Fractional CFO (Founder/Fractional CFO)

• Oct 2020 - Present

CFO level consultancy support to companies Due Diligence Assisted clients with fund raising efforts Business Models for various start-up technology based companies Valuations Arbitration CFO level consultancy support to companies Due Diligence Assisted clients with fund raising efforts Business Models for various start-up technology based companies Valuations Arbitration

Chief Financial Officer / Vice President of Finance

• Jul 2019 - Sep 2020

I was responsible for the financial governance (in every respect) of the Global Ctrack Group. In so doing I was the primary financial partner to Group Ctrack CEO, SA Managing Director, Group Divisional Heads, HR for all matters including, but not limited to: Business Planning, Contract Negotiations, Tender review, Business Opportunity Modeling, Risk Assessment, Tax Planning and Structuring, SARB compliance, Sarbanes Oxley compliance, Working Capital Management, Mentoring and Coaching Finance Team, Stakeholder Management (US based shareholders and local partners), and Strategic Guidance from a financial perspective. Financial reporting included monthly reporting and monthly and quarterly forecasting, annual budgeting, and board reports, cognisant of the GAAP and IFRS reporting considerations. Key initiatives I lead included: • The Global implementation of NetSuite through the group (SA, Europe and Australia). • The preparation of the SA company for intended sale/exit by US based investors.

Financial Director

• Nov 2014 - Jun 2019

I was responsible for the financial governance (in every respect), review and reporting of the business activities in South Africa. The preparation of the annual budgets, mid-term plan and forecasts and IFRS compliant Financial Statements formed part of my role. I was the Financial Partner to the Managing Director, Divisional Heads, Sales team, and HR for all matters needing financial review (including payroll), risk assessment and strategic planning. A key achievement was the successful turnaround of the business to profitability within the first year of joining the company. Thereby finally breaking years of underperformance and losses. This involved the recalibration of a number of areas of business designed to ensure sustainable profitability. Other key achievements available on my CV.

Financial Director

• Jul 2007 - Oct 2014

I was responsible for the financial control (in every respect), review and reporting of ExecuJet Africa and its various subsidiaries and the results (including detailed commentary) were reported monthly to the Regional Board of Directors, and ExecuJet Group based in Zurich (Switzerland). The compilation, review and reporting of the budget and quarterly forecasts of all our business units, with a very high degree of accuracy formed part of my duties. I managed a finance team of 28 through 3 Financial Managers, ExecuJet Maintenance (team of 8) and ExecuJet Aviation (team of 16), ExecuJet Nigeria (4) as well as Payroll Manager and IT Manager. Key Achievements include, but not limited to: * The establishment of ExecuJet Cape Town * The establishment of ExecuJet Nigeria (both profitable within 2 years) * Acquisition and Integration of Aircraft Instruments * Successful negotiation of key management contracts with high level senior government representatives from various foreign African countries. (notably: Zambia, Nigeria and Rwanda) * Successful working Capital Management, hence allowing growth with limited external funding. * Implementation of SOX control system Other key achievements available on my CV.

Area Controller and Business Development Manager: Middle East and Africa

• Sep 2004 - Jun 2007

Key Achievements: • Spearheaded the local take over and integration (into SKF) of the Vogel lubrication business in South Africa. • Identified and established a distributor for the Mozambique market. • Established SKEFKO South Africa, a retail corporation in South Africa, which includes the branch network. SKEFKO commenced business on 1 September 2006. • Designed restructuring plan for SKF Zambia, which included the sale of the manufacturing and refurbishment division and the streamlining of existing operations for more focused effort on the distribution effort in this resurgent market. • Established KPI’s (key performance indicators) that are needed in each market to increase business and profits. (which are incorporated in the business plan) • Initiated and executed the sale of SKF Zimbabwe to an identified distributor. SKF thereby maintaining market presence however reducing significant risks of trading directly in this market. This was complete in 1st Quarter 2007. • Initiated discussions and drafted agreements for the sale of SKF Zambia.

Finance Manager

• Apr 2004 - Oct 2004

Group Finance and Tax Manager

• Oct 1999 - Feb 2004

IT Software and Services Provider. Subsidiary of EDS Global, listed on NYSE Financial Manager focusing on: • BPM business - specifically the Standard Bank Card Processing Center and Nedbank Call Center. • EDS SAP implement business • All Group Tax matters IT Software and Services Provider. Subsidiary of EDS Global, listed on NYSE Financial Manager focusing on: • BPM business - specifically the Standard Bank Card Processing Center and Nedbank Call Center. • EDS SAP implement business • All Group Tax matters

Financial Manager

• Aug 1998 - Dec 1999

Finance Manager

• Apr 1997 - Aug 1998

Assistant Manager

• Jan 1994 - Mar 1997