Experience

DataProphet

• South Africa
• IT Services and IT Consulting
• 1 - 100 Employee

• Chief Human Resources Officer

  • May 2022 - Present

  Lead the International Scale up of this award winning AI for Manufacturing company. DataProphet is a leader in AI that enables manufacturers to step towards autonomous manufacturing. Our AI-as-a-service proactively prescribes changes to plant control plans to continuously optimize production without the expert human analysis that is typically required. As recognized by the World Economic Forum, DataProphet PRESCRIBE has helped customers around the world experience a significant and practical impact on the factory floor, reducing the cost of non-quality by an average of 40 percent. We understand manufacturing and that real impact is achieved with pre-emptive actions because real-time is often too late.We pride ourselves in working very closely with our clients to develop machine learning powered solutions to gather insights on hidden patterns within their data for commercial benefit. Through a combination of machine learning expertise, management consulting and systems development experience, we deliver simple-to-use services that return accurate, low level and actionable predictions which can be easily integrated into existing infrastructure. Over the past five years, we have delivered bleeding edge deep learning environments and models across multiple industries including financial services, retail, manufacturing, healthcare and gaming.Our models have repeatedly outperformed larger multinational companies and we recently received further recognition by winning the Mercedes Benz Innovation Challenge. Contact us today at info@dataprophet.com or visit www.dataprophet.com



Act 3 Advisors

• Principal

  • Jan 2022 - Present

  Leadership, organisational effectiveness and business performance advisor to select clients in Cape Town. Leadership, organisational effectiveness and business performance advisor to select clients in Cape Town.



Greenlane Holdings, Inc.

• United States
• Manufacturing
• 100 - 200 Employee

• Global People and Culture Leader(Senior Vice President)/Business Transformation/HR Strategy.

  • Jan 2020 - Jan 2022

  High Growth │ Scaling │M&A │ Global Expansion │Change Management │ Integrating acquisitions│ Culture and performance.Global People and Culture Leader, reporting to the CEO, responsible for the global Human Capital Strategy, Culture, Talent, Reward and Performance. (NASDAQ: GNLN) is one of the largest global sellers of premium cannabis accessories, CBD and liquid nicotine products. The Company operates as a powerful house of brands, third party brand accelerator and distribution platform for consumption devices and lifestyle brands serving the global cannabis, CBD, and liquid nicotine markets with an expansive customer base of more than 11,000 retail locations, including licensed cannabis dispensaries, and smoke and vape shops.



SWAROVSKI

• Switzerland
• Retail Luxury Goods and Jewelry
• 700 & Above Employee

• General Manager, Swarovski Lighting Business │ Business Transformation │ Turnaround Strategy

  • Jan 2017 - Dec 2019

  Business Model Design, Development and Implementation │ Organizational re-design│ Model Development│ TurnaroundsBusiness leader of the Swarovski Global Lighting Business(full P&L ownership), required to develop and implement strategy to completely transform the business. Created a new brand strategy, operating model and organization. Led team of 350 with multimillion-dollar annual sales.Team BuildingRecruited new high-caliber VP of Operations and overhauled the team. Factory efficiency increased from 82% to over 95% and quality issues were brought down from over 10% to below 5%.Talent DevelopmentUpgraded leadership and talent depth in all areas, transforming organizational capability to support customer and consumer experience in 18 months. Drove culture from a manufacturing to a consumer-centric mindset.Cost StrategiesCreated a new “in and outsourced” manufacturing solution (40% lower cost of goods) while retaining the essence of the brand through a , focused handcrafted operation in the US for premium and custom lighting (high margin product.)



SWAROVSKI

• Switzerland
• Retail Luxury Goods and Jewelry
• 700 & Above Employee

• Vice President, Human Resources and Organizational Development │ Team Leadership │ Retail Execution

  • 2013 - 2016

  B2B │ B2C │ Global HR Board Member │ Strategy │ Performance Enhancement –Culture Led the Human Resources team for all crystal and fashion jewelry/costume jewelry manufacturing and distribution company’s businesses in North America, consisting of seven B2B and B2C business units, 230 retail stores and over 3,000 employees with multimillion-dollar annual sales. Key member of Swarovski Global HR Board, tasked with setting global HR strategy to best enable business performance.CollaborationsCollaborated as true business partner to new SVP of Retail. Transformed the leadership team and accelerated market performance, resulting in 10% growth after several under-performing years. Reorganized HR organization and added 25% new employees to provide better strategic partnership.High Performance Team MemberSelected as part of the team to create the Global Swarovski Leadership Vision and Development Platform (Swarovski Academy), winner of the EMFD Award in 2016.Strategies Business PartnerServed as strategic business partner to all business unit heads and their leadership teams, as well as confidential partner to two Swarovski executive family board members.Compensation StrategiesDeveloped and implemented Retail Compensation strategies that increased conversion (20% increase in test stores).



Hästens Beds

• Sweden
• Furniture and Home Furnishings Manufacturing
• 100 - 200 Employee

• Global Vice President, Human Resources │ Organizational Leadership │ High-Performance Teams

  • 2010 - 2012

  Talent Recruitment │ Succession Planning │ Global Team Development │ Cultural Change │ Luxury Retail Brand Assumed executive leadership of all human resources activities for the 350-person luxury bed manufacturing and retail organization, with multimillion-dollar annual sales. Led team of seven direct reports and reported to President.Team BuildingBuilt a new Global Management team (60% of which was new top talent), enhancing leadership capability and driving a company culture that enabled the business to return to growth and profitability. Created and implemented a global executive long-term compensation plan.Employee EngagementIntroduced an engagement survey in a unionized environment. Successfully grew engagement through frequent open, transparent communication, improving scores by 40% over 18 months.New Business StrategiesLed the creation of Hästens Retail Organization and supported the deployment of the “own store” strategy. Opened first company-owned stores in New York, London, Dubai, and Hong Kong.Talent AssessmentImplemented Retail Candidate Assessment process that impacted Sales recruitment and performance (including a 20% increase in Sales) and created models for talent acquisition and succession planning.



Mars - 9 years

• Senior Director, HR Business Partners │ Team Leadership │ Key Stakeholder Management

  • 2009 - 2010

  Business Transformation │ Human Capital Strategic Solutions Development – Business Partnering –M&AServed as the HR Strategy Leader for the North American chocolate business. Led team of 10 HR business partners driving Human Capital strategies across 3,000 employees and multibillion-dollar North American annual sales.Acquisition IntegrationKey member of the HR acquisition integration team for the Mars $23B acquisition of Wrigley in 2008.Organizational LeadershipLed successful organizational redesign that released $20M annually for reinvestment in consumer-focused growth initiatives.Innovation DesignCreated centralized innovation organization that delivered a robust innovation pipeline providing over $100M in sales growth in 2010.CollaborationsPartnered with Supply Chain VP on a transformation project to increase factory responsiveness and flexibility. Initiative led to $50M in savings while retaining a positive employee experience.



Mars

• United States
• Manufacturing
• 700 & Above Employee

• Director, HR Supply Chain │ Consumer Centric Solutions │ Team Leadership │ Change Agent

  • 2007 - 2008

  Talent Development │ Customer Service │ Sales Team Management │ Cost Control – Supply Chain Transformation Director, HR Supply Chain (2008)Director, HR Sales (2007 – 2008)Helped evolve the US Sales organization to better meet consumer and customer strategy. Led the HR team for the US Chocolate Supply Chain, supporting nine manufacturing sites and over 2,500 associates.Employee RelationsCreated Employee Relations Center of Excellence, reducing overhead investment in HR by 15%.Performance ImprovementDrove a performance culture within the Supply Chain leadership group and developed the Supply Chain’s divisional people strategy and career development model.Engagement StrategiesSignificantly improved associate engagement within Supply Chain from 1.78 to 3.57 out of 5 from 2007 to 2009, as measured in the Gallup Q12 survey.

• Director HR | Director Sales │ Resource Management │ Organizational Development in a High Growth

  • 2001 - 2007

  Director HR (2004 – 2007) | Director Sales (2001 – 2004)Executive Level Advisor │ Business Consolidations │ Channel Development │ Goal Planning │ Restructures Developed and executed the Mars customer and channel strategy. Developmental promotion to assume leadership of HR, supporting the General Manager in the assessment and refocus of business priorities, which included evaluation and reorganization of the business and senior leadership team.Talent DevelopmentLed Talent Management and Compensation Strategy across the Africa, India, and Middle East regions. Developed benchmark and grading systems for the rapidly growing South African business.Risk ManagementClosed the unprofitable and unsustainable sugar confectionary business while managing risk in a very volatile unionized labor environment.Go-to-market StrategiesDeveloped and implemented a new multicategory go-to-market organization, resulting in increased influence at the point of purchase that saved ZAR $10M annually. Led the Sales Division through three consecutive years of 20%+ growth.



Cadbury South Africa

• Sales Representative

  • 1997 - 2000



Daymon International

• Marketing Consultant

  • 1995 - 1997