Managing Director

• Aug 2020 - Present

Afri Jigs are revolutionary in terms of finesse fishing and challenges the conventional wisdom of jig fishing. Afri Jigs are proudly African, born on the Zambezi and travelled the world, catching some of the most iconic sports fish. You catch more fish with Afri Jigs. Afri Jigs are revolutionary in terms of finesse fishing and challenges the conventional wisdom of jig fishing. Afri Jigs are proudly African, born on the Zambezi and travelled the world, catching some of the most iconic sports fish. You catch more fish with Afri Jigs.

Media Strategist

• Jun 2020 - Mar 2021

National Sales And Marketing

• Apr 2019 - May 2020

Responsible for enhancing the sales and marketing approach of the company through the design and implementation of improvement strategies, providing direction to the overall brand equity, increasing sales volumes and most importantly, developing and leading a successful national sales team. Employee management (6 direct reports and 3 indirect report). Increased KA business through the appointment of a preferred a supplier status in 3 major accounts (PnP, Fresh Stop and Life Hospitals). Developed the Tombake google business pages with SEO and google campaigns, also completed upgrades on the website to include online ordering. Development and implementation of business, marketing and key accounts strategies to improve business processes. Business strategy – My department drove the business strategy in conjunction with the operations department Strategic planning and development of a workshop that was presented for 2020. Development and implementation of a customer engagement approach/trade show strategy. Responsible for sales planning, reporting and measurement, participating in lead generation and conducting probability analysis. Management and Development of the National sales team. Development of international markets and agents, I managed to set up agents in Mozambique and Zambia as well as technical support for Tombake export sales. Developed an innovation pipeline which identified market dynamics and trends. Show less

Regional Manager - Western Cape

• Jun 2018 - Mar 2019

Drive regional operational, strategic performance and brand leadership within the Western Cape region through addressing inefficiencies within the region and improving the low morale in the field force (both trade and sales). During my tenure, the region grew from R48 Mn to R55 Mn sales per week and improved the morale and the companies' “your voice scores”.Staff and performance management of 14 direct reports (mid-level management) and 150 indirect reports (depot and regional staff).Delivered volume and share growth through the execution of my regional operational plan. Managed the implementation of the region's operational plan and regional depot.Warehouse management with my direct report determining the bulk loads needed to service the customer base from our factory.Managed the movement within the warehouse between bulk storage, picking area, picking lanes, packing of individual orders, packing and picking times, accuracy of fulfilment based on orders, storage configuration, FIFO, slow and fast-moving SKU's, preparation and stock holding based on cycle instructions and promotions, credit and order fulfilment, stock counts daily, variances and explanation on stock counts, out of stock management, reconciliation of individual vans and collections, banking and money collections, routing and route management etc. Drive sustainable sales for BATSA with regional sales teams, whilst increasing efficiencies in the supply chain and ensuring a positive relationship with customers. Managing 9 depot sales teams and 1 satellite team in the George depot. Financial management which involved reporting on profit and loss, preparing and controlling budgets as well as signing off customer credit in line with BATSA credit policy.Logistics management which involved, route planning and distribution of indirect and direct sales.EHS (Environmental Health and Safety) management in all regional offices and depots. Show less

Marketing Skills Development Manager

• Jan 2018 - Jun 2018

Deliver Global projects related to the skill department. Successful development and roll-out of the International Brand Code brand managers development program.Complete updates to the field force sales development program and the migration from the multiple systems we had in BATSA to 1SAP system.

Customer Development Manager

• Apr 2017 - Jan 2018

Developed and managed the independent channel strategies and programs for BATSA. The independent channel contributes approximately 65% of BATSA’s volume and is made up of many small retailers. Oversee customer-focused strategies and developed business-to-business initiatives/programs in line with BATSA’s independent customer channel strategy. This included margin management programs, total customer offers, and investment, loyalty programs and system management development for online and digital platforms.Staff and performance management of 3 direct reports (mid-level managers). Formulated the independent channel strategy to protect the profit pool and generate share growth through sales. Led the development of independent customer/market/category strategies, objectives and tactics. Managed margins through a net-of-excise approach, which delivered objectives in line with the allocated budget. This included customer TCO and TCI review and development. Maximized funds to develop customer-specific business-to-business programs in conjunction with BATSA’s strategies and objectives. Developed the online trade loyalty program for BE Correct in conjunction with 12 other end markets using an agile project management approach. Supported the key account partnership model and growth framework for the organized and independent channel by defining the retail margin strategy across channels. Show less

Marketing Skills Development Manager

• May 2016 - May 2017

Responsible for the learning and development strategies and programs for South Africa and the Southern African Markets. The role was based on the 70, 20, 10, learning principles and encompassed the company’s marketing community. Ensured that the marketing organization skills gaps were identified and developed specifically as well as global skill interventions which optimized the skill set needed for each role.Staff and performance management of 3 direct reports (mid-level managers) and 5 indirect reports (regional skill coordinators).Identified and implemented training programs based on the needs of all marketing staff in Southern Africa.Created and managed HR and training budgets (R9 million) with no more than a 5% variance.Provided clear direction for the integration and alignment of functional, systems and talent development programs, this was with the Global Skill development community.Management and Field force leadership interventions and development based on NLP (Neuro-linguistic programming) and Coaching development.Created meaningful internal business relationships and shared information based on development reviews and needs for the respective departments with heads of functions (Trade, Brand, SP&I, Business Support and Trade Logistics).Continuously benchmarked with other companies to further enhance BAT's corporate image as an accredited training provider and a socially responsible organization. Show less

Business Development Manager - Southern African Markets

• Aug 2014 - Apr 2016

Responsible for providing strategic direction and operational support to the Southern African End Markets in the delivery of volume and profit growth. Developed relevant route-to-market approaches for 3 key markets: Angola, Malawi and Zambia.Reviewed and made improvements to the cost-to-serve model this was achieved through route to consumer models in the different markets and a blend of direct and indirect route to market models in: Zimbabwe, Mozambique, Malawi, Angola, and Zambia.Staff and performance management of 3 direct reports (mid-level managers)Developed and implemented the trade strategy of each market on the ground with each Country manager and refined the approach and conducted post-implementation reviews across all end-markets. Each market solution that was provided aligned with the global customer management requirements and we achieved green status on the global scorecard.Developed channel and cluster strategies for the end markets Delivered commercial concepts and tools to end-markets to assist with the embedding of the cycle and brand instruction as well as sales targets through training and people development. Show less

Regional Manager - Central Region

• Jun 2012 - Aug 2014

Responsible for the sales and distribution of BATSA products for the Eastern Cape, Orange Free State, and Northern Cape regions. Over 80 people reporting to me (9 managers and 71 representatives) and managed 5 offices/depots across the region. Responsible for a yearly sales operational budget of R44 million and a capital budget of R12 million. Successfully implemented the direct sales function across the region and expanded the field force to enhance my direct sales by another 50 sales reps. This increased the number of people reporting to me to above 130 employees. Show less

Regional Manager - Eastern Gauteng

• Nov 2010 - Jun 2012

The Eastern Gauteng Region spanned from East Johannesburg along the N4 to Nelspruit. I was responsible for 3 offices, including my base office in Johannesburg. The other 2 offices were based in Middleburg and Nelspruit. I had a staff compliment of 7 managers and 60 representatives. I travelled twice a month to the outlying offices for market visits. The principle accountabilities for the regional manager were to grow the region sales and share whilst reducing operational cost snd cost of sales, as well as a high component of business and people management. Show less

HORECA Cluster Manager

• Jan 2009 - Oct 2010

I was responsible for the strategic direction, program design and implementation within the HORECA channel, this also included the formulation and management of the BATSA vending strategy. The strategies I developed were implemented via the Horeca field force and managed through a separate management structure, this was done through the Horeca national field force manager who had a dotted line to the Horeca cluster manager

HORECA Account Manager

• Nov 2007 - Dec 2008

Reporting to Horeca cluster manager, I was responsible for the management of KA and vending contracts, program management, reporting, tracking and presentations. The cluster manager had a direct line to the brand teams and participated in the company cycle and planning. This function is extremely important for BAT as it was the only channel where we could influence consumer preferences through direct sales. Each brand manager worked collaboratively with me to design the brand messages and brand delivery mechanisms within the channel Show less

HORECA Account Executive

• May 2007 - Nov 2007

HORECA Area Manager

• Dec 2005 - Apr 2007

Responsible for 7 Horeca representatives, who managed contracted customers, implementation of strategies at an operational level, signing and negotiating of contracts and responsible for the regions on consumption activities, brand communication implementation, negotiation with individual bars and clubs, implementation of brand strategies, relationship building, sales system update and management.

RCRM Peter Stuyvesant

• Feb 2004 - Nov 2005

Responsible for one to one engagement with consumers, organisation of brand events in line with the profile target market, develop and execute events in line with brand essence, collaborated with brand marketing to design marketing activities, team leadership.

RCRM Gauloises

• Mar 2002 - Jan 2004

Both roles consisted of operational activities, such as sales, events, promotions, brand building, consumer engagement. Management of relationships in the on consumption sphere, measurement and payment of contract funds. Reporting to Area managers

Consumer Relations Amplifier Promoted to HORECA Representative

• Sep 1998 - Dec 1999

Researcher

• Jan 1997 - Aug 1998