Managing Director
Intralot de Colombia
Total years of experience :25 years, 11 Months
Intralot De Colombia LLC, Bogota, Colombia - Working under government license, offering Sports Betting) and its subsidiary Gaming Solutions International (GSI) LLC offering VLTS.
MANAGING DIRECTOR 2008 - Current
Provided change management and turnaround expertise, strategic planning, forecasting, IT, investor relations, and administration to regain third party distribution channels of Sports Betting and developed alliances. Simultaneously restructured and reorganized operations to achieve competitive advantage through innovative and cost efficient negotiations plus secured the return of a $1.2M bank guarantee and expanded VLTs. By right sizing both companies, this allowed increased sales and reduced costs while improving third party and government relationships. Negotiated sale of assets, managed 560 employees, downsized to 83, until the company stopped physical operation, while waitin for new opportunities. Managed Direct Reports with full P&L. Transferred.
Recognized for increased sales from $3.2M to $4.8M (2009), 50%.
Formulated aggressive business plan cutting costs from $12M to $7.2M, 40%.
Managed 560 employees as well as the company suspension, due to loss of government ‘unrenewed’ license.
Intralot - Supreme Ventures Lotteries PLC, (T/O $300M) - Kingston, Jamaica - A publicly held technology company under government contract, offering Casino facilities, Sports Betting, and Lotto to the general public.
VICE PRESIDENT 2011 - 2014
Recruited by major shareholder (Intralot PLC) to execute an aggressive business strategy, turning around operations ultimately building out business to include: 19 new retail store locations for the Sports Betting Division, plus two new gaming/casino lounges, and two refurbished to serve the general public. The improved set up operations in Jamaica reduced fraud and boost sales by 169% during the first three years. Directed teams up to 100, with operating budgets from $8M to $12M. Managed Direct Reports with full P&L.
Sports Betting (SB) attained top- and bottom-line improvement 335% (2014), $5M first six-months (2014, Y4).
Resolved SB lack of sales, showing 100% (2011) growth, additional 100% (2012).
Altered organizational and brand focus, spinning off the completion of two gaming lounges, completely refurbishing additional two lounges - showing advanced revenue generation by 15% (2013, Y3).
Introducing new game set processes, mobile betting, and upgrading betting platforms plus adding new distribution channels, attracting unprecedented sales.
Triandafyllides LLC, Athens, Greece - Communications and IT outsourcer providing services for government contracts.
DIRECTOR - BUSINESS DEVELOPMENT 2006 - 2008
After a few months exploring broker relationships in Australia, responded to posted request. Charged to refocus business direction serving government contracts for the 25-year old company with an eye on expanding sales and profits. Oversaw operations for $3M division that outsourced IT staff services for government across multiple departments. Initiated and streamlined controls, plus systems to identify and source additional work. Designed and developed a costing strategy for contracts ensuring profit margin gains. Left.
In the face of limited government resources, successfully grew into new markets, realizing 33% additional sales from $3M to $4M of total revenues, through developing relationships, and better reporting processes.
Led staff expansion, recruiting additional staff, expanded staff capabilities, that led to new projects.
Altered business practices by converting old accounting processes to cost-efficient direct sales, deemphasizing price points and strategically focusing on new services and opportunities. Managed Direct Reports with full P&L.
Oriasys LLC, Johannesburg, South Africa - Start-up business, supplying stock and warrant pricing electronically to brokerages.
CHIEF OPERATING OFFICER 2002 - 2005
Led finance, administration, and marketing of this start-up company, growing revenues from initial investors’ $500K to over $750K, and annual profitability, representing EBITDA of over 25% of revenue. Range of information offered to stockholders was related to news on company prices, international company standings, exchange rates and other defining and marketing products suitable for the South Africa’s market. Developed infrastructure and business allocation strategies to support rapid market expansion, and prepared company for satellite high tech communications. Optimized operation by outsourcing accounting and other functions with staff of 12. Managed Direct Reports with full P&L. Licensed the product.
Actively partnered with stakeholders providing real time stock and warrant pricing, negotiating international and domestic contracts, creating a viable product.
Managed product customization processes, remotely ensuring that the IT developer provided scope and parameters of product. Bolstered sales, and expanded product portfolio.
Braai & BBQ International, Johannesburg, South Africa - Market reintroduction for business manufacturing charcoal products.
DIRECTOR - COMMERCIAL LINES 2001 - 2002
Recruited by founder and venture capitalists to guide the introduction, overcoming challenges incurred by bankruptcy and removal from supermarkets. Acted as an Interim for the period of employment. Actively led the successful product reengineering, packaging, and reestablishing the vendor relationships in order to get access to their Sales Channels. Negotiated the use on a royalty basis of the use of a well know brand name plus strived for Total Quality Excellence of company to achieve $12M annual growth. Left to start own company.
Improved EBITDA more than 100%, increased sales by 42%.
Achieved logistics reduction costs by 10%, annually.
Maximized shareholder values with reestablished ‘market’ value, transformed company, and 100% turnaround.
Cas Ice Cream, (owned by EVGA), South Africa - Foreign owned and operated ice cream business.
GENERAL MANAGER 1998 - 2001
Brought in by the foreign parent company to drive business turnaround for profitability and growth. Accountable for growing $36M P&L, 980 employee company, with oversight of sales, marketing, technology, financial control, business systems, operations and human resources. Managed Direct Reports with full P&L. Advanced.
Increased sales 17%, in part by expanding due to improved Cold Chain distribution, ensuring continuous product availability, improved product quality through standardizing recipes, as well as increasing sales through building relationships with the Supermarket Chains.
Restructured organization and financial activities by reallocating sales areas, marketing, and administrative resources to support growth leading and reduced costs by closure of two factories.
MBA
BSc Elec (Eng)