Mike Theron

Dimension Data Application Services - SAP (Dataflo). This division focus exclusively on deployment and implementation of SAP - Modules (FI / CO / SD / MM / WM / PP / PM / QM / HR (Including ESS) / PY / BW&BI). Due to the nature and country specifics template implementation need to be agile as to ensure country specific legal and business requirements not jeopardised.
• SAP ERP (Full end to end) Deployments for the following Coca-Cola Companies internationally:
o East Africa Bottling Share Company - Ethiopia (Completed)
o AGL (Oman, Dubai, Bahrein, Qatar) - Coca-Cola bottlers Middle-East (Completed)
o Coca-Cola bottlers Myanmar (Completed)
o Delta Holdings (Bottlers and Breweries) - Zimbabwe (Phase I completed)
o Valpré Spring Water - South Africa (Completed)
• Program / Deployment, Integration Management responsibilities for above deployments, besides normal program management tasks, included the following as well: Summary of responsibilities incorporated:
o Country / company readiness assessments
o Overall management and control of program / project costing, budgeting, time, resource, project specific risks and issue
o Management of country and business project managers and deployment consultants and business teams
o Operational infrastructure and services - commonly based on hosting services environments although certain countries hosting own production environments
o Leading Operational and Strategic Steering Committees
o Leading Change Management with country Exco and management teams
o Quality control and management of methodology - although overall set based on ASAP all country specific localisations to be incorporated within quality and methodology framework.
o Responsible for all deployment and delivery aspects inclusive of handing over into production environments with extended support before handing over to shared services support environment
• Client management - leading business development team/s pertaining to new deployments and enhancements
• Overall future planning / program management (time, cost, budget, resource, quality and methodology changes/ enhancements for existing and new client base

Deloitte Consulting SA (Technology Services)
• Deloitte acquisition of Cyan ES specified continuation of support services to CIH group up till the end of June 2011. These included operational and strategic management of:
o All data centre operations;
o All contact centre operations;
o All process centre operations; and
o Internal systems management of CIH hosted, Cyan ES, and Deloitte GIS
o Operational handover to CIH group and Deloitte GIS end July 2011
o Programme management for CIH group IT/IS strategic projects.
• Secured management and support services contracts with Bank Gaborone (Botswana) and Cavmont Bank (Zambia).
• Account management for CIH group (Namibia) - provisioning of technical and development resources to Bank Windhoek together with Deloitte Consulting Technology Services team.
• Established application shared services support division to provide Bank Gaborone and Cavmont Bank with application, operational and configuration support of their core banking systems. (Core banking system “PHOENIX” including internet and mobile banking services)
• Continuation of Group CIO for Botswana and Zambia as part of Deloitte managed services agreement from December 2010 up to December 2012. This included full operational and strategic management of staff and services for both banks including participation on CIH group centralised professional services.
• Senior Program management for CIH group IT/IS strategic projects with the Deloitte Lead Client Services Partner (Program Director).
• Project director - Project for TOTAL Coal SA (mining industry) in conjunction with Deloitte BPS. Leading the complete process for the selection of an IT Services provider / vendor to which they outsourced all IT services. This included drafting of all RFI’s, RFP’s, vendor info sessions, vendor submissions and queries, vendor short listing and selection as well as presentation to the board of TOTAL Coal SA. Facilitated the initial agreements and draft SLA’s for the selected vendor.
• Project Director - Nestlife Assurance (Pty) Ltd. compiling IT strategy and roadmap to internally centralise and manage their IT environment. Assist with roadmap execution by providing Deloitte consulting resources and recruitment of client IT management staff.
• Senior Project Manager - Project for ETC (Electronic Toll Collection) Pty. Ltd pertaining to readiness assessment (including full risk assessment) of DR (Disaster recovery), infrastructure, contact centre, business continuity, electronic data and document workflow and operational and financial process readiness.

Subsidiary Company part of the CIH Group (Capricorn Investment Holdings - Namibia) who are the major shareholders of Bank Windhoek, Bank Gaborone and Cavmont Bank as well as various Investment, Asset Management and Insurance companies within Namibia, Botswana, Zambia and South Africa.
Both Botswana and Zambia were initial investment banks and acquisition terms mandated that both these had to be operational as full retail and investment banks within 3 months of operations. Given the extremely tight timing requirements for business start-up mixture of AGILE methodology followed however application systems rollout requirement was much more based on Waterfall however where possible critical components where fast-track.
• Group Banking CIO. Board and EXCO member for Namibia, Botswana and Zambia banking operations.
• Establishment (Complete rollout of application and infrastructure for both Bank Gaborone and Cavmont Bank), in local countries with extended contact centre, hosted management and processing data services in South Africa servicing Namibia, Botswana and Zambia operations inclusive of hosting managed service for electronic transaction switching (Postilion). Full ITIL compliance maintained as well as specific POPI adherence to country requirements.
• Customisation and rollout of full CRM, Workflow and document management services for Namibia and Botswana operations.
• Rollout of Internet and mobile banking services for Namibia and Botswana operations.
• Responsible for building, growing and managing the Hosting and Outsource business unit within the Group.
• The main areas of responsibility for this role include within the group:
o All data centre operations;
o All contact centre operations;
o All process centre operations; and
o Internal systems management of Cyan ES (Pty) Ltd
o Programme management for CIH group IT/IS strategic projects.
• This business is responsible for all the information technology-, process- and contact centre hosting and outsourced operations, including the implementation and management of the shared foundation components within the CIH Group.
• Program Management of key foundation projects for banking divisions within CIH Group. Purpose of this program was to replace and standardise existing Electronic Payment Processing applications and at the same time establish an Interoperability layer in-between existing core banking applications and technical environments.
• Cyan-ES was acquired by Deloitte Consulting during September 2010 to establish a professional technology service division to enhance and widen the existing Deloitte consulting and strategic services.

• Independent Insurance and Financial Broker specialising in Professional, Commercial and Personal short term insurance.
• Establishment of Project office to scope, plan, manage and execute strategic projects identified by business.
• Project management of the re-structuring and centralization of the IT division.
• Management and review of all existing SLA’s with 3rd party vendors pertaining to technical and application / development / resource services.
• Management of RFI and RFP process of technical and development service partners in order to decrease the existing (very large group) of existing service suppliers. Objective to outsource management model
• Programme management of total business, infrastructure and network upgrade to accommodate VOIP (Voice over IP) telephony infrastructure with rollout of AVAYA telephony solution including deployment of call centre.
o Overall requirements, planning, costing and design
o RFI and RFP process with vendors
o Strategic / Technical alignment with AVAYA South Africa
o Programme management of technical infrastructure acquisition, build and implementation
o Vendor SLA’s, governance and maintenance agreements
• Development of strategic 5-year plan with regards to replacement and enhancement of core application systems including policy and claims management, finance, HR as well as on-line quoting and client information system.
• Manage all architectural solution designs and planning - Business requirements into current and newly planned technology platforms
• Implementation of new governance structures and PMLC / SDLC methodologies (Customisation of PMBOK / AGILE approach) for Infrastructure, Development and project Management. (ITIL conformance and standards)
• Strategic planning of various technical projects pertaining to infrastructure consolidation, document management and collaboration infrastructure requirements, online portal client management as well as mobile communication strategy requirements.
• Chairing various executive Steering Committee’s responsible for strategic business development, planning and execution.
• Program management interface via management of existing project managers deployed within the business.
• Planning, costing and management for current and future resource requirements for all levels of project phases.
• Executive Financial Control - Project Budgets and strategy re spending, distribution and control.
• General scope and future related strategic planning including on-going risk assessment.
• Interaction with all levels of business and business units including International Resource and Business Base
• Training of internal resources on standard practise project methodologies and SDLC lifecycle implementation.

Specialist mining services company with 3 main divisions namely:
• Tailings - Construction, support, maintenance and service of Tailings / Waste Dams for various South African Mining Groups
• Bulkmech - Contractual supply and operation of bulk equipment for processing within open-cast mines (Both coal as well as precious metals)
• Construction - Contractual construction projects, management and operational construction processes
• Main focus Areas: (Enterprise Architecture / Infrastructure Planning & Management)
• Replace total core IT Infrastructure to latest technology (Very old IBM server environment)
• Outsourcing of communications to external service provider including essential “mission critical” systems off-site hosting.
• Strategic decentralization of equipment and services to 4 major divisional branches based on strategic mining sites of existing clients.
• Create mobile communications network using Microsoft Exchange 2007, Windows Mobile 6 as well as various telecoms software and hardware technology. This also included VoIP within HQ providing vital communications to strategic / remote production sites.
• All other related Microsoft Environments i.e. Microsoft Server, Exchange, Vista, SQL etc.
• Setup of SAN Server interfacing into IBM Blade Technology at three independent sites for purpose of “on-line at all times”
• Replace IBM AS400 infrastructure with IBM i-Series to accommodate latest version of JAVA Based ERP software in use.
• Management of the ERP development team in creating manageable and measurable project and process controls in revamping all existing business processes including usage of “best practice” models instead of unmanageable program customization.
• Management recreating portal for Management Information system (MIS), Integration of new HR System into existing Payroll system as well as total re-design and implementation of company intranet services.
• All of above was designed for mobile connectivity with strategy of “access from any ware at any time” by creation of a private company APN in conjunction with mobile telecoms communications service provider.
• Creating full Disaster Recovery services, protocols and process / procedures
• Comprehensive testing on Windows Vista and rollout on all portable equipment (Notebooks / Laptops etc.)
• For all of above responsible for each and every proof of concept, contract and service negotiations as well as SLA’s for new and existing service suppliers. This included telecoms, hardware suppliers, business consultants, network analysts and engineering, (MTN Network Services, MTN mobile services, IBM South Africa, Microsoft South Africa, and various others were directly involved within these projects - In total 18 Service providers)
• Management of normal day to day operations on existing infrastructure.
• Chaired IT Steering Committee, member of Financial Exco, Group Services board member as well as HR Forum member.
• Planning, costing and management for current and future resource requirements for all levels of project phases.
• Executive Financial Control - Project Budgets and strategy re spending, distribution and control.
• Drafting of strategic 3-year plan for various strategic pilot functional business and technical projects requiring proof of concept (POC) in order to prevent recurring situation of business systems and equipment ageing and not utilizing proven technology applicable. (Systems architecture, new apps requirements / enhancements as well as potential technical impact - Business specific in co-operation with existing and potential international expansion)
• General scope and future related strategic planning including ongoing risk assessment.
• Interaction with all levels of business and business units including International Resource and Business Base.

• ERP Vendor (Australian Based - Ellipse) specific to Asset, Materials, Maintenance and Project intense customer base within Africa region (Mostly large mining and defence force industries).
• Presence in African countries - (South Africa, Swaziland, Botswana, Namibia, Zimbabwe, Zambia, Angola, Tanzania, Ghana and DRC)
• Establishment of executive Project Management Office for Africa Region.
• Program Management of 16 concurrent projects within Africa managing team of 6 Project Managers and 52 Functional and Technical consultants
• Focus within this role is to ensure that current and proposed functional implementations are strategically aligned with roadmap following approved Project Implementation methodologies and processes. Extensive focus on all components of CRM as well as Change Management due to a very difficult / different customer base.
• Planning, costing and management for current and future resource requirements for all levels of project phases.
• Executive Financial Control - Project Budgets and strategy re spending, distribution and control.
• Programme management (High level) of various strategic pilot and functional business projects requiring proof of concept (POC) (Systems architecture, new apps requirements / enhancements as well as potential technical impact.)
• Large Business Development Management component - Full account management for Anglo American Africa based operations
• Development of “go to market” strategy re introduction of “packaged” managed services offering to remote customer base.
• General scope and future related strategic planning including on-going risk assessment.
• Interaction with all levels of business and business units including International Resource and Business Base

• Managing project / programme and CRM delivery strategy of various specialized SAP Functional Solutions within a large contingent of existing and potential SAP clients within the banking, financial, industrial and government environments.
• Project Management lead re strategic planning with SAP industry solution consultants re functional project delivery and CRM approach for existing and future client base
• Focus within this role is to ensure that current and proposed functional implementations are strategically aligned with roadmap following approved SAP Project Implementation methodologies and processes. Extensive focus on all components of CRM
• Planning, costing and management for current and future resource requirements for all levels of project phases.
• Financial planning assistance - Project Budgets and strategy re spending, distribution and control.
• Programme management (High level) of various strategic pilot and functional business projects requiring proof of concept (POC) (Systems architecture, new apps requirements / enhancements as well as potential technical impact.)
• Contract / consulting management / SLA Management and review of delivery responsibilities re the various third party service suppliers and/or business partners - Key focus CRM management.
• General scope and future related strategic planning including on-going risk assessment.
• Interaction with all levels of business and business units including SAP International Resource and Business Base.

Senior Strategic Consulting
• Manage Initialization re base foundation of international Identity Management system development that will provide secure link / communications via leading edge technology into all internal and external base systems
• Manage co-ordination of all internal and external resources (Group IT, IS/IM, Hardware & Software vendors as well as all functional business owners)
• Focus within this role was to ensure that foundation layer for this project is technically sound as it will form the foundation for significant highly sophisticated pilot projects of diverse nature over the next 2 years.
• CRM management / implementation of internal business management, several 3rd parties outsource service providers as well as intense business liaison within all senior and operational levels of business.
• Financial planning assistance - Project Budgets and strategy re spending, distribution and control. (For current period as well as next financial year)
• Senior Programme management (High level) of various strategic pilot and functional business projects planned (Systems architecture, new apps requirements / enhancements as well as potential technical impact.)
• Contract / consulting management / SLA Management and review of delivery responsibilities re the various third party service suppliers.
• General scope and future related strategic planning including ongoing risk assessment.
• Intense Interaction with all senior levels of business and IT due to the risk and confidential nature of the position.

• Consultation / Contractual (“rescue operation”) position for Nissan (SA) Pty Ltd
• Initialization of “recovery control project / program office” task team to facilitate ERP stabilization. Go live of ERP was initiated in the beginning of July 2005 by Nissan (SA) and their existing software service provider. (Outsourced)
• Above process was not successful hence serious overall manufacturing and system failure issues occurred.
• Focus within this role was to ensure that business, IS outsourcing partner (EDS), internal GIS (Nissan SA) support as well as third party (SAP AG) players are aligned in order to execute normalization of total manufacturing within extremely short timeframe
• Ensure that redefinition of KPI’s (short and long term) are realistic and in line with business expectations locally as well as with Nissan HQ (Japan).
• CRM management of the current 3rd party outsourced service providers as well as intense business liaison.
• Financial planning - Project Budgets and recovery strategy re spending, distribution and control. (For current period as well as next financial year)
• Senior Programme management (High level) of various strategic functional business projects planned (Systems architecture, new apps requirements / enhancements as well as potential technical impact.) This included re-definition of overall business roles and responsibilities which should have been done at initial project initialization (± 2 years ago)
• Contract / consulting management / SLA Management and review of delivery responsibilities re the various third party service suppliers.
• General scope and future related strategic planning. (Including Business Growth & Development strategy with regards to local dealers as well as critical export contracts)
• Facilitation re Implementation of proper change management and best practice governance processes and methodologies. (Inclusive of training requirements)
• This position obviously entails extreme combined project orientated interaction with the various business division/s (Production, Finance and Marketing) as well as with GIS (Technical, IT Infrastructure as well as Applications and Business Systems)
• Interaction with all senior levels of business and IT

• Energy - National Electricity Services Provider
• Contractual position for ESKOM Distribution with emphasis on Senior Programme Manager for national ESKOM REDS project
• Facilitation of Contract Negotiations i.t.o contract and SLA renewal between ESKOM Corporate Enterprise and the existing IS / IM Outsource Service Provider
• Strategic planning and scoping of restructuring various regions as per ESKOM mandate
• Workshops / Training / JAD Sessions re conduct of contract and SLA management with IM Managers of the various regions in preparation for every region to manage and control their own outsourced services
• Drafting / guidance of internal contracts and SLA’s between various ESKOM divisions, External Service suppliers, Licensing agreements (applications as well as desktop / WAN / LAN and other outsourced services)
• CRM management of the current Outsource service providers
• Financial planning - Budgets and strategy re spending, distribution and control. (For next financial year as well as long term strategic)
• Senior Programme management (High level) of various strategic pilot and functional projects (Systems architecture, new apps requirements / enhancements and extensive business restructuring)
• Contract management / SLA Management and review of various third party service suppliers.
• General scope and strategic planning (ESKOM Corp) IM / IS Enterprise. (Including Business Growth & Development)
• Facilitation re Implementation of proper change management and best practice governance processes and methodologies.
• This position obviously entails extreme combined project orientated interaction with the various business divisions as well as with all IT divisions (Technical, IT Infrastructure as well as Applications and Business Systems) Reporting to CIO and Senior Group Management
• Interaction with all senior levels of business and IT
• Interaction with independent sources i.e. Gartner / Meta etc.
• Full Budget, Finance, Resource and Strategic control and Planning

• Senior Program management managing 11 concurrent projects for various specialized global corporate divisions program/projects within Anglo American Corporate:

Global Procurement
• Business and Process Analysis, Scope, design and preparation of business case with regards to establish a total Data Warehouse / Business Intelligence / CRM management using best practice and functional reference standards within existing industries using data warehouse technology with specific reference to global procurement industry.
• Manage Phased Procurement Project re Analysis, Design and Implementation of Global Procurement Internet Site with incorporation of Strategic Business Intelligence Model and business warehouse together with specific collaboration and knowledge management “tools” providing strategic management and executive information to the business. This will also be incorporated within Anglo Corporate portal set for release end of 2004
• Complex environment dealing globally with interfacing into about 500 internal divisional ERP systems worldwide within the group.
• Programme management re upgrade of existing Procurement ERP System (SAP) to SAP4.7 Enterprise (SAP being 60% predominantly used within the global group)

Anglo Technical Division (ATD)
• This is an extremely difficult environment as high tech state of the art CAD and other technical applications are used but a serious technology lack of integration into business systems, reporting and data sharing exists.
• The predominant scope is to design and implement a technical framework for proper Business Practise Management specifically for 2 global sub-divisions within the overall division to ensure effective technology systems and applications to run their business, as well as providing technical support for the business needs, creating a Practise Management environment for the areas. Backbone of business systems are upgrading and implementation of SAP 4.7(Enterprise) covering FI, HR, MM, B/W, CRM, PM, PS, DMS, CATS and SAP XRPM.
• Focus also on Collaboration
• Knowledge Management and Library management application - some existing to interface into SAP
• Both of the above will eventually be incorporated into a global portal solution using J2EE or .Net technology depending on a total B/W strategy that is currently under investigation in conjunction with the programme managers of the other three business divisions as well as the IM Council. Scope of Portal Framework with specific focus to Knowledge Management and Business Intelligence.
• (Management of 4 contracted Program / Project Managers covering all of the identified business divisions)
• This position obviously entails extreme combined project orientated interaction with the various business division/s as well as with all IT divisions (Technical, IT Infrastructure as well as Applications and Business Systems) Reporting to Anglo Corporate CIO and Senior Board Management
• These operations covered all AAC business units within Africa as well as new acquisition in Brazil)
• Interaction with all senior levels of business and IT up to EXCO Level
• Full Budget, Resource and Strategic control and Planning
• Custodian of the business process (vertical and technological)

• Client - Sasol Polymers (Sasol Chemical Industries) a division of Sasol Limited.
• Base platform 2400 users
• Transformation and Business Restructuring to establish Sasol Chemical Industries (SCI) according to Sasol Blueprint. This included strategic growth program for various African countries and other off-shore operations in planning and operational stage
• Programme Management - Facilitated and managed final transitioning from previous ISP. This included all aspects of outsourcing contract inclusive of infrastructure; on-site help desk and all application systems.
• Negotiated interim SLA, contract and pricing with client as none existed. This was necessary, as the only contract in place was an overall master agreement between Sasol Limited and Comparex Africa.
• Negotiated agreements / contracts with third party hardware support vendors to provide technical services nationally.
• Appointed a full account management team responsible for the delivery of the various services. (Comparex Africa currently works within a very complex matrix management structure)
• The main application systems are SAP (7 SAP Modules including HR) running in a cluster environment with Oracle database.
• Establishment of SAP Project Office consisting of a full BA (Business Analyst) SAP supports team as well as SAP basis team including ABAP resources. This was done in co-operation with the SAP division of Comparex Africa (CDE)
• Programme / Project Managed a large SAP integration (± 4500 users & related infrastructure) project where 2 other Sasol divisions (Infrachem and Ammonia) were integrated as a single client on the Sasol Polymers SAP Platform. This was completed by the end of September 2002. The long-term plan for this exercise is to ensure that the various related divisions of Sasol Limited are grouped in order to ensure optimal use of equipment/resources.
• Existing business processes were defined and consolidated into best practice according to Sasol overall governance models. (Business and IS process analysis) These processes were rapidly, within a period of 2 months, implemented and deployed with training throughout the 3 units hence resulting in a reduction of total cost to company without compromising service levels or productivity.
• The total applications user community after this project was in the order of 2400 active users including the international divisions.
• Established a first line technical support team resident on-site in order to conform to interim SLA agreement.
• This team was also responsible for the rollout of a national standardization project (See details below).
• Managed this process as overall senior project manager with an equivalent project manager from Sasol Limited.
• The Kabili project was a Sasol Group national initiative to ensure all equipment are standardized on Compaq (including servers) and Cisco Networking equipment with the medium term aim of centralizing support from a single help desk environment that will include call logging and tracking, user first line support as well as remote support in order to enforce Sasol governance procedures effectively obviously also with the aim of reducing total cost to company. (This service to be provided by Comparex Africa). The process was completed for Sasol Polymers by the end of August 2002 and they were the first large Sasol Division to complete the full rollout. This process then also included the transitioning of the local on-site helpdesk to a central helpdesk at the main offices of Comparex Africa in Midrand. (SMC).
• Key roll with the initial planning and start-up of the internal Sasol SAP knowledge and management Training Centre
• An executive member of the Sasol General Management IT Steering committee, the Business Intelligence Committee dealing directly with Sasol senior management as well as part of the overall Sasol IM Control, Steering and Governance forums.
• Full Account Budget, Financial, Resource and Strategic control and planning

• Level- Senior Leadership Executive Management
• Joined GEPF (Government Employee Pension Fund) Account in February 1999 as Senior Account Ops. Project Manager in order to deliver two big projects that were under severe pressure. (Data Cleansing was behind with four months and the Year2000 project was 6 months behind). Both were large billable projects not covered by the original contract.
• Promoted to Executive Account Manager (Client Delivery Executive Director) for EDS Hosting and Outsource Data Centre from April 1999 reporting to Senior Vice President I-Solutions EMEA based in UK.
• Acted as executive CIO for GEPF as well as member of Department of Finance IT and Strategic MANCO / Steering Committee chaired by the Minister of Finance (Government Employees Pension Fund and PIC - Public Investment Commission - Largest Investment Portfolio in Africa)
• Account Revenue Budget in excess of R50 Milo per year.
• Reporting staff 75 - Large contracting staff compliment.
• Account Revenue growth exceeded the original budget with 40%.
• Contract terminated in March 2001 - handover with full contract exit management task
• Appointed as Senior Client Account Business Development Executive as well as Client Business Manager for Sage Life, CPC (Card Processing Centre and Client Contact Centre Standard Bank SA), Amplats, Nissan South Africa, Nedbank Call Centre, Sasol Polymers as well as Client Relationship Manager for various Government Departments. These were very much senior executive clients facing positions. (CRM, Strategic Business Process Analysis as well as overall business and delivery Project Management functionality)
• Two new successful global business deals - acted as Senior Bid Manager for South Africa. (BOC/Afrox, Gensec and Atraxis)
• Other duties included various Business and Strategic Planning (Large Business Intelligence models) as well as complex restructuring models and projects for internal EDS client base i.e. Amplats, Implats, Gensec, BOC, CPC, as well as Sage Life. Engagement on Senior Client Relationship level thus enabling the senior leadership to focus on strategic issues and business risks. Strong emphasis on project definition and management ensuring delivery on time and on budget.
• Custodian of EDS Graduate Training Program
• Part of the Senior Management Delivery team for South Africa

• Total Staff Compliment Managed:
• 5 Client Delivery Managers with a staff compliment of +- 30 to 40 each.
• 4 Business Development (Sales & Marketing) Consultants
• 6 Sales and Marketing Admin Staff
• 14 Business Analysts (Junior and Senior) with skills ranging from business / IS process analysis to high level of Business Intelligence / Analysis expertise.

• Reporting to Regional MD as well as to CEO EMEA (Europe, Middle-East and Africa)
• Deployment of pilot project South African IS Department in accordance with existing EMEA centres in UK and Germany representing South Africa on the EMEA Board of Directors. This project was started from scratch as no infrastructure / staff or processes existed)
• Strategic business analysis and planning with EMEA leadership team on future growth of various generic products that could be deployed throughout the region as a standard ensuring rapid controlled growth in a very competitive market. This also included highly confidential process and business planning and analysis of Globally Focused Business Intelligence processes (Business and IS Related)
• Project Management, development and support for implementation and operation of international core systems working closely with business to ensure that business processes are specified correctly resulting in stable implementation that can be supported locally.
• Senior Programme and Project Management, research, specification, design, development and implementation of software ERP (SAP3.1 Global rollout), infrastructure refresh as well as technical operation requirements for various countries in the region (Spain, UK, France, Italy, Belgium, Holland and SA).
• Project / Program Management and co-ordination of all outsourced projects and activities of contract staff (Debis) and other software suppliers. (SAP AG)
• Managing of technical support division.
• Active management participation in International User Groups.
• Management of IS Budget. (£ 65 Milo per annum)
• Main Application (ERP) SAP3.1 - Global Implementation
• Main Operating System. - NT Client / Server
• Other Operating Systems - UNIX, Windows NT, Windows 95 / 98
• Database and Development - Oracle, SQL, ABAP, Progress, Lotus notes
• Additional Development - MS Office, Visual Basic, HTML, Java

Total Staff Compliment Managed:
• Managed a team of 50 local (South African) staff as well as an additional 20 international teams consisting of 260 staff members throughout the EMEA Region (Systems and Technical).

• Level - Senior Management (Telecoms)
• Reporting to Telkom Management Executive for IT Services.
• This project was 24 months behind scheduled delivery and already R100 million over budget when commenced with the above position.
• Schedule Batch Windows (SBW) CBS Project for Telkom
• Customizing, automation and interfacing of a system supplied by French Company (Sofrecom) for end user application in Telkom. The automation and implementation of the above software is controlled by the above project for rollout on a countrywide basis.
• A national Sequent Centralized Infrastructure controlled 24 LAU’s countrywide collecting data for centralized processing.
• Development of a Vault Listing Utility for HP Omni Back II controlling movement of backup media.
• Main Operating System - UNIX
• Other Operating Systems - Windows for workgroups, Windows 95, NT, and Linux
• Database and Development - Oracle, SQL, Forms 3, Oracle Developer 2000 and Personal Oracle 7 for Windows 95
• Additional Development - Cornshell, Perl 5 and PerlTK (GUI)

Total Staff Compliment Managed:
• Managing a team of 82 consultants as well as 20 TELKOM employees. (Technical support, Software development, Business Analysts and Admin)

• Level - Senior Local Government as well as Government Ministerial Level as well as corporate Executive and Operational Levels
• Drafting of “White Paper” analysis and scope requirements for Department of Justice with focus to streamline documentation, workflow and communication within the department, civil and criminal courts as well as in Supreme Court.
• Systems analysis, design and development for various users
• 4 Patented software applications were developed for the following:
• Sheriff’s for the Supreme and Magistrates Court
• Industrial Council for Industry Trade
• Advocates Admin. And Financial System
• Appraiser, Taxation and Auction Package
• The above software packages were designed, developed, implemented and maintained countrywide with a base installation of 50 sites consisting of more than 800 users.
• Operating Systems Used: UNIX, SCO-UNIX, AP-PRO (Native), NT, Novel, Windows 3.1 and Windows’95.
• Database and development: C, D³, System Builder, PowerBuilder, Pick R83, Oracle Developer 2000 and Personal Oracle 7 for Windows 95, Microsoft Office
• 4GL’s Used: System Builder, PowerBuilder

• Level - Senior (Board Level) Management Executive
• Above company is a subsidiary of ICL (South Africa)
• Reporting to MD of the company - Executive Board Member
• Second line software and technical support coordinating national installation, activities and support on IBC machines as far as Botswana. These sites were mostly UNIX and PICK based with various financial software modules.
• Specification, development and implementation of specialized software for various large organizations - i.e. Botswana Builders Merchants (A subsidiary of the Barlow’s Group), Botswana Building Society, Ciskei Post and Telecommunications, Ciskei Receiver of Revenue, 5 Major Fresh Produce Markets, Pretoria City Council, LTK Transport, Cullinan Diamond Mines (De Beers Limited) and others.
• Was send by ICL (South Africa) to the USA for six weeks on a research project before the launch of the IBC equipment range machines (Later better known as the ICL 4000 to ICL 9000 range of machines that replaced the DRS range).
• Operating Systems Used: VME, SCO, UNIX, PICK R83, MS-DOS
• Database and Development: C, C++, System Builder (4 GL), ORACLE, SQL

Total Staff Compliment Managed:
• Manage teams consisting of 180 people (Sales and Marketing, Technical Support and Software Support)

• Level - Senior (Board Level) Management Executive
• Independent Company bought out by ICL (South Africa) and became IBC Computer Technology in 1988 (See above).
• Specialized in the development of commercial customized software for a large range of medium sized to large corporations using a variety of development tools and software available at the time.

• Level - Senior (Board Level) Management Executive
• Insurance and banking Division (Short and Long-term as well as credit & ATM cards) of the former Trust Bank Group (BANKKORP) now ABSA.
• Reporting to the CIO
• Managing, development, implementation and maintenance of various insurance and banking software customized for usage nationally.
• The above systems integrated with the banking system of Trust Bank/Santam Bank at the time on various platforms supplied by IBM, Data General and Mentor.
• Close liaisons with various insurance companies (i.e. SANTAM, SANLAM, OLD MUTUAL and Liberty Life) regarding exchange and linkage of data internally as well as remotely on a countrywide basis.
• Large database management and I.T liaison with group-based clients included SADF, SAP, SADF, NIS, INFOPLAN, SAP and SAPS.

Total Staff Compliment Managed:
• Manage a staff compliment of 140 people (Programmers, Software Support/ Maintenance as well as Technical Support)

• Level - Operational Management
• Seconded by SADF to be trained by INFOPLAN as part of his military service to be part of a team that was to develop and implement a financial control system as well as a payroll system for SADF Chief Paymaster’s and Financial Services. This included all defence force divisions as well as the National Intelligence Services.
• Training (mostly COBOL) on systems design and development was provided over a period of six months before the actual project started.
• The above systems were completed by February 1984 and implementation and training started on a national basis.
• Red security clearance (Level 1) obtained as all divisions of SADF as a top-secret project used implementation of above.
• Preparation of all systems and training documentation
• Operating systems and Development: COBOL

• Level - Junior Clerk to Senior Team Leader
• Article Clerk - Completed Articles
• Part of a team that started the computerized business division (a first for the company).
• Development and implementation of business and audit rules for computerized systems to be used as a standard by all staff at the company.