General Manager
City of Johannesburg
Total years of experience :18 years, 2 Months
Internally promoted and primarily responsible for managing the day to day operations of a regional waste service.
•Ensuring a fleet of 500 vehicles are maintained and in-line with regulations.
•Instrumental in the key operational and strategic planning initiatives and ensuring communication of change across multi-disciplined teams.
•Providing an effective and efficient service delivery of waste removal within the City of Johannesburg.
•Leading projects and actively reviewing / analysing contractor performance and supplier service delivery.
•Managing a budget of R500m and ensuring robust controls are implemented to control cost and resources.
•Liaising with key external stakeholders (City Councillors and EISD).
•Participating as a Member of the City’s Infrastructure and Service Delivery Operational Committee.
•Controlling internal administrative tasks and managing 25 direct reports.
•Key member of the Executive Team and Disposal / Tender Committees.
•Process Engineering and reconstruction of Operational processes.
Contract role delivering 2 projects)
•Successfully project managed the conversion process of Taxi Permits within the Taxi Recap Programme for NW Department of Transport.
•Total responsibility for the implementation of process from start to finish.
•Stakeholder engagement (Taxi Assoc, Local and Provincial Govt structures
Took ownership of both contract and non-contract operations, strategically developed the business and successfully achieved a 40% growth within year 1.
•Managed 150 drivers, developed processes to ensure strong controls on driver selection, training, fuel management, disciplinary and performance.
•Managed risk (fuel fraud, accident rates & stock thefts), non-contract drivers (200) and successfully increased customer base by ensuring consistent high levels of service.
•Developed budgets, controlled costs and significantly increased staff retention and engagement.
Implemented a new Fleet Management Leasing system resulting in a reduction on quote turnaround time.
•Delivered an increase in revenue of 84% from 2002 to 2003 and cost of income ratio of 45%.
•Managed administrative processes, implemented a tender quoting system.
•Selected to attend Executive Development Programme in the 1st year at the bank.
•Took ownership of all Fleet Tender Quotations and provided expert technical and sales support to other teams.
•Delivered training and presentations and elected to lead the Free State Tender Technical Team.
GIBS Business School – PMD, 2013 GIBS Business School – Challenge Managerial Programme, 2004 Damelin – Business Management (HR | Finance and Accounting | Strategic Management | Commercial Law)