Feb 2016 – Oct 2021 · 5 yrs 8 mos

• Established the Robotic Process Automation function from the ground up, as a self-contained unit which implements RPA solutions to do the work and processes normally done by people
• Accountable for all elements from crafting business case value to the design and build of robots and managing digital operations.
• My current role is a hybrid of a Scrum Master, Delivery Manager and Product Owner within the SAFe framework using Azure Devops.
• Responsible for the entire feature team of developers, process engineers, business analysts and operations
• Accountable for the change strategy blending humanistic design patterns to enable workers and bots to collaborate.
• Consulting across the country to external brokers, suppliers and business units to implement the vision and strategy
• Project Delivery is ensured with regular check-ins, coaching, mentoring and fair conversations. This has increased commitment across the team, creating cohesion and momentum

Nov 2013 – Jan 2016 · 2 yrs 2 mos

• I moved to the Commercial Business Unit, focusing on projects of a more strategic nature. We tried many things blending technology, operations and behavioural change to strip and curtail costs in ever more challenging market conditions.
• There were successes but they came harder as the conditions deteriorated economically.
• Some successes were the Broker Matrix Model, an analytical platform I built in Power BI to rank and score quantitatively the Broker markets.
• Process standardization using workflow software , Geo Data integration for pricing.
• Various strategic initiatives to cut costs
• Turnaround strategies for one of our largest brokers in the Underwriting markets

Oct 2012 – Nov 2013 · 1 yr 1 mo

• I relocated back to South Africa, working in the Continuous Improvement space focusing on applying lean and Six Sigma principles to various parts of the insurance operations.
• Including call centres, Processing of Services, claims, payments and underwriting
• Worked with some brilliant colleagues and execs , where we tried to change the organisation and shape it for the future.

Jan 2009 – Jan 2012 · 3 yrs · Malta

• During the financial crisis, several business units were shut down in Switzerland.
• I setup shop in Malta offering consulting and providing technology solutions, including cloud migration and virtualization for large scale implementations. This was as the cloud was starting to evolve on AWS as the leading provider for these types of solutions at the time

Jul 2006 – May 2009 · 2 yrs 10 mos

• I was responsible for implementing various SAP Financial solutions as the company entered the ERP phase with renewed momentum
• Key projects were the External Resources applicant onboarding, tracing, invoicing and management.
• I worked in the Financial Services Business Group which focused on the Derivates, Trading and Alternative risk transfer business
• Implementation of the Global Procure to Pay and Procurement initiatives across entire Swiss Re Group, in partnership with IBM who were the implementation partners.
• Implementation of the Group Legal Compliance Framework, which covered SOX compliance and others.
• And the integration for the legal framework and reporting for the 450+ legal entities

May 2003 – Jul 2006 · 3 yrs 2 mos

• I was engaged to be part of the team which delivered the Economic Value Management model. This model calculated actuarial analytics for the entire Property and Casualty Business Group.
• I worked closely with Business Group Head for the reporting and Group CFO.
• Analytics and Reporting on the 15 Legal Entities within the group.
• Building of the Model in Excel VBA and advance macros as a prototype and then migrating that model into a database application for processing of the historical data.
• Was part of the team which designed and developed the reference data language and architecture for the entire application landscape.
• This covered the Master Data Management modules, terms and rollouts for the Financial Services Business Group unit and Property and Casualty Groupl

Jan 2002 – Apr 2003 · 1 yr 3 mos

• I was recruited to the Zurich head office for a Global project implementing Oracle financials covering the General Ledger, Accounts Payable, Expenses - Cost Management and Treasury.
• My role was to define and build processes supporting the PMO, where I was responsible for the integrated planning across all of the workstreams and providing support to the Director of the program.
• It was my first exposure to working across multiple geographies, cultures and navigating the challenges at the Corporate Board level, with the fluid dynamics of those interactions.

Jul 2000 – Dec 2001 · 1 yr 5 mos

• I was recruited by the Managing Director for Africa, a German expat Alexander Weissleder, with a demanding need for precision and accuracy and found myself adapting, assimilating and applying that mindset.
• I worked closely with the IT Director Errol Groenewald, a mentor and advisor, navigating the complexities of a global organization doing business in Africa.
• I was responsible for all SAP solutions, covering aspects from Finance to HR, Payroll and Treasury.
• I was supported by a solid team of developers, business analysts, and an iron Basis system administrator, that protected us from risky technological choices.

Jan 1999 – Jun 2000 · 1 yr 5 mos

• I was fortunate to be spotted by the Financial Director at the time, Terry Moodley. Who was a brilliant strategist, and meticulous in every detail, combined with iron discipline. He arrived at 0630 each morning and would set the pace for us.
• I was offered a role in Johannesburg Head Office to build budgeting and forecasting using SAP, and rolling out across the country for the Group and training those teams.
• I was responsible for reconciling 7 legal entities and management of the budgets and forecasts in Hyperion.
• I was mentored by Glen Pearce who was equally eagle eyed on detail, and precision with a sense of humour which made the darkest days seem manageable.
• We worked long hours, weekends, fixing systems, creating data analytics, performance metrics, board presentations and board meetings. My knowledge grew exponentially with these two mentors.

Jun 1997 – Dec 1998 · 1 yr 6 mos

• Focus initially was on financial reporting, budgets, forecasts.
• Then got involved as the Project Manager for the first SAP Rollout for the company and started my journey on blending technology, operations and processes.
• Was the owner of the SAP solution for FI/CO and Procurement as well as Windows PCs.
• Technology at the time was still under the financial director as there was no CIO.
• Introduction to bringing about change and the challenges of change on the factory floor, inside the mill manufacturing, warehouses, procurement and finance.