Peter Vergeer

Results-oriented digital transformation and business automation leader, and Agile Project Manager, with 20+ years of real-world experience delivering ERP/CRM system implementations and multi-million Rand projects in South Africa and Botswana. Effective coach and trainer, leading, managing and mentoring diverse teams comprised of different generations, nationalities and levels of seniority, ranging from 3rd-parties & individual contributors to executive management. Strong servant leader, promoting healthy working relationships, nurturing open dialogue and accountability in team environments across different organizational structures.

Creative and innovative problem-solving skills coupled with outstanding interpersonal skills that facilitate and deliver tangible digital transformation results. Maintaining continuous alignment of ERP/CRM programme scope with strategic business objectives, making recommendations to modify and improve systems and processes where and when necessary.

Dual Citizenship: South Africa and The Netherlands. Open to Digital Transformation, ERP and CRM leadership opportunities within leading organisations in South Africa.

HEAD OF CRM & BUSINESS AUTOMATION at RSAWEB PTY (LTD), SA (Present)

Member of the 3 person team that led the digital transformation of RSAWEB's core business systems — designing, setting up and implementing a new CRM. Administered and scaled Zoho One — the organisation's ERP-equivalent business operating system spanning CRM, HR, finance, and operations — deploying and integrating 20+ applications across the business using native and third-party middleware. Established and modelled servant leadership principles in the team on joining RSAWEB, fostering a safe environment where team members flourished by being allowed to fail and learn.

• Replaced multiple legacy applications across the business that were not integrated, which historically led to inaccurate data being manually passed through the business
• Achieved deployment with minimal disruption to daily operations, a massive undertaking as all applications and processes requiring replication, updating and migrating originated from across the business, comprised of 6 departments collectively onboarding +-1000 new consumer, enterprise and consumer customers per month
• Created a scalable end-to-end customer journey and operational processes between the website and the finance department
• The CRM has facilitated the growth of the consumer customer base to > 50,000 clients over a 7-year period in the fast-growing FTTH market
• Deployed and integrated 20+ applications across the business using native and third-party middleware, automating processes ranging from staff claims and surveys to forms, purchase orders and remote support
• Identified, customized and implemented the Zoho Recruit application (part of the wider ERP suite) for the HR Dept., improving workflows, enabling swift decision-making, reducing time spent on data capture and increasing data accuracy
• Negotiated a once-off R220,000 discount on the annual Zoho One ERP licensing cost
• Implemented and integrated a Kanban-based project delivery module within the CRM/ERP system for the Consumer, Enterprise & SME departments, where the Custom Project Modules integration allows for seamless handover between the sales, projects and finance departments
• Set up and integrated Zoho CRM with PandaDoc to create Proposals and Service Schedules for the Enterprise and SME Sales departments, with approval workflows
• Negotiated a 50% ($7,200) discount on the annual PandaDoc licensing cost
• Increased quality of processes while decreasing materials and time on site by implementing Kanban for the deployment and maintenance of all new fibre optic and microwave installations
• Tripled fibre optic installations to 350 in the first year by successfully implementing a Kanban and agile approach to project delivery in both the Project Office and Field Services teams
• Project managed the pilot programme for the Octotel fibre trenching operations in Cape Town, which passed 1,000 residential units in the first 2 months
• Grew RSAWEB's fibre and terrestrial networks by negotiating and securing multiple new high sites and nodes across Cape Town and Gauteng (JHB)
• Reduced cost to RSAWEB by, where possible, negotiating trade exchanges within the commercial agreements with landlords
• Grew and mentored the Installation project team from 3 to 15 members over a three-year period, consisting of project coordinators, administrators and a field services team of Fibre and Microwave engineers
• Improved information handover processes across the business and between departments, resulting in a single version of information, by introducing and promoting the use of online document management
• Chartered early adoption of technology, being first in the broader business environment of Old Mutual Properties to install wireless networks at the office Suites Business Centers
• Instituted a successful roll-out of a million-Rand terrestrial network hardware upgrade programme, increasing backhaul capacity, redundancy and stability across the network, project managing the programme at 109 locations across Gauteng, delivering on time and within budget
• Project managed the design, manufacture and installation of new alarm systems to combat the rise in school burglaries, leading 10+ installation teams responsible for the upgrade involving design, manufacture and installation in 600+ classrooms for the Gauteng Online Project
• Project managed a multi-million Business Centre fit-out in the new Cape Town International Convention Centre (CTICC) office tower for Habitaz Global Workspaces, overseeing contractors and the handover of the branch, staying on time and budget while ensuring high-quality standards
• Exceeded all current ADSL capabilities at the time by successfully installing radio networks at the CTICC business centre, connecting directly to a data centre via a wireless PTP connection to provide superior data connectivity
• Embraced and drove transformation that promotes single points of accountability, shared responsibility, commitment and assurance across all levels of the business, as part of the management team responsible for gearing RSAWEB for then-imminent and rapid expansion
• Led the change-management process as part of the management team through culture shifts that resulted from rapid expansion, always leading by example
• Fostered a culture of open communication, collaboration and knowledge-sharing when facilitating changes in reporting structures, being mindful of historical dynamics regarding rank and status, and approaching situations tactfully and respectfully, resulting in strong relationships
• Influenced adoption of EQ practices in managing and driving change of management style at scale, upskilling team members who required on-the-job upskilling without the luxury of time
• Grew the Project and Installation team by 500%, at the time the 2nd biggest team in the business, achieving one of the lowest churn rates in the business — 3 members over a 3-year period
• Motivated and secured 15%+ salary adjustments for multiple team members, in a business climate that averaged 4.5% increases, based on the significant increase in measurable value the team members contributed
• Grew informal leaders by mentoring and guiding them in taking on more responsibility
• Mentored project coordinators, administrators and field service engineers over time and with increasing levels of responsibility of which some grew to achieve the role of Dev Team Scrum Master
• Developed team members through training and mentoring, from being young and inexperienced to becoming the current Manager of the Enterprise installation department, by allowing them to learn and grow at their own pace over a period of 7 years