• Apr 2022 - Present

• May 2021 - May 2022

Consultant | Business Transformation

• Dec 2019 - May 2020

Specifically employed as Program Manager to manage the end to end transition of all systems, processes & workflows following company buy-out from the global Fujitsu brand to a stand-alone Fujitsu South Africa (BBEEE) Transition Management • Championed the planned transition rollout, coordination & monitoring across all business streams; legal, finance, human resources, service desk, internal IT, channel distribution, sales, marketing & communication divisions with extensive liaison & collaboration with all departments • Assessed risk review, management & mitigation for all actions taken • Defined budget management, expenditure & cost monitoring Implementation Management • Delivered provision of specialist advisory services, budget management, & general management during implementation of new ERP platform (Microsoft Dynamics - Business Central Cloud - Navision) to replace SAP Show less

Project Director

• Jan 1996 - Oct 2019

Initially employed as a support account manager in Jan 1996, thereafter, awarded a promotion to business Intelligence Director & then promoted to Projects & Outsource Director Strategy • Leveraged accountability for strategic planning, management & direction of the project division, outsourced helpdesk (managed services) & training academy Team Management • Managed 10 FTE direct reports – implementation specialists; project managers, analysts & trainers • 360 management – setting of KPIs, targets, performance management, disciplinary • Deployment of resources based on project deliverables, monitoring deadlines & budget • Hands-on, mentoring & training, developed a highly skilled internal talent pool • Trained & influenced the team to identify further opportunities to upsell, specifically when out of initial scope Project Management • Conducted site visits & needs analysis post-contract win, reviewed requirements, etc • Defined project roll-out from implementation to training depending on modules & service packs purchased by clients • Authorisation of functionality enhancements, changes, add-on’s, counter billing where appropriate • Maximised client expectations, keeping open, clear lines of communication with all stakeholders, sharing project status & documentation at weekly project meetings • As the main point of contact during implementation, conducted all steering meetings, compiling & distributing notes & actions with set turnaround times as well as investigated & resolved any complaints • Managed projects from end to end with post-go-live follow up & sign off • Designed client training schedules, with customised training roll out, writing of training collateral & managed the team of analysts responsible for delivery • Presented project status to C-Suite, updates, challenges with full tracking & audit of project timelines • Created comprehensive data packs for each client post-go-live Internal Support • Motivated & provided ongoing support to the sales team Show less

Project Manager

• Jun 1994 - Nov 1995

A largely technical, management role that involved management of various projects, including the implementation of systems. Managing the full life cycle, such as conducting a needs and gap analysis, training, system set-up, conversion of data, proof of concept and finally going live. Besides system management, relationship management was pivotal, and included supporting contract negotiations with suppliers, client liaisons, and coaching and training successor of the role. A largely technical, management role that involved management of various projects, including the implementation of systems. Managing the full life cycle, such as conducting a needs and gap analysis, training, system set-up, conversion of data, proof of concept and finally going live. Besides system management, relationship management was pivotal, and included supporting contract negotiations with suppliers, client liaisons, and coaching and training successor of the role.

Project Manager

• Oct 1991 - Jun 1994

System Software & Hardware evaluation, selection and implementation of a suitable ERP package to replace Comet to meet Merck's Business and Strategic requirements. Project Management of Implementation of ERP System 64 Users Concurrent (Financial & Distribution Modules). 3. Software Implementation Lifecycle for ERP - Needs Analysis, Gap Analysis, Training, System Setup, Proof of concept, Data Conversions and Go-live. Software - EMBRACE, PI Open Database (Universe). Promoted to Management Accountant - An operational role, managing the financial function for the business, and working closely with the Financial Accountant. This included preparing statements, maintaining account requirements, budget preparation, operational plans and procedures (ISO 9000), cashflows, forecasting and financial analysis as well as preparing reports for Audits. From a leadership perspective, management of a team was required, including the cost accountant, shipping clerks, bookkeeper and admin staff. Show less