Chief Accountant (Head of Finance) at Wacker Neuson (2023-01 – Present)
Head of Finance for a 175 year old German Brand in Sub-Saharan Africa. Direct reporting line to the Managing Director. Brand consists of large construction equipment (eg. Excavators, Dumpers, etc) and fast moving equipment (eg generators, concrete vibrators, concrete mixers, etc)
- Direct Accountability for full local and Group Reporting
- Main objective for first 8 months was advancement of the Reporting Framework to ensure in-depth management information delivery within shortest time frame – achieved, Management Controlling and Sales Packs now submitted within a day of results finalisation
- Responsible for ensuring that the entity is tax compliant across all tax types
- Custodian of External Audit Engagements
- Risk Reporting to Holding Company and ensuring policies in place to mitigate residual risk
- Foreign Exchange Hedging in line with Group Treasury Regulations
- Capital & Liquidity Management – ensuring adequate funding through maximised collections strategy
- EBIT Management – Monitoring and correcting EBIT performance to ensure compliance with hurdle rates
- Responsible for Pricing Strategy to ensure maximum profitability within the dictates of the local market
- Ensuring that the Finance Operations Team is adequately servicing customers and suppliers
- Responsible for Budgeting and Forecasting across the various divisions
- Payroll Management – ensuring that all local Regulatory and Legal Requirements fulfilled and Payroll processed timeously
- Manage pricing of machines across Sub-Saharan Africa ensuring profitability hurdles are met
- Ultimate management of Accounts Receivable, Accounts Payable, Operating Expenditure and Capital Expenditure as well as Procurement and Supply Chain
Commercial Specialist at Solar Mining Services (2022-07 – 2022-12)
This role was the Commercial aspects that was encompassed in the Finance Controller Role and reported to the CEO
- Review of tenders prior to submission to potential customers
- Monthly pricing adjustments and review of market pricing
- Commercial matters relating to import of Strategic Raw Materials
- Managing local Supply Chain with Strategic Raw Materials Suppliers
Finance Controller at Solar Mining Services (2017-04 – 2022-06)
Setup of the organisation from Project Phase to Operational - chemical manufacturing business
- Monitoring of Project Costs against budget
- Pricing decisions, strategic supplier negotiations and communication
- Function includes Financial Reporting, IT, Risk and Procurement
- Accountable for Corporate and Operational Finance department
- Capital management – ensuring adequate capital funding for projects and operational requirements
- Statutory Audit – compliance with funding covenants
- Full Executive Committee Member
- Compiling annual budget for the Organisation
- Pricing Decisions on commercial and operational matters and dealing with Mining Houses Procurement departments
- Capital Project Evaluation
- Procurement
- IT optimisation and harmonisation – SharePoint and Power BI implementation
- Drafting of customer contracts and general terms and conditions with our legal consultants
- Involved in the project to setup special purpose vehicles aiding local beneficiation in mining industry
- Provision of BI reporting to the business for sales and logistics departments
Interim Chief Financial Officer (Head of Finance) at Tshikululu Social Investments (2015-09 – 2016-12)
Tshikululu Social Investments – Not for Profit organisation that provides end to end financial support for Blue Chip Company Trust Funds that invest in community development. Interim Chief Financial Officer from September 2015 to July 2016 thereafter Interim Head of Finance from July 2016 to December 2016. Reason for Leaving: End of contract position
- Full management of Finance, Risk, Legal and Facilities Management departments
- Preparation of budget for presentation to Board
- Tax Compliance
- Finalising business and finance preparation for year-end audit
- Establishment of a costing model that meets the principles for a consulting and project implementation business
- Translating the Board of Directors strategy into a commercially and socially sustainable business model
Financial Manager at FNB Insurance Brokers (FNB Commercial Banking) (2014-11 – 2014-12)
Contract position. Following the move of the Broker business of FNB Insurance to FNB Commercial the new exco required assistance with the integration of the new business. Reason for leaving: Existing business unit successfully de-consolidated
- Providing consulting advice to the Head of Finance on various finance issues
- Transference of specialist insurance knowledge to the finance team
- Review and advise on proposed finance structure to be submitted to Union for approval – finance staff were all affected and needed to re-apply for roles
Business Unit CFO at FNB Insurance (2012-11 – 2014-10)
Reason for leaving: Corporate restructure coupled with paternity sabbatical
- Co-ordination, preparation, and presentation of annual budgets
- Full oversight of entire finance function including budgets, forecasting, operational finance; statutory; management and regulatory reporting
- Preparation of annual financial statements for 4 separate legal entities
- Submission of tax returns
- Responsible for co-ordination of external and internal audit
- Cash management ensuring optimal returns
- Business Cases assessment
- Accountable for all audits and implementing controls to mitigate risk
- Analysis & presentation of results to EXCO, MANCO and greater FNB
- Special Project: In depth financial review of Short-Term Broker system and ensuring that financial postings are accurate in light of post implementation errors from a 4-year-old system
- Ensuring all regulatory returns are submitted timeously and are valid, accurate and complete
- Turnaround of non-performing finance department
- Review of all processes and ensuring that these are optimal and mitigates risks
Head of Finance: Reporting at FNB Banking Channels (2010-04 – 2012-11)
FNB Banking Channels comprised all physical Branch Distribution as well as Cash Centres and ATM Division for FNB. Managed budgeting and forecasting across division – annual cost base of R5bn
- Member of Banking Channels EXCO with regular interaction with CEO and other EXCO members
- 2IC to Divisional CFO
- Full accountability for day to day accounting, management reporting to EXCO and other internal stakeholders, divisional reporting to Segment level – financial & regulatory reporting
- Managed team of 6 financial managers including 3 financial managers deployed to operational environments
- Co-ordination of external audits and implementation of controls to mitigate risk
- Custodian of operational financial model for branches – notional income statement for branches
- Liaison between BI & Finance ensuring that all reporting systems are valid, accurate and complete on a monthly basis
