Johannesburg, Gauteng, South Africa
Founding company that emphasizes on customer service, value for money, and a solution mindset for the interior building industry. With little funds, the company achieved a strong brand name and high quality that today is considered 'best-in-class' The owner visited several suppliers abroad in search of solutions that current manufacturers did not want or could not reach. The finally selected plant is a modern factory 60km south of Beijing, which focuses on top quality steel profiles for the internal construction industry. Focus area mostly in the Eastern and Southern Cape. The lack of fixed investment in infrastructure not only hampers Badger but the entire construction industry today. Several large name construction companies are liquidated or placed under rescue. Badger operates with a small budget without much marketing with owners focusing on one-on-one relationship with top clients and believes that Badger's market share in a highly competitive market against national corporate institutions in the Eastern and Southern Cape is at least 50%. Incumbent's responsibility spans a wide spectrum of who must determine demand, need determination, international orders, logistics, distribution, price purification, negotiation with international suppliers on price, margin determination, and customer relationships. Establish a strong network of contacts on mainland China covering a wide variety of building products, from source to delivered in South Africa. Recently involved with importing highly specialized filters for the Aspen facility in Port Elizabeth. Since the severity of the Covid 19 having a massive impact on the economic landscape, the rise in commodity prices (more than 60%), and ocean-freight of 1000% Badger Interior Solutions will close its doors on 28 February 2022. The competitive advantage of price, quality, and service has been lost.
Responsible for the execution of the company's key strategic focus areas, namely sales, marketing, operations, and organizational development, while the incumbent reports to the regional management Director.
Take leadership in the company's key strategic focus areas of sales, marketing, and operating efficiency effectively, thereby contributing directly to a dramatic growth in residential and commercial projects and achieving a return on investment (ROI) of more than 15% and an ROS of 30%
To successfully transform six underperforming distribution centers into lucrative business units by consolidating outlets within the business and developing a clear corporate identity The development of these distribution centrums up to four times their original largesse which contributed to more than 40% of the combined turnover of the organization. Worldwide it is recognized as best practice study for wholesale distribution.
The business's key strategic focus in sales and marketing is successfully carried out, thereby developing it as a leader in the commercial sector for interior building finishes in South Africa, creating the 'Donn' brand as the preferred choice for installers. Success in this effort led to the appointment to the board of directors of the holding company. The first Afrikaans person to be appointed as a director dominated by British citizens on the Board of Directors.
A variety of positions were held over a period of 15 years in the same organization where the incumbent had to learn and perform over a multi-discipline environment.