Johannesburg Metropolitan Area
Over the past 30+ years, I have worked in many different companies and industrial sectors and gained a lot of experience and passion for what I do. During this time, I have been responsible for analyzing businesses, implementing solutions and improvements, starting up new businesses, due diligences, compiling business proposals, board packs, CEO’s reports, board presentations and risk analysis. I have engaged with everyone from shop floor to executive board level. This entailed working with staff members in training them in every aspect from procedural compliance to financial interpretation and control. My passion and strength lies in cost and management accounting and procedural compliance. This entails analyzing a company’s costing methodologies, their planning and forecasting methods, profit planning, CVP analysis, ERP setup, financial analysis, budgetary control, management reporting and pulling all these areas together to create better visibility and transparency for management to ultimately enable the company to generate more profit. I have a passion for continual improvement, thus always driven to analyze and improve. From my CV, I am a qualified cost and management accountant with Cum Laude B.Com Hons. and M.Com degrees, which enables me to add value over and above financial reporting and control. It provides me with insight into the mechanics that drive the business. For almost all the previous companies, I have spearheaded the change and development of their ERP systems to enhance their product costing, stock management and management reporting in complex environments, giving them better insight into their businesses.
Thermowise is part of the Viessmann Group of companies. It specialises in design, supply and installation of energy efficient hot and cold-water solutions, as well as large scale wet service solutions. The scope as Chief Restructuring Officer (C.R.O.) included the following: Investigating & resolving the liquidity problems. Ensuring IFRS 15 compliance. Related system design & roll-out. Introducing new policies, procedures & workflows. Drawing up new forecasts & budgets. Formulate business & growth strategies. Profitability analysis & planning. Financial & project data analysis. Currently my role as Chief Financial Officer (C.F.O.) expands into the following: Executive directorship in 2 group companies. Compiling board reports. Optimisation & improvements plans. Gap analysis & resource planning. Departmental oversights: Finance & Administration, HR, Commercial, IT & shared services. Review of all financial & management reporting. External reporting to shareholders. Risk management. Liaison with banks, auditors, credit providers, insurers, suppliers, and other stakeholders Budgetary control measures. Balancing revenue and expenditure. Governance & compliance requirements. Building operational & administrative cooperation and teamwork. Member of tender bid committee. Departmental reporting analysis. Development of incentive schemes & performance management solutions.
My main areas of focus in the company are as follows: Financial management and controls Financial accounting Supplier management Procurement Stock control Creditors control Debtors control Cash flow management Banking related Compliance issues Security and control processes General Maintenance Building project management Staff management Formulation & implementation of works procedures Customer relations Customer orders and bookings
From Crabtree, I was moved to Powertech Industries Head Office, as a business analyst to assist companies within the group with business, systems and profitability analysis. During this time, Quadpro was acquired and needed to be assessed and set up from scratch. My main areas of focus in the company were as follows: All management accounts, presentation and reports Business analysis Complete setup & implementation of systems Implementation of all necessary operational requirements Staff recruitment and appointment Design & maintenance of effective control processes Staff management and development Formulation & implementation of new policies and procedures Financial planning & budgeting Improvement of all current business processes Ensure compliance with all regulatory, legal and group requirements Correct all new and outstanding internal & external audit findings Introduce new workflows and document flows Manage the migration between old and new ERP systems Increase profitability (product costing and margin analysis) Reduce overhead structures Asset management (Debtors, Inventory, fixed assets & cash) Management of the IT system environment of the company through technicians, service providers and the Powertech IT Forum Committee Project management & financial control Company strategic & operational direction
The scope of the project included: Redrafting & updating the process flows to encompass all processes Compiling floor plans for process flows Verifying assets and linking it to the audited fixed asset register Time studies on all operations Defining new cost centres and accounts Updating all changes in payroll and ERP systems Recreating all bills of material in terms of routings, run times and rates Calculating theoretical and practical capacities per machine / operation Updating all ERP information such as EBQ’s, capacities, machine numbers, etc. Drawing up complete forecasts & budgets Creating and calculating cost allocation tables for monthly costs Calculating standard rates Updating ERP system with new standard rates Developing a new local and export quoting system for the sales departments Align the quote system with the ERP system Product cost testing and verification
Redrafting & updating the process flows to encompass all processes Compiling floor plans for process flows Verifying assets and linking it to the audited fixed asset register Time studies on all operations Defining new cost centres and accounts Updating all changes in payroll and ERP systems Recreating all bills of material in terms of routings, run times and rates Calculating theoretical and practical capacities per machine / operation Updating all ERP information such as EBQ’s, capacities, machine numbers, etc. Drawing up complete forecasts & budgets Creating and calculating cost allocation tables for monthly costs Calculating standard rates Updating ERP system with new standard rates Developing a new local and export quoting system for the sales departments Align the quote system with the ERP system Product cost testing and verification
Redrafting & updating the process flows to encompass all processes Compiling floor plans for process flows Verifying assets and linking it to the audited fixed asset register Time studies on all operations Defining new cost centres and accounts Updating all changes in payroll and ERP systems Recreating all bills of material in terms of routings, run times and rates Calculating theoretical and practical capacities per machine / operation Updating all ERP information such as EBQ’s, capacities, machine numbers, etc. Drawing up complete forecasts & budgets Creating and calculating cost allocation tables for monthly costs Calculating standard rates Updating ERP system with new standard rates Developing a new local and export quoting system for the sales departments Align the quote system with the ERP system Product cost testing and verification