Director - SAILI NPO

• Sep 2021 - Present

Manager - Operations & Business Development

• Jan 2020 - Sep 2021

Senior Project Manager

• Jan 2019 - Jul 2019

MFC-PF Customer Migration Project • Produce business case for cross-business unit customer allocation to remedy out-of-segment sales issues SAT OMP Integration Business Readiness • Work with 7 operational areas of MFC to ready them for implementation of new product suite and systems • Track detailed plan of go / no-go criteria and drive progress across 7 operational areas • Perform detailed planning of post-pilot readiness criteria and work with operations manager to drive progress

Consultant

• Sep 2016 - Dec 2018

Pension-Backed Home Loan Project • Launched loan administration capability for a newly formed subsidiary of Fairheads Benefits Services • Functioned as Project Manager, Business Analyst and Tester to implement loan origination and management systems and their interfaces with 3rd party systems • Researched and ensured regulatory compliance with NCA, PoPI, FAIS, ASISA and FSB • Managed vendors delivering new loan origination and loan management system • Negotiated contractual terms with software providers and implementation partner • Trained team of 5 administrators and worked with team for 4 months to instil and refine operational processes Project OPtimize (a.k.a. Data Capability Project) • Enabled Fairheads to tender for new CRM software by - Reviewing current processes and identifying new, streamlined processes across fund and client lifecycles - Defining new data structures to enable new processes - Developing vendor services rating matrix • Wrote Request for Proposal document • Assisted in reviewing vendor submissions to select most appropriate system and vendor

Consultant - Process Change

• Feb 2016 - Aug 2016

• Objectives of the function are to - Schedule activities to best achieve the organization’s operational and financial goals - Plan around constraints - Ensure that project portfolio remains aligned with changing business objectives and strategy • Develop and maintain control over resource capacity plan • Develop and maintain portfolio plan for internal and external stakeholder reporting • Plan resource allocation for 2016 • Collaborate with internal and external providers of service to TA Client Solutions to coordinate efforts on all portfolio items • Collaborate with internal and external clients to ensure transparency of process, progress and required involvement in delivery

Project Office Manager & Senior Project Manager

• Jan 2015 - Dec 2015

• Oversee shutdown of LISP area of administration business, while ensuring that Project Office delivers to Operations teams and third party clients (Coronation, PPSI AND Acsis) for seamless continuation of services • Line manage LISP Project Team resources including: - Mentoring - Coaching - Guidance on career development, progression, preparation for eventual redeployment • Collaborate with LISP client companies to ensure ongoing project delivery during period of migration to new third party administrators • Plan resource allocation for 2015 in conjunction with migration project manager to ensure coverage for migration and business-as-usual projects • Manage transition of bulking tool software and users from different business in OM to OMIA • Manage unit trust (UT) client to alleviate load on UT team, which is currently over-deployed to - Expedite delayed deliveries to client - Improve client relationship with OMIA, which has suffered as a result of non-delivery and neglect by means of regular and meaningful communication

Senior Project Manager

• Oct 2012 - Sep 2014

Campaign Management Project • Managed campaign management software implementation project that would allow business to move from mainframe-based antiquated and manual intervention intensive model to web-based supply chain exception-managed model • Responsible for project team effectiveness by means of ongoing change management at lower management and team levels • Guided and gave input to two rounds of legal contract work • Coordinated work between IT department and new software provider to achieve delivery of infrastructure to host new program and database • Assessed business requirements to formulate clear picture of scope, effort and resources required, cost and time impacts and benefit realization tracking methods • Built document repository to ensure full record of all items pertinent to project and wider application for business • Managed R12 million budget including vendor and internal contractor resource allocations Protection of Personal Information (PoPI) Program • Managed enterprise-wide program to align DirectAxis with new PoPI legislation

Senior Project Manager

• Mar 2012 - Jul 2012

• Managed supply chain software project that would allow business to move from mainframe-based antiquated and manual intervention intensive model to web-based supply chain exception-managed model • Responsible for project team effectiveness by means of ongoing facilitation, group and individual guidance • Integrated input from Program Technical Lead, Program Functional Lead and Program Change Manager to define dependencies and structure sequence of activities • Facilitated human and material resource procurement process for Functional and Technical Leads to ensure their focus remained on core areas • Assessed business requirements to formulate clear picture of scope, effort and resources required, cost and time impacts and benefit realization tracking methods • Managed stakeholder expectations within Program Change Framework as defined by Program Change Manager • Delivered key document deliverables (including Project Definition Report, Plan / Schedule, Project Governance Plan) • Controlled R33 million budget including vendor and internal contractor resource allocations for first year of project

Senior Project Manager

• Mar 2011 - Feb 2012

• Created and managed new Compliance Portfolio with aim of gaining medium-term view of regulatory and legislative changes pertaining to retirement financial products • Structured project that had been in business-as-usual mode for over a year, in order to bring project resource and financial governance to business owners and define viable end-point • Assumed control of project that had run into post-implementation difficulties due to missed requirements - Conducted daily team sessions to manage schedule of remaining deliverables - Assessed financial impact and petitioned for additional funds - Motivated team that was anticipating being able to move off difficult project to continue to deliver • Initiated newly prioritized project to solve regulatory issues around unclaimed benefits • Took over project that had been languishing due to loss of impetus, reassessed scope with stakeholders and gained consensus to close project and hand over to pertinent business units

Program Manager & Senior Project Manager

• Sep 2010 - Feb 2011

• Aligned technical resources in France with business-oriented Cape Town resources toward delivery of retail marketing initiative • Instilled project disciplines in Cape Town arm of UK organization • Ensured client and vendor stakeholder engagements balanced with confidentiality requirements • Gathered business requirements for financial and logistical aspects of marketing initiatives • Worked with technical resources to assess system impacts of business requirements • Guided procurement process and gathered business requirements for data capture provider • Managed dependencies to achieve coordinated launch end-result across 7 work streams

Senior Project Manager

• Aug 2006 - Sep 2010

• Provided outsourced project management services • Established project office standards at client sites, collaborating with in-house staff to ensure proposed methods were understood and accepted • Worked with client executive to recommend and implement improvements to methodologies • Managed client IT and IS vendors in delivery of projects for stakeholders in the following areas: - Personal loans (including credit assessment, fraud and banking and risk-engine redesign) - National Credit Act financial product and system compliance - Short-term and long-term insurance - Linked Investment Service Plans (LISP) and Unit Trust (UT) administration departments • Controlled project budgets and tracked project costs • Developed knowledge of RSA financial regulatory environment and managed regulatory compliance risk in close coordination with Compliance Officers • Facilitated change management to ensure appropriate acceptance and understanding of new financial products • Elicited stakeholder inputs to ensure appropriate risk management plans were put in place • Oversaw project office staff to ensure appropriate allocations to projects and to allow for cross-skilling of project team members • Created communication plans and was responsible for reporting across range of stakeholder echelons to manage expectations and scope • Reported on projects and project portfolio to ensure visibility of information at all stakeholder levels • Facilitated stakeholder meetings to expedite decisions and resolve conflicts • Created, maintained and ensured execution of project work plans • Was elected by DVT’s management team to head up DVT Project Management Competency stream

Project Manager

• Jun 2005 - Jul 2006

• Motivated, planned and prioritized information systems projects with the head of the Project Management Office • Designed and implemented detailed project plans for stakeholders in: - Bond origination - Sales Administration (including agent commission and external shareholder contract tracking) - Long-term insurance (sales and commission tracking and CRM) • Managed resources including developers and operational staff to ensure successful delivery according to plan • Managed 4 large bespoke system projects and 3 operational projects • Controlled the project delivery life cycle both internally and with outsourced suppliers • Managed project dependencies and constraints to ensure successful delivery • Raised project related issues and ensured resolution • Escalated project related issues and communicated project progress to the PMO Manager • Worked closely with operational staff to manage projects that involved external partners, ensuring plans were documented, realistic and ultimately implemented • Worked with Business Analysts and as a Business Analyst where needed to ensure that requirements were accurately specified for projects and that appropriate sign-offs were obtained

Lead Business Analyst / Benefits Administrator

• Sep 1998 - Dec 2004

San Diego, CA, USA• Assumed full ownership of client accounts and projects, managing client relationships and communicating client expectations to direct internal workflows• Managed internal team to ensure quality, accuracy, timeliness and budget compliance of client deliverablesInteracted with clients' HR personnel (executive to managerial level) and vendors to ensure effective delivery of services• Prioritised work schedules according to availability of resources and impact of given issues on overall functionality• Wrote code specification manuals for software developers• Worked with software developers to develop platforms compatible with client coding needs• Analysed, queried and problem-solved system operations using SQL and FoxPRO programming language to improve data integrity• Maintained computerized record management system and trained staff on usage• Generated routine and ad hoc reports using SQL to extract statistical data from recorded information• Planned and coordinated system reviews and quality audits to identify potential improvements to systems and processes• Assisted in identifying formal standards and regulatory codes• Recommended, developed and upgraded web design and content for client web site in MS VBA environment• Crafted training materials (concept and content) and application manuals for clients and Watson Wyatt team members• Conducted ongoing training sessions for clients' HR personnel onsite and / or via teleconference

Proposal Writer

• Jul 1997 - Aug 1998

• Wrote proposals in areas of pension planning, flexible benefit plan design and vendor selection• Developed knowledge of all lines of business and company policy in order to identify cross-practice sales opportunities in proposals • Elicited input from and coordinated teams of practice leaders and consultants of various levels, practices and offices to meet proposal deadlines

Assistant Director of Operations

• Apr 1995 - Mar 1997

San Francisco, CA, USA • Successfully planned, managed and adhered to set deadlines and budgets • Negotiated pricing and contracts with international clients • Planned, directed and presented training and motivational meetings • Recruited, trained and supervised field and office staff Planned 30 tours / year to Los Angeles, San Francisco and Washington D.C. • Negotiated hotel rates and reservations, culturally appropriate meals, transportation and booked tour venues • Established East Coast office and trained office staff on company procedure and computer systems • Supervised payroll for field staff • Assumed responsibilities of Director and Program Manager upon their resignation, including contract drafting, project scheduling and budgeting

Translator

• Oct 1991 - Oct 1994

Cape Town, South Africa • Started own freelance business by targeting mailing campaign at businesses with foreign interests • Achieved consistently prompt delivery of services by careful organization of deadlines and priorities • Developed client base of 34 private companies within first 9 months • Translated commercial, technical, legal, historical and literary documents Cape Town, South Africa • Started own freelance business by targeting mailing campaign at businesses with foreign interests • Achieved consistently prompt delivery of services by careful organization of deadlines and priorities • Developed client base of 34 private companies within first 9 months • Translated commercial, technical, legal, historical and literary documents

Manager

• Oct 1991 - Jul 1994

Cape Town, South Africa • Raised revenues from R10000 / annum to over R150000 / annum within first year • Sustained revenue growth over 3 years by average of 45% per year • Recruited, trained and supervised retail staff in Cape Town, Johannesburg and London • Changed shop from antiquarian to gallery to enhance marketability of merchandise • Advised corporations on investment values of rare books and maps for corporate investment collections • Administered all business functions