SENIOR TECHNICAL PROGRAM MANAGER - Amazon Web Services (AWS)
(2022-07)
Led VP-level infrastructure and security programmes across multi-region AWS environments, coordinating multiple engineering, security, and product teams managing thousands of production hosts.
- Led a VP-level AWS infrastructure migration program (7,323 hosts, 10+ service teams), reducing critical scope by 70% through architectural segmentation and re-sequencing, eliminating IPv4 exhaustion risk ahead of 2026 deadline.
- Directed end-to-end delivery of a global security governance platform, coordinating 6 cross-functional teams across engineering, security, and product to launch at a flagship AWS event, driving adoption across 5,000+ enterprise account structures.
- Resolved a critical dependency impacting 36% of program scope (2,628 hosts), avoiding a 4-month delay by initiating data-driven analysis that redefined architectural assumptions and removed need for VP escalation.
- Drove multi-region delivery across 10+ engineering teams, improving time-to-market by 25% by restructuring dependency management, delivery sequencing, and operating rhythms.
- Aligned product, engineering, and customer stakeholders across 11 enterprise engagements, validating solution-market fit while balancing technical feasibility, delivery timelines, and customer impact.
- Established program-level governance and execution frameworks, enabling consistent executive visibility into risks, progress, and commercial impact while improving delivery predictability across complex, distributed teams.
BUSINESS OPTIMISATION SPECIALIST - Life Healthcare
(2021-05 - 2022-06)
Led enterprise-wide portfolio optimization across IT and business functions in one of South Africa's largest private healthcare groups.
- Led enterprise portfolio optimization initiatives across IT and business functions, improving alignment between strategic programs and operational priorities across the Life Healthcare Group.
- Designed and implemented risk mitigation frameworks across multiple programs (R50M+ portfolio), increasing delivery success rates and strengthening stakeholder confidence in program execution.
- Managed program financials exceeding R50M, improving cost efficiency through enhanced forecasting, budget tracking, and financial governance controls.
- Optimized cross-functional resource allocation across HR, Marketing, and Operations, improving program visibility, engagement, and execution consistency across enterprise initiatives.
CHAIRMAN AND FINANCE DIRECTOR - Maple Meadows HOA
(2021-01 - 2022-06)
Volunteer / Part-time position
- Led financial strategy, boosting revenue by 20% in that year.
- Streamlined operations, reducing costs by 25% while enhancing service quality.
SENIOR PROGRAM MANAGER | Exco Member and direct report to the CEO - Computershare
(2019-06 - 2021-05)
Direct report to the CEO; sat on the Executive Committee driving enterprise-wide digital transformation strategy and PMO governance across concurrent strategic workstreams.
- Led multiple strategic enterprise transformation programs at executive level, aligning delivery across concurrent workstreams with corporate strategy and CEO-level priorities.
- Established enterprise-wide PMO governance and delivery frameworks, defining accountability, risk management, and reporting standards across cross-functional teams, improving execution consistency and transparency.
- Partnered directly with executive leadership (ExCo) to drive strategic alignment, facilitating Steering Committees and decision forums to prioritize initiatives, resolve risks, and balance business and technical trade-offs.
- Led implementation of RPA (UiPath) within the finance function, automating high-volume processes (reconciliations, reporting, invoicing) and reducing cycle time by 40% while improving data accuracy and eliminating manual rework.
- Established automation governance and risk controls, ensuring auditability, compliance, and secure bot access through defined exception handling, performance KPIs, and integration with enterprise delivery pipelines.
- Integrated automation initiatives into broader digital transformation programs, aligning RPA delivery with business strategy and enabling scalable execution within Agile and hybrid delivery models.
- Drove program risk mitigation and continuous improvement practices, embedding structured governance, post-implementation reviews, and feedback loops to enhance delivery performance across the organization.
SENIOR PROGRAM MANAGER - Nedbank
(2017-07 - 2019-06)
Led Nedbank's flagship digital onboarding transformation - a R450M programme involving 10 Agile teams, 85+ members including offshore delivery, and full integration across AEM, middleware APIs, analytics, and legacy banking systems.
- Led enterprise-wide digital onboarding transformation program (R450M budget, 10 Agile teams, 85+ members, including offshore delivery teams), delivering a scalable, regulatory-compliant platform integrating AEM front-end, middleware APIs, analytics, and legacy banking systems (MDM/ECM).
- Absorbed 30% additional program scope mid-execution (Juristic onboarding) following decommissioning of a parallel program, incorporating mandates and analytics capabilities while re-planning delivery to maintain July 2018 go-live.
- Reduced onboarding cycle time by 65% (5 days → 1.5 days) through automation, system integration, and process optimization, significantly improving operational efficiency and customer experience.
- Delivered R12M annual cost savings and 28% improvement in customer satisfaction (NPS) by enabling end-to-end digital onboarding workflows, analytics-driven decisioning, and elimination of manual processes.
- Directed delivery across distributed onshore and offshore teams, managing complex dependencies across front-end, middleware, analytics, and back-end systems within a regulated financial environment (FICA, POPIA).
- Maintained 100% on-time delivery and zero audit findings, ensuring full production readiness and regulatory compliance despite significant mid-program scope expansion.
SENIOR PROJECT MANAGER - Traffic Management Technologies
(2016-02 - 2017-06)
Delivered South Africa's first FIDIC Gold Book Design-Build-Operate programme, the R500M Harambee Bus Rapid Transit system enabling 10,000+ daily passengers across multiple transport corridors
- Led delivery of South Africa's first FIDIC Gold Book Design-Build-Operate programme (R500M), implementing the Harambee Bus Rapid Transit (BRT) system across multiple transport corridors, enabling mobility for 10,000+ daily passengers.
- Directed end-to-end implementation of an integrated transport and payment ecosystem, including automated fare collection (EMV), QR/ticketing systems, fleet operations, real-time tracking, and back-office financial systems.
- Managed complex multi-system delivery across hardware, software, and infrastructure layers, coordinating AFC platforms, ICT systems, payment integration, and transport operations within a unified program roadmap.
- Successfully delivered and commissioned a live pilot service (R24M), deploying buses, fare systems, and route operations between Kempton Park and Tembisa, validating system performance, operational readiness, and customer experience under real-world conditions.
- Delivered fully operational customer-facing infrastructure, including mobile kiosks with integrated ticketing POS systems, station turnstiles with validators, and secure fare collection mechanisms across the transport network.
- Led design, approval, and rollout of branded ticketing solutions, including EMV and trip card products, securing HID card suppliers and enabling scalable card issuance, transaction processing, and fare loading capabilities.
- Secured and integrated a long-term banking settlement partner, enabling compliant, scalable financial transaction processing and revenue management across the transport ecosystem.
- Established and managed central operational depot and inventory systems, overseeing technical operations, fleet support, and stock control for assets exceeding R50M in value.
- Oversaw full delivery lifecycle including FAT, SAT, and pilot deployment phases, ensuring system readiness, compliance certification, and successful transition to production rollout.
- Governed program delivery under FIDIC Gold Book contractual framework, ensuring balanced risk allocation, compliance, and effective resolution of contractual and delivery challenges.
- Coordinated multi-stakeholder environment, aligning government entities, metropolitan authorities, transport operators, vendors, financial institutions, and community stakeholders to ensure successful rollout and adoption.
PROJECT MANAGER - Barloworld Logistics
(2015-09 - 2016-02)
- Executed enterprise business improvement initiatives, achieving on-time and on-budget delivery.
PROJECT MANAGER (BUSINESS INITIATIVES MANAGER) - ABSA
(2014-09 - 2015-09)
- Collaborated with business units to define strategic requirements for Absa WIMI Distribution, driving the development of robust business cases for related projects.
- Defined strategic requirements and business cases for enterprise programs, ensuring clear deliverables and successful execution.
SIX SIGMA PROJECT MANAGER (BLACK BELT) - ADT Fire & Security (Tyco)
(2010-02 - 2014-08)
- Led enterprise-wide process optimization initiatives across operations, finance, credit control, and customer support, driving measurable improvements in efficiency, cost reduction, and service performance.
- Applied Lean Six Sigma methodologies (DMAIC, Kaizen, Value Stream Mapping) to identify inefficiencies, develop data-driven business cases, and deliver sustainable transformation outcomes.
- Analyzed large operational datasets and led Voice of Customer (VoC) initiatives, translating insights into prioritized improvement programs and securing leadership buy-in for execution.
- Established governance frameworks, KPI measurement systems, and control plans, ensuring sustained performance improvements across cross-functional teams.
- Delivered measurable business impact, including: Increased customer payment transfer ratios by 55% (0.5% → 1.15%), reducing defects by 98.5% (DPMO); Reduced invoice credit notes by 50%, improving billing accuracy and financial control; Delivered $62K+ quarterly savings through structured process optimization and governance; Improved commercial reconnection rates by 5%, enhancing customer retention; Reduced unallocated funds in suspense accounts by 10% through improved data and billing processes
POWER SYSTEMS ENGINEER - DigSilent Buyisa
(2008-10 - 2010-01)
SENIOR ELECTRONICS TECHNICIAN - Voda care (Vodacom)
(2007-01 - 2008-09)
