staff members and had to provide monthly management reports to the executive committee of The Perm in regards of the financial performance of the agencies, the departmental operational schedule as well as a risk report. During the 1980’s information technology was still in an early development phase and I managed the information technology function for our department to ensure that it met our internal requirements as well as the external requirements of our agency owners and operators.