Experience

PASA - Payments Association of South Africa

• South Africa
• Banking
• 1 - 100 Employee

• Chief Strategy Officer

  • Feb 2016 - Present

  Strategic support of PASA's payments system management mandate related to the National Payments System (NPS) in South Africa. Liaison with the Reserve Bank regarding strategy, policy and a national payments vision for South Africa. Responsible for a collaborative payments change and modernisation plan to be developed, agreed and implemented by the industry; Interaction with stakeholders (banks and non-banks) w.r.t. strategic payments challenges and industry wide modernisation projects; advocacy of payments modernisation initiatives and future payments functionality and interoperability models; organisational models and initiatives to enhance the efficacy of PASA as an authorised payments management body in the industry. Owner (Programme Director) of the Authenticated Collections (DebiCheck) project - largest interoperable payments project to date in SA. Accountable executive for Project Future, the establishment of an industry wide real-time low value payments ecosystem based on a new target-state architecture for electronic payments in SA. Sponsor and initiator of various smaller payments projects - e.g. a single QR standard etc. Participant in the SARB's NPS and regulatory review with a view to modernise payments oversight and regulatory landscape. Accountable executive for industry-wide capacity building (training) in payments, industry communication, stakeholder (change) management, consumer education and awareness and human resources at PASA.



Absa Group

• South Africa
• Financial Services
• 700 & Above Employee

• Principal: Strategy and Change in Retail and Business Banking

  • Aug 2013 - Jan 2016

  Responsible for Organizational Change Management and Workforce Transformation in a large scale strategic programme in Retail Banking Distribution. Responsibilities include Org design and Re-structuring, Cultural change, Change instalation and uptake, Stakeholder Communication. Delivered:1) New target operating model designed to deliver more effective regional, area and head office operating structures; rolled out through an especially rigorous colleague affectation and assessment process that resulted in the right talent being placed. 2) Capacity reviewed in light of migration trends, more accurate workforce management measures and new process innovations and carefully managed through a release plan to effect savings of >R270m.3) Significant increased colleague engagement around the change journey as a neccesary journey of survival and opportunity. Pro-actively addressed stakeholder fears and extended and promoted a new organisational narrative to positively impact culure shifts and support leader-lead execution of change. Frontline interventions contributed to 2.5% customer satisfaction uplift as per SACSI

• Head of Strategy (Principal) Retail and Business Banking

  • Nov 2011 - Aug 2013

  Strategy development; integrated planning; business architecture; business transformation for the total Retail and Business Banking unit in South Africa. Lead a team of +- 15 professionals, allocated to specific projects and business units.

• Head of Strategy and Sectors (Principal): Corporate and Business Banking

  • Jan 2006 - Oct 2011

  Strategy development and consulting, strategic projects and business transformation, operating model design and implementation, industry research and sector specific business development and customer value propositions, organisation development for the total Corporate and Business Bank to ensure that Performance and Health dimensions of the organization are effective, optimised, fully synchronized and balanced.

• Group Strategy Consultant (Principal): Corporate and Merchant Bank

  • May 2004 - Dec 2005

  Strategic project to amalgamate units and create a new organisational design and culture. Developed a new strategy and scorecard for the new business unit.

• Group Strategy Consultant (Principal)

  • Jul 1999 - Apr 2004

  Strategic project execution; strategy development; development of strategic scorecards in Channel organisation; Corporate and Merchant Banking and Business Banking. Key contributor in the implementation of a segment based operating model in Absa, that lead to a step-change in revenue and customer satisfaction. Responsible for the implementation plan, key metrics and operating model for a new Channel business unit. Also responsible for the amalgamation of trade, investment banking and corporate banking functions in Absa Corporate Bank



World Growth Consulting

• Senior Management Consultant

  • Jan 1997 - Jun 1999

  OD consultation, strategic consultation, large scale real time change interventions OD consultation, strategic consultation, large scale real time change interventions



Armscor

• South Africa
• Defense & Space
• 500 - 600 Employee

• HR Director

  • Jan 1989 - Dec 1996

  In my role as accountable HR Executive for Armscor I covered the full ambit of HR transactional and transformational responsibilities. In my role as accountable HR Executive for Armscor I covered the full ambit of HR transactional and transformational responsibilities.



Eskom

• 1 - 100 Employee

• HR Consultant

  • Mar 1988 - Dec 1988

  Human Resources management Human Resources management



South African Police Service (SAPS)

• Law Enforcement
• 700 & Above Employee

• Superintendent

  • Jan 1983 - Feb 1988

  Management development, Organisation Development, Legal advisory Management development, Organisation Development, Legal advisory