PERSONAL INFORMATION

LinkedInProfile: http://za.linkedin.com/pub/thabo-makhanya/18/a9b/671

Full names & Surname

Thabo Amos Makhanya

Nick Name ThaboNationality South AfricanEthnic Origin BlackGender MaleLocation Cape TownID Number 680412 6310 084Language Proficiency English(Afrikaans, IsiZulu, IsiXhosa, SeTswana, Sotho)Notice periodContact Details:Alternate Contact

Available Immediately.07144077200834734720

EDUCATION INFORMATIONSECONDARY

QUALIFICATION YEAR INSTITUTION COMPLETED

Matric 1985 Kagiso Senior Secondary School Y

TERTIARY

QUALIFICATION YEAR INSTITUTION COMPLETED

MBA (completed one course strategy)

(Completion in June 2016)

Current studies

UNISA School of Business Leadership

Current studies

Advanced Diploma in Management

3-year diploma and Qualified2002 UNISA School of Business

Leadership Y

Certificate in Management 2001 UNISA School of Business Leadership Y

Diploma in Production Management

3-year diploma and Qualified.1999 Executive Education Y

T2 Analytical Chemistry 1990 Technikon Witwatersrand YPre-Tech Analytical Chemistry 1988 Mangosuthu Technikon Y

PROFESSIONAL TRAINING / SHORT COURSES

Unit Standard 115753 – Conducting Outcomes Based Assessment (2014). Defining Negotiation – Scotwork (2013). Project Management – Kepner/Tregoe (2011). Managing Distributors For Profit – Sentinel Management Consultants (2011). Core Selling & Negotiation - Sentinel Management Consultants (2010) Business Presentation Skills Programme - BPS (2004) Finance for Non-Financial Managers - Strategem Business Training Specialists Certificate in Labour Relations - Printing Federation of South Africa (1999) Various Courses in Team Building & Motivation Production Management Course - Holland (1994) & UK (1998)

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Successful implementation of the 20 keys of workplace improvement, TQM for Operators & Six Sigma Tools in FMEA, ANOVA, DOE and Process Mapping

Trained Frito-Lay / PepsiCo International Assessor Certfied on Frito-Lay / PepsiCo International Leadership on Route Program

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COMPUTER LITERACY

MS Office (Word, Excel, PowerPoint, Access, Outlook) Boss Impact Cognos 8 SAP

PROFESSIONAL MEMBERSHIPS

Represented Avery Dennison and Simba Pty Ltd at the CCMA Fellow of the Simba Leadership Academy Team Member - National Wage Negotiation Management with FAWU (Union) Trustee of Simba Retirement Fund SAB Soccer League Ambassador at South African Soccer Association (SAFA)

REFERENCE’S

Mpho Malokao District Manager - South Coast, South African Breweries (SAB).o Cell: 0829241494

Xolisa Bangazio Past Operations Director at JT International. – Currently Unemployed.o Cell: 0836256848

Reza Shaho Simba (Pty) Ltdo Business Operations Director - Africao Cell: 0836251245

Themba Nkosio Accelor / Mittalo HR Business Unit Directoro Cell: 0836251218

Dave Griffithso Avery Dennisono National Sales Managero Work: 011 249 5700

Zakhele Sibiyao Shoprite / Checkerso HR Managero Cell: 0842062120

SALARY INFORMATION

CURRENT PACKAGE

R819 000 plus R93 600 housing allowance, TCTC = R912 600.

REQUIRED PACKAGE Please make me an offer.

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EMPLOYMENT INFORMATIONCURRENT EMPLOYMENT

Diplomat SA – Divisional Manager – Coastal Region (Western Cape, Eastern Cape, Northern Cape and KwaZulu/ Natal) : June 2014 – To 30 April 2015.

Achievements Growing nett sales from R3 600 000 to R5 100 000 in a period of 3 months through developing a mix priotisation matrix for Procter and Gamble brands

Managing Distributors Channel Partners (Indipendent Distributors – Township basesd) for profit.

Being nominated as a catergory champion by the Three Independent Distributors Channel Partners (Shelfline-Vuyani, Bassa Trading and Ingogo Mills).

Growing Mondelez business for shelfline-Vuyani from a R150 000 business to a R600 000 business a month.

Growing Coastal Region in Gross Sales within two months in line with company vision and values of EBITDA.

Motivation, Coaching and mentoring of the Coastal Team, and rolling out the “Doctor in the ward” training in order for the team to own the numbers.

Responsibilities Reported to the Head of Sales.

Direct reportso Four Sales Managers

8 Area Supervisors 58 x Sales Representatives.

o Two Sales Clerks.

Identify & develop optimal product assortment for Diplomat SA (Procter and Gamble and Mondelez brands) for the Low Income channel based upon understanding of the shoppers, profitability of Procter Gamble and Mondelez sku’s and category local success models (LSMs).

Indentify and propose new Independent Distributor Channel partners

Oversight on Independent Distributor Channel Partners operations to ensure business models are profitable and in accordance with Diplomat SA.

To observe and report on the local market dynamics and competitor landscape by segment; To understand the competitive environment in key geographies (Coastal

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environment being a wholesale driven environment).

Monitor execution of business plan/business performance at territory level on a monthly basis in order to have a deep understanding of Independent Distributor Channel Partners and High Frequency Stores / Minimarket needs, expectations and motivations.

Own & progress Procter and Gamble’s product/customer offering to achieve accelerated distribution in the convenience channel of Aerial washing powder brand working in conjunction with the Key Account Team from Procter and Gamble.

Identify and recruit new Independent Distributors Channel Partners to support specific channel activity.

Manage Independent Distributor Channel Partners engagements and implementation schedule to avoid additional acquisition costs through adequate implementation management, if these Independent Distributors have National footprint.

To identify & collaborate with other Diplomat SA business units through cross functional collaboration.

Lead, inspire and motivate coastal teams; coach and mentor individual team members.

Ensure margin growth by managing discounts, tariffs and product/channel/segment mix.

Travel and operate at local level within assigned territory.

Reason for leaving Retrenchment due to operational reasons.

Leadership Mania- Leadership Coach (FMCG CONSULTING, COACHING & MENTORING, SALES CAPACITY and CAPABILITY BUILDING): January 2014 – To May 2014.

Achievements Company Ao Consulted on and Drove The Development of

Processes to Improve Performance by: Building Advantaged Route to Market

Systems for their Forecourt Routes. Capability and Capacity Development in

The Forecourt Channel. Developing Key Priority Training

Programmes and Rolled Them out to Divisional, Regional and sales Managrs.

o Developed their expertise in channel & key customers in order for Regional sales Managers to serve as Category experts Forecourt Channel and manage cross-category Customer needs, specifically focusing on

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competitor strategy and management of this.

Coaching and Mentoring To Individuals.o Conducted Effective Coaching And Mentoring

Services To Individuals on: Developing and Setting Of Goals.

Responsibilities To lead and engage key stakeholders in order to develop insights.

To understand the competitive environment in key geographies.

To have a deep understanding of customer and consumer needs, expectations and motivations.

To identify & collaborate with business units. Lead, inspire and motivate project teams; coach and

mentor individual team members.

Reason for leaving This is my own business to help me keep abreast on the developments in the market – Currently not earning a leaving.

South African Breweries- EXECUTIVE AREA MANAGER (SALES, MARKETING AND OPERATIONS): EAST COAST REGION –DECEMBER 2012 – December 2013.

Achievements Growing Gross Sales by 13.3% from R1.6 Billion to R2.2 Billion through developing advantaged route to market systems in a Bi-Modal Economy.

Reduction of the Independent Re-Distributor volume from 67% to 49% by developing an efficient and effective Route to Market strategy.

Developing a Zingela Strategy (Hunter) by engaging the Competitor on their strong hold.

Developing a “POSH” (Protecting our stronghold - Farmer) Strategy at an outlet level through barriers of entry tactics.

Acting as a Divisional Mananger for a month. Customer team participation - Actively participated in

regional cross functional meetings, presented new initiatives.

Developed wide and effective networks of contacts inside and outside the organisation (Eastern Cape Liquor Board).

Responsibilities Reported to the District Manager - South Coast

Direct reportso Two Depot Managers

2 x Logistics Mangers 10 Warehouse Controllers

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8 Forklift Drivers. 18 Truck Drivers.

2 x Customer Sevices Managers. 2 x Sales analysists / Receiptionists.

o Four Sales Managers 32 x Sales Representatives

Optimisation of efficiencies across the distribution platform. Setting and ensuring management controls and appropriate

governance practices, including the operational planning, budgeting and overall financial management of the cost centres concerned.

Setting of business objectives and operational targets, and ensuring efficient uses of all resources including Trade Fund, operational overheads and personnel to achieve common business plans.

Creating an effective structure in support of the overall business model.

Building strategic relationships to broaden the scope of the business and generate future growth opportunities.

Generate marketing strategies and business plans for new business growth initiatives.

Formulating business cases on the impact of new customer acquisitions or new revenue streams on EBIT, capital expenditure and operational efficiencies with regard to current practices and infrastructure, and staffing capacities.

Ensure open and effective communication channels with Operations and customers through various supply chains and levels in the organization.

Continuously review the effectiveness of relationships with contractual customers, by exploring operations; reviewing processes; adjusting lead times, target areas or service types; and reviewing post-implementation to determine if expected impact was achieved.

Ensuring that continuous operational improvement is achieved by interacting with Regional Operations to improve processes, systems and controls, leading to increased profitability, improved service levels and broadened services.

Managing Key Accounts, creating uniform practices throughout Key Accounts and ensuring a high level of compliance during customer interactions; reviewing growth and pricing strategies, and negotiating updated terms with Re-Distributors and Key Accounts customers.

Managing contractual negotiations and service level agreements; providing cost and pricing models.

Analyzing the risk as well as the reward structures associated with contractual offerings.

Motivating, managing and developing a team to ensure achievement of pre-determined targets for the region.

Keeping abreast of the latest trends in the industry and adopting new approaches as required expanding the client base and increasing revenue.

Build solid awareness of external market trends (consumer, competitor, political insight), and identify opportunities to drive business development.

Effectively manage the data and information requirements of the

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area, working with relevant support functions to maximize time. Plan, set and agree budgets & objectives with District Manager.

Reason for leaving Family Responsibility – Fiance’ cannot obtain suitable employment as a Specialist Paediatrics Proffesional Nurse.

Distell – National Training Manager- November 2012 – December 2012

Achievements Successful rollout of Field Sales Effectiveness training toolkit that I have developed, which I call “Doctor in the ward”.

Responsibilities Reported to the National Human Resource Manager Direct reports

o Two Regional Training Managers .

Deliver training programs with a focus on high volume local and global programs.

Develop expertise in key learning program areas and deliver programs to participants within a particular region

Significant interface with Performance, Design and Development Consultants to ensure understanding of learning content and specific business needs being addressed.

Work with external training providers to support delivery of learning activities.

Manage delivery and communication of all pre and post work for content delivery.

Support Learning Administrator in documentation and tracking of program participation.

Manage SDF and responsible for compliance with SDA. Manage the on boarding, induction and WOW process. Responsible for L&D reporting of wrt scorecards and

dashboards. Responsible for capability building and driving core

curriculum.Interface with Global and Sector lead regarding L&D calendar and agenda.

Manage L&D team.

Reason for leaving SAB offered me an Executive Level Position.

JAPAN TOBACCO INTERNATIONAL- REGIONAL SALES MANAGER ( NATIONAL LEVEL DISTRIBUTOR STRATEGY FORMULATION): WESTERN CAPE -JANUARY 2010 –March 2012

Achievements Increased Regional Share of Market from a 4.8% to 6.1%, according to AC Nielsen (JTI as a Business is 5.2%)

Increased Regional Volume Contribution to JTI from 19% to 23.5% by developing strategies for 3 types of distribution

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patternso Intensive: distribution through every reasoanble

outlet.o Selective: multible, but not all outlets in the

market.o Semi – Exclusive: JTI own branded outlets.

which led to region being the most profitable region in JTI (second biggest by volume in the Country).

Drove the collaboration with the VP of Winston Brand, R&D, Manaufacturing, Trade Marketing and Brand Office to identify and build a robust pipeline for all new products development (Winston Slide).

Identified, developed and managed different ranges of POP drivers for the shopper by channel.

Managed Distribution Channel Strategy for Profit by restructuring SLA’s and developing measurable KPI’s

National level speed to market of NPD, Distributor Development and Key National Activities.

Demonstrated consultative and solutions selling-approaches by fostering strategic relationships with the key Decision-Makers and leadership from Retail Organisations (Senior Buyers)

Implemented business reviews based on category management, which translated into JTI having an increase in weighted and numeric distributions

Participate in and exerte leadership in cross-functional teams that function to improve current value adding activities, business practices, develop visions and goals for business strategy

Coached and trained Field Force (Regional Sales Managers, Sales Managers & Sales Representatives) to develop and execute their own tactical plans.

Maintained role as Mentor to Key Account Managers Managed an extended sales cycle that involves various

participants and solution mixes in order to maintain a continuous pipeline of opportunities (ie Third Party Distributors and Hawkers)

Developed and executed a territory penetration strategy Effectively managed sales activity and travel in order to

generate revenue for the company and meet sales targets on a recurring basis

Conducted presentations, written proposals and contracts, and demonstrated effective and clear business communication

Maintained relevant, up-to-date data of prospects and customers within the company CRM

HORECA – Developed and Implemented a “POWER OF ONE” strategy whereby companies like SAB, Distell, KWV and RGBC were signed on by Retailers and Venue owners for prefferential vendor agreements

Areas Responsible for the entire Western Cape Area – 129 370 square kilometres.

Customer Portfolio I am responsible for below Customer Portfolio.

Grocery = Shoprite / Checkers, Pick n Pay, Woolworths, Ok, Boxer.

Branded Forecourts = Engen, Shell, Sasol, BP, Caltex (Fruit & Veg).

Independent Forecourts.9 | P a g e

Organised Wholesalers = Makro, Game, Jumbo and Picardy Rebel.

Independent Wholesalers = Giant, 1-Up, Cravenby, Polorama, HJM, Elite and Citrusdal.

Independent Distributors = NMaratos, Nameez (G&D), Suburban, Raimondi’s and Makwa Groothandelaar.

Organized Convenience = Spar, OK, 7/11, Checkin, Pick n Pay Family.

Independent Convinience (Spaza and house shops). Informal Trade = Hawkers and 3rd Party Distributors. HORECA = On and Off Consumption. Organised and Independent Tobacconists. Vending.

Responsibilities Reported to the Operations Director

Direct reportso Three Sales Managers

16 x Sales Representatives indirectlyo One Personal Assistanto One Sales Support Manager

Participate in the formulation of volume target on an on-going basis

Achieve regional volume, distribution and merchandising objectives and to keep the C & TM Operations informed of results and progress against objectives and KPI's

Understand the regional dynamics and identify opportunities and make recommendations to C & TM department in order to grow business and increase share of market

Responsible for territory planning and management, field force deployment decisions as well coaching, developing and leading personnel in the C & TM Field Operations department to deliver excellence in execution

Establish and build superior, mutually beneficial trade relationships within the region, which will result in achieving the highest level of execution excellence

Responsible for effective implementation of sales, distribution, through the line marketing strategies including merchandising, shelf planning, channel management and promotional programmes as defined by the Company

Monitor progress as well as the quality of materials used and recommends corrective action when necessary

Work in close collaboration with respective Managers in Portfolio, Brand and Trade Strategy and Development and Planning as well as Operations support to ensure alignment and integrated activities

Manage and maintain regional office to ensure all company policies and procedures are followed = branch and boot stock - compliancy of these polices are adhered to by the entire team.

Ensure optimal use and control of regional expenses. Ensure that all company assets are responsibly managed

Responsible for brands and channel prioritization, volume and investment objectives

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Responsible to lead regional key account commercial strategies when communicating with Buyers

Responsible for channel KPI’s and strategies investments Responsible to prioritize accounts, define objectives and

strategies Develop account plans and agree with account Responsible to interpret shopper behaviour research, e.g.

Nielsen and TNS, strategies that will impact on the purchase experience and environment

Optimise JTI volume and profit growth by defining optimum operating model mix

Assess Distributors performance against vs best practice Map where volume and profit are, and identifying gaps and

priorities Define Distributors selling roles, coverage options,

resource allocations, costs and operating model

Reason for leaving Due to the restrictive nature of the tobacco industry – New Legislation.

PERIOD OF UNEMPLOYMENT

Period of Unemployement – Personal Retail Boutique Business WESTERN CAPE-APRIL 2009 to January 2010

Customer Portfolio Achievements : Travel to Europe, China, India, Bangkok to buy last season clothes and sell them at a premium.

Reason for leaving The business became less viable due to some customers turning into bad debts.

PREVIOUS EMPLOYMENT

SIMBA-REGIONAL SALES MANAGER (NATIONAL FIELD SALES STRATEGY): WESTERN CAPE-DECEMBER 2006 - APRIL 2009

Achievements Achievements - DC / Branch Manager & Regional Sales Manager

Reduced of COGS (profit & loss) from 21% to 15%, leading to reduction of costs by R3.5 million through organic growth

Developed and maintained a sales pipeline that was consistently 30% of annual sales quota

Filed Force Optimization, this led to a 75% / 25% selling of products with higher profit (variable contribution) and increase in drop size

Successful implementation of a Route-to-Market Project in 2006, which led to a CAPEX of R5.25 million being awarded to Western Cape - the biggest in the history of Simba

Increased market share from 63.5% to 83% (AC Nielsen) through the introduction of category management

Trained Field Sales Force (Sales Managers & Sales Representatives) in advanced selling techniques to achieve growth of business, excellent service and efficient

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operations Worked in collaboration with National Account Managers

and Key Account Managers within the Client Portfolio (see below) to demonstrate cross-functional excellence

Channel Impulse & Grocery Channels

Category Portfolio Responsibility across all Simba’s brands – Lays, Simba, Doritos, Fritos, NikNaks and Cheetos.

Customer Portfolio Customer Portfolio that I was responsible for.

Clicks Discom Shoprite / Checkers Spar Pick n Pay Branded Forecourts = Engen, Shell, BP, Caltex, Sasol. Independent Wholesalers. Independent Convinience. Informal Trade – Hawkers.

Responsibilities Reported to the Field Sales Director

Direct reportso Five DC Managers (Parow Organised, Worcester,

Hermanus, George& Parow Independent)o Two Third Party Distributors (West Coast & East

Coast)o 182 Field Sales Personnel (indirectly)

Develop and lead National Field Sales Strategy. Drove productivity in the National GTM system through

Route Re-engineering, Route capacity Enhancement, Split Routes, Pre-sell Routes, etc

Responsible for five Distribution Centre’s and two BBBEE Partners, comprising of 490-000sq km

Managed a Total of 91 Route-to-Market Van Sales as separate Business Units

Execution of the Commercial Strategy

Nett Sales Target of R312mm, with a 64% / 36% split between Impulse Channel (ie Wholesale) and Grocery Channel (ie Pick n Pay) - AOP 2009

Annual volume growth target of 6 808 Tonnes Salty Snacks Sales & Distribution budget of R46.8mm or 15% Nett Sales -

AOP 2009

Topline growth - Net sales, Volume, Market share, Numeric, Weighted distribution, Profit and Sales operational expenditure

Sales KPI’s (Stales, Carton returns, Variable Contribution, Positive Calls per day, Store Door Value and Productivity initiatives)

Developed a bottom’s up financial model for all Distribution Centres

Operational Excellence including Management by data Deployed Field Sales Force supporting technologies Market intelligence and analysing competition activity

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Managed third party distribution, and merchandising systems to the Retail and Wholesale industry

Developed a Route-to-Market program based on geographical planning

Ensured that all Distribution Business Units achieved break-even in three months

Lead projects utilisations and optimising of Distribution networks

New Accounts Recruitment and customer retention Asset Management Contribution to pricing and TDI decisions Sales Administration Management to ensure compliance to

internal policies Rolled-out PepsiCo International Values Agenda Responsible for recruitment and retention of entire Field

Sales Force Coached and mentored Sales Force Diversity and inclusion, and created and cherished work

environment Social Responsibility and negotiations with Union Responsible for Audit programs of Distribution Centre’s to

comply with PepsiCo International Best Business Practices Project management, productivity initiatives and supply

chain management Strategic Management (Sales and Human Resources) Fleet costs and related expenses Developedbottom of the Pyramid Scheme (Emerging

Markets - Off Trade)

Reason for leaving Retrenched.

SIMBA-DC MANAGER: LARGE – APRIL 2006 - DECEMBER 2006

Customer Portfolio Customer Portfolio that I was responsible for. Customers’ you worked on –

o Independent Wholesalers.o All Branded Forecourts.o Independent Forecourts.o Organised convinience.

Responsibilities Reported to the Regional Sales Manager

Direct reportso Sales Managers (5 Managers)o Business Development Representatives (6)o 38 Sales Representatives.

Field force optimization Achieved profit target for the DC by running DC as a

business unit through the driving of sales whilst controlling costs

Identified business opportunities and implemented agreed plans to overcome shortfalls to ensure continuous business growth

Reviewed and presented volume, expenditure and profitability actual / forecast vs plan to Regional Sales Manager

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Developed and motivated the Sales Managers with the purpose of achieving sales through sound business values

Managed assets with the assistance from sales support staff

Ensured effective distribution of product to all outlets, to achieve customer satisfaction at all times

Achieved customer compliancy rate weekly as per company standard

Lead and directed team to achieve net objectives on a monthly basis

Instilled a performance management culture

SIMBA -DC MANAGER: SMALL - JUNE 2005 - APRIL 2006

Responsibilities Similar to duties as DC Manager: Large (see above)

SIMBA-FRONTLINE SALES LEADER (SALES MANAGER)-NOVEMBER 2004 - JUNE 2005

Customer Portfolio Customer Portfolio that I was responsible for in and around Johannesburg and the East Rand.

o Branded Forecourts.o Independent Wholesalers.

Responsibilities Reported to the DC Manager

Direct reportso Route Sales Representatives (11)o Sales Assistants (12)

Ensured effective distribution of products to all outlets, to achieve customer satisfaction at all times

Achieved customer compliancy rate weekly as per company standard

Lead and directed Team to achieve net objectives on a monthly basis

Instilled a performance management culture Co-ordinated Area Account Plans to ensure areas delivery

towards the Regional Plan in the organised trade

Liaised with Store Managers or Buyers to ensure a positive business relationship for furthering the Company’s marketing position

Coached, trained and developed Route Sales Representatives and Sales Assistants in accordance with Leadership on Route

SIMBA-SHIFT MANAGER (ADDITIONAL RESPONSIBILITY - SEE BELOW)-SEPTEMBER 2001 - NOVEMBER 2004

Additional Responsibility

Relief Production Manager & Relief Production Scheduler (September 2001 - November 2004)

Responsibilities Shift Manager

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Reported to the Production Manager

Direct reports - across SIX Production Lines (Simba, NikNaks, Lays, Doritos, Fritos and Cheetos.

o Nine Frontline Managerso 32 Technicianso 120 General Employees

Failure mode effect analysis (FMEA) and Design of Experiments (DOE).

Responsible for designing comparative metrics in conjunction with Sales, Logistics and Marketing, with emphasis on:

o Internal operational processeso External developments and trendso Competitive benchmarking

Set-up systems to measure all types of waste,

utilisation equipment efficiencies and operator equipment efficiency

Responsible for quality management, food safety, EHS and budget control

Production conformance and schedule adherence Responsible for sound industrial relations and strike

contingency plans Conducted interviews and assessments

Relief Production Manager

Reported to the Plant Manager

Direct reports o Three Shift Managers

Responsible for the Engineering Department Responsible for executing AOP (direct expenses and

MOH) Budget control Production conformance and schedule adherence Responsible for sound industrial relations and strike

contingency plans Conducted interviews and assessments

Relief Production Scheduler

Reported to the Plant Manager

Responsible for daily scheduling, supply chain management and strike contingency plan

Ensured production conformance Reported to Change Management Team

Management Negotiation Team Member with Union15 | P a g e

Reported to the CEO

Represented Company with CCMA Engaged Union on all Labour related matters as per

operational requirements Annual wage negotiation Strike contingency plan

AVERY DENNISON-TECHNICAL SALES MANAGER-MARCH 1996 - SEPTEMBER 2001

Achievements Designed, developed, justified and guided the installation of new Engineering Concepts, Equipment, Tooling, Processes and Systems through appropriate procedures to that optimum manufacturing cost could be achieved and maintained

Maintained an understanding of, while actively seeking to implement manufacturing strategies and tools such as Lean & Agile Manufacturing, ‘Kaizen, TQM, Poka-Yoke and Six Sigma

Implemented continuous flow and other Lean concepts as appropriate in targeted areas of the operation

Maintained role as Mentor to Production Manager Investigated and developed understanding of new

technologies and processes to be able to assess these from a broad perspective in terms of the impact of total business

Customer Portfolio Directly responsible for all Printers and Label Manufactures in South Africa, including Zimbabwe and Mauritius.

Responsibilities Reported to the General Manager& National Sales Manager

Direct reportso One Production Managero Two Sales Managers

Responsible for setting up of a Technical Department to liaise with Sales Department, Quality Department, Manufacturing and Maintenance

Conducted interviews and assessments Represented Company at the CCMA

Application Engineering involving three categorieso Product Performance and specifications,

including updating product catalogueso Application of products to specific industries and

processo Product troubleshooting at customer premises,

including re-engineering of product and penetration of new markets

Conducted product training and application seminars for Factory Personnel and Customers, both at the factory and in the field. The seminars to product applications, new products and manufacturing techniques

Negotiated trial campaigns with customers Networking with European Operations on product

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developments Attended Printing Trade Shows and Market Self Adhesive

Materials to increase Product Portfolio Implemented a Reliability Centred Maintenance Function by

teaching Factory Personnel to perform their own Maintenance Functions

Lead Manufacturing and Quality Functions on Product Development

Set-up an Export Function in conjunction with National Sales Manager. Ensured that orders received had the correct financial documentation and back-up so that payment was assured

Set-up local distribution function to optimise productivity

Reason for leaving To obtain experience in FMCG industry.

AVERY DENNISON -ASSISTANT PRODUCTION MANAGER - JUNE 1995 - MARCH 1996

Responsibilities Reported to the Operations Director

Responsible for the management of the entire Manufacturing Facility, Engineering & Distribution - 35 Staff Members

Implemented Six Sigma Quality Program - Cellular Manufacturing

Implemented the Just-In-Time Distribution mechanism in accordance with customer requirements

Plant Maintenance Scheduling according to Reliability Centred Maintenance program

Projects leadership and Process Optimising Networking with European Operations on Best Operating

Practises Liaised with Customers on quality issues, and setting up of

project teams to ensure a quest for zero defects Coached and trained all Personnel Responsible for Quality Management, sound Industrial

Relations, EHS and budget control Production Conformance and Schedule adherence

AVERY DENNISON -SHIFT MANAGER - APRIL 1994 - JUNE 1995

Responsibilities Reported to the Production Manager

Implemented a Total Quality Management System (TQM) in the South African Operation in line with Global Systems

Trained Factory Personnel in Total Quality Management to be able to perform their own Quality Checks

Implemented Safety Training Observation Program (STOP) in the Factory by ensuring Best Operating Practices were followed

FMEA and DOE Responsible for setting up of systems to measure all types

of waste, utilisation equipment efficiencies and operator 17 | P a g e

equipment efficiency Sound Industrial Relations

AVERY DENNISON -QUALITY CONTROLLER - MARCH 1993 - APRIL 1994

Responsibilities Reported to the Production Manager

Laboratory management Prepared Reagent Solutions Standardisations of Laboratory Equipment Quality Control of self-adhesive material

MINTEK -JANUARY 1990 - DECEMBER 1992

Position Techinician in Training.

SASOL -JANUARY 1988 - DECEMBER 1989

Position Technician in Training.

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