Organisational Transition, Communication & Training Specialist
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Mastering the movement of change is a lifelong journey. I have honed my 21 years of corporate change management, communication and training experience through delivering 17 large scale projects, across 6 industries (Petrochemical, Banking, Manufacturing, Retail, Mining, Utilities), covering 29 countries and impacting more than 180 000 stakeholders. My core delivery focus centres around cradle to grave change delivery.
Strategy development, stakeholder management, leadership coalitions, change impact analysis and adoption, form part of delivery contribution. Communication design and execution also form part of my skillset as well as all aspects of the training delivery lifecycle such as curriculum and content development/coordination, delivery and assessment. Experienced in identifying and applying fit for purpose change models and hybrid designs for project specific impacts as well as client cultural and business realities.
Key models utilised include Kotter, ADKAR, Bridges & Kübler-Ross. Deep experience in change management support for SAP ERP systems (FI/CO, MM, SD, PP, HCM) with key focus on organisational wide change management, change strategy planning, strategic communication planning and deliverables (including executive toolkits and targeted communication interventions), change risks assessments, stakeholder analysis and strategic alignment, training planning (including train the trainer) as well as adoption planning and support.
Community Project Lead - Informal
(2023-01 - 2025-12)
Principal Change Specialist, Cyber Security Digital Transformation - Sasol Information Management
(2020-01 - 2023-12)
Future proofing the company from more sophisticated cyber threats and mobilising more than 25 000 employees to align with this vision, was the main aim of this initiative. Key change effort focused on building a strong case for change that employees could support. The utilisation of departmental gamification also enabled significant adherence to key cyber security compliance and performance milestones.
Building a strong executive guiding coalition ensured that the culture change was embedded through visible "lead by example" leadership actions. Digital enablement, process review, optimisation and enhancing standard operating procedures ensured early achievement of adoption targets.
Principal Change Specialist, SAP S/4HANA Rollout - Sasol Corporate
(2018-01 - 2020-12)
The objective of this initiative was to implement an SAP S/4HANA platform impacting more than 10 000 stakeholders. As this was the first SAP S/4HANA implementation for this business, significant time had to be spent understanding the requirements and impacts on business processes and people, including job roles and reporting lines. Enhancing master data quality, naming convention standardisation as well as standardising data structures and definitions were required for new business units being integrated into this solution.
Stakeholder management through an active participation approach became central to the change strategy. A hybrid between Agile and Waterfall methodologies were followed. The planned go-live date coincided with the national Covid-19 lockdown period.
A rapid adjustment towards online channels for the go-live mobilisation strategy, training delivery and post go-live support activities had to be implemented to still enable a successful, below budget delivery of this initiative.
Senior Change Manager, Digital Transformation, Retail - Sasol Energy Retail
(2017-01 - 2018-12)
The objective of this initiative was to scope, create, implement and embed Sasol Energy's first external customer online ordering platform. The creation of an engagement strategy and plan involving internal and external stakeholders in the co-creative design approach of this solution, as well as the facilitation of these engagements, remained a key focus and deliverable for the change team. The training strategy, plan, material development and delivery were also part of the change scope as was the identification of process impacts, changes and updates.
The embedding strategy and plan focused on the identification and alignment of internal stakeholder's KPIs, adoption reporting, creation and implementation of a new incident management process and team. Peer benchmarking on 3-year adoption targets for similar initiatives were reached within 12 months of the go-live date.
Senior Change Manager, Global SAP HR Rollout - Standard Bank
(2012-01 - 2014-12)
The objective of this initiative was to implement a standardised SAP HR template across 29 countries, impacting 42 000 employees.
Key responsibilities consisted of stakeholder identification and communication, building strong leadership coalitions and effective change impact assessments. The project introduced centralised governance, standardised data processes, approval workflows and clear accountability structures for HR enterprise master data across various international locations. This required significant change effort to address stakeholder concerns around the associated impacts, specifically risk and compliance reporting. The change and communication strategy design, change agent mobilisation and technological enablement of the change network also formed part of the scope. Due to the scale of this initiative, a change and training team consisting of 35 individuals were required and managed as part of the change lead's responsibilities.
Senior Change Manager, SAP HR Alignment - Absa Bank
(2011-01 - 2012-12)
Alignment of processes, roles, master data elements and 3rd party systems were required with this corporate acquisition. Significant stakeholder concerns and resistance needed to be addressed through robust change management interventions and support, with active participation of impacted groups. As this was a people sensitive systems alignment, significant stakeholder involvement in testing, identification and utilisation of departmental champions as well as end-to-end and scenario based training were required to ensure a successful change intervention.
Senior Change Manager, Procurement Systems and Master Data Governance - Scaw Metals
(2010-01 - 2011-12)
The aim of this project was a complete overhaul of the company's procurement systems including implementation of a Master Data Governance model. Key issues of inconsistent material, vendor, customer and Bill of Materials data across plants and systems as well as poor data quality impacting production and reporting, were some of the key case for change motivators. This heavily unionised environment required extensive stakeholder involvement with executive sponsorship being critical to overcome implementation challenges.
Process optimisation, role mapping and training facilitated and enabled the adoption criteria of this project.
Senior Change Manager, Greenfields SAP R/3 Rollout - Botswana Power Corporation
(2009-01 - 2010-12)
A complete overall of this public company's Enterprise Resource Planning system needed significant change support. Geographical, literacy, relevance and infrastructure challenges required a creative change and training approach throughout the implementation. An extensive post go-live support and remedial training strategy were required to ensure true adoption and benefit realisation could be achieved.
Change Manager, 9x Other Projects - Eskom, Rio Tinto, Anglo Platinum, Sasol
(1998-01 - 2009-12)
A combination of system, process, organisational and people projects across multiple clients and industries comprising of cradle to grave change and training strategy and delivery components. More details on these projects can be provided on request.
Communication and Change Practitioner - Sasol Synfuels
(1994-01 - 1998-12)
Bachelor of Arts - Psychology - University of Pretoria (1996-12)
Diploma - Counselling - UNISA (1996-12)
