f j naude cv updated 31 march 2015

CANDIDATE’S DATA

NAMES AND SURNAME : Francois Jacobus Naudé

KNOWN AS : Francois

ID NUMBER : 6611015171083

AGE : 49

MARITAL STATUS : Married

DRIVERS LICENCE : Code 10

OWN VEHICLE : Yes

Contact No. /s : 072 310 4098 F.J. Naudé 083 409 0995 J.C. Jacobs-NaudéE-mail : [email protected]

CANDIDATE’S SKILLS

Ability to work in a team structure: More often than not, being successful requires you to work with others in order to get tasks and projects completed. I take kindly to sharing ideas, am open to ideas and input from others and am willing to put the team and the company’s interests ahead of my own.

Ability to Verbally Communicate with Persons Inside and Outside the Organization: In order to get the job done, I have the ability to effectively communicate with multiple departments in an organization. This comes in handy when I need to get something expedited for a customer, or if I need to understand how a function or process works. I also have the ability to effectively communicate with customers and vendors. An effective communicator is also a good motivator and I thus get others to do their jobs to the best of their ability.

Ability to Make Decisions and Solve Problems: I have the ability to make decisions that are in the best interest of the company, and solving problems with the most efficiency and thus limiting potential damages to the organization.

Ability to Obtain and Process Information: I have the ability to process complex information easily and take the initiative to obtain the necessary information to perform my job and making sound business decisions in the best interest of the organization and do not wait for others to provide me with the information.

Ability to Analyze Quantitative Data: I have the ability to source, understand and present statistics as they relate to the company, which enables me to implement plans that help improve efficiency and return on investment.

CANDIDATE’S EDUCATION

EDUCATION / QUALIFICATIONS :

Matriculated at Hoërskool Die Burger, Roodepoort, Gauteng in 1984 Obtained a Certificate in the Management of Technology and Innovation (MOTI) Cum Laude on 23 October 2012 from the Da Vinci Institute in an effort to obtain a MSc in the Management of Technology and Innovation from the Da Vinci Institute and obtained the following marks:

Academic Results

Surname: Naudé First Name: FrancoisStudent Number: 4701

Module Credits Date Result Status

Problem Solving, Creative Thinking and Decision Making 8 2010/04/15 68% Complete

Self, Other and Social Context 10 2010/04/15 62% Complete

Management of Innovation 10 2010/06/01 81% With Distinction

Managing the Systems Way 12 2010/06/10 70% Complete

Management of People 8 2010/07/21 65% Complete

Management of Technology 10 2010/07/21 76% With Distinction

Financial Literacy 9 2010/09/02 75% With Distinction

Systems-Driven Project management Principles and Methodologies 9 2010/10/18 85% With Distinction

Introduction to Customer Service and Customer Relationships Management 9 2010/11/29 70% Complete

Management and Leadership Competencies 2 2011/01/10 55% Complete

Basic Principles and Methodologies of Process and Operations Management 9 2011/01/24 75% With Distinction

Business Communications 7 2011/03/10 79% With Distinction

Innovative Decision Thinking 9 2011/03/10 85% With Distinction

Change Management Fundamentals 6 2011/04/15 90% With Distinction

Exit Level Integration Assignment 2 2011/05/27 80% With Distinction

Completed Diploma at Louis A. Allen Associates Incorporated U.S.A. in February 1993 for the Louis Allen M.A.P. program Completed the following certificate courses:

Creative Thinking and Brainstorming – Edgars Group Training Department Basic Training Skills – Edgars Group Training Department Basic Management Skills – Edgars Group Training Department Mentorship Skills – Trideco Leading Edge Management Program– Edgars Group Training Department Industrial Relations 1 – Edgars Group Training Department Industrial Relations 2 – Edgars Group Training Department Targeted Selection Skills – Edgars Group Training Department Stratagem Operational Finance – Profit Synergies (Pty) Ltd Managing for Results – Integrated Training Strategies U.K. Targeted Selection Skills – Foschini Group Training Industrial Relations – Foschini Group Training Industrial Relations Advanced – Foschini Group Training Human Relations Program – Psygro Consulting Psychologists World Class Leadership, Performance and Services Change Management Program – ITISA (Pty) Ltd Leadership Program – Human Synergistics International U.S.A. Leadership Skills – Foschini Group Training Fashion Retail Business Simulation – BTS (Pty) Ltd U.S.A.

COMPUTER LITERATE

MS Word MS Excel AutoCAD Outlook Express

2

Pastel Accounting Software Triton Manufacturing Software Various P.O.S. software JD Edwards CRM

CANDIDATE’S EMPLOYMENT HISTORY

NAME OF COMPANY : Francois Naude Management Consultants (Pty) Ltd (Freelance agent for Venduo Capital (Pty) Ltd venture capital and Quatenus SA fleet management systems)

EMPLOYED FROM : 01 Mar 2016 to current

POSITION : Managing Director

DUTIES & RESPONSIBILITIES :

Marketing of various business finance products and fleet management products to all market segments; Draft and negotiate Service Level Agreements; Identify and establish new distribution channels; Plan and implement various marketing initiatives in southern Africa; Research and writing of finance institution-ready business plans for new and established small & medium enterprises

requiring business finance to start-up or expand; Marketing of potential start-up small & medium enterprises to potential angel, private equity and state funding

investors.

ACHIEVEMENTS:

Quatenus SA was selected as one of 5 top fleet management system providers to test products with Bertie van Zyl (Pty) Ltd t/a ZZ2 and competed with Altech Netstar, Mix Telematics and Skygistics (Contact: Japie Burger – Transport Manager of ZZ2 - 083 627 6004);

Managed to establish a new multi-million rand Moringa oleifera commercial farming operation in Limpopo through the establishment of a BEE empowerment deal on 172 hectares of land restitution property (Contact: Izak de Jager – Managing Director of Super Nutrients (Pty) Ltd – 073 185 9317) ;

Reference number : 083 680 4778 Contact Person : Henk Vosloo Position :CEO Venduo Capital (Pty) Ltd

Reference number : 083 399 2580 Contact Person : Joao Pedregal Position :CEO Quatenus SA (Pty) Ltd

NAME OF COMPANY : VAP Consult

EMPLOYED FROM : 01 May 2013 to 28 Feb 2016

POSITION : Managing Director


Development of a Multi-Level-Marketing(MLM) business model for the business; Development of a Multi-Level-Marketing(MLM) resource centre for the business; Recruitment, selection, and training and development of MLM agents nationally; Development of a Risk Assessment and Needs Analysis software application for the business which recommends

the most suitable vehicle and asset tracking device or fleet management product based on functionality of all available systems;

3

Promotion of the VAP Consult business model and software application to the insurance industry; Marketing of various recovery products and fleet management products to all market segments; Draft and negotiate Service Level Agreements; Negotiation of Distributor Agreements and Joint Venture Agreements with various tracking and recovery, and fleet

management service providers; Identify and establish new distribution channels; Plan and implement various marketing initiatives in southern Africa.

ACHIEVEMENTS:

Obtained a R 24 million contract with Xstrata Merafe Venture PSV Western Mines for supplying an integrated solution for asset protection and theft detection;

Grew the business with Xstrata Merafe Venture PSV Western Mines form R 27,000.00 per month in December 2012 to R 113,000.00 per month in January 2014;

Managed to get the VAP Consult business model and software application approved by the top 8 insurance companies owning 80% of the insurance market share.

Reference number : 082 334 8484 Contact Person : Johan Wartington Position : Chief Executive Officer

NAME OF COMPANY : Altech Netstar

EMPLOYED FROM : 01 November 2011 to 31 May 2012

POSITION : Central Regions Sales Manager


Management of all Altech Netstar and fitment centre operations in Limpopo, Mpumalanga, North West, Free State, Northern Cape provinces and the Vaal Triangle;

Participation in a number of management committees to improve overall business performance; Marketing of Altech Vehicle recovery products and Altech Netstar fleet management products; Manage staff and sales turnover in excess of R90 million per annum; Increase sales throughout the territory; Professionally represent Altech Netstar at all levels within the territory; Manage the branch offices with a staff complement of 70 persons, ensuring that a strong team spirit based on sales and

superior customer service is established; Ensure that customer service levels are maintained at a very high standard; Ensure that the recovery rate is at a required standard; Maintain good relations with our suppliers; Maintain sound relations with our various distribution channels and to encourage continuous growth out of these; Identify and establish new distribution channels; Plan and implement various marketing initiatives within the territory; Take overall accountability for the branch profitability, including control over areas such as petty cash and stock Report

to Head Office on branch performance; Sales- lead the sales team in terms of planning, prospecting, and closing to achieve monthly targets and annual budgets; Fitment Centers- Appointment of new fitment centers, quality management and managing capacity constraints; Staff- Performance, morale and well -being (With the assistance of Head Office); Day-to-day staff management (Discipline, leave, training etc.); Premises- Overall appearance and maintenance. Ensure functioning of all assets such as office equipment, computer

equipment, furniture, etc… Customer- Regular contact and service. Appropriate entertainment required form time to time; Hi-sites- with the assistance of Head Office ensure the full operation of all the hi-sites; Communications- (Servers, motcom, scheduler, telephones, etc.) ensure smooth operation with the assistance of Head

Office; Customer service and administration- With the assistance of Head Office, ensure that the SOPs are met;

4

Contact with Head Office- As and when required, through email, telephonic contact and reports; Suppliers- authorizations and approvals for all work / payments within authority levels.

ACHIEVEMENTS:

Central Regions achieved budgeted sales for the first time in its 5 year existence under my leadership.

Reference number : 011 207 5335/083 447 8701

Contact Person : Hillary King

Position : National Channel Manager

NAME OF COMPANY : Altech Netstar

EMPLOYED FROM : 01 November 2009 to 30 October 2012

POSITION : Area Manager Limpopo


Marketing of Altech Vehicle recovery products and Altech Netstar fleet management products Manage staff and sales turnover in excess of R30 million per annum Increase sales throughout the territory· Professionally represent Altech Netstar at all levels within the territory· Manage the branch office with a staff complement of 29 persons, ensuring that a strong team spirit based on sales and

superior customer service is established· Ensure that customer service levels are maintained at a very high standard· Ensure that the recovery rate is at a required standard Maintain good relations with our suppliers· Maintain sound relations with our various distribution channels and to encourage continuous growth out of these· Identify and establish new distribution channels· Plan and implement various marketing initiatives within the province· Take overall accountability for the branch profitability, including control over areas such as petty cash and stock Report

to Head Office on branch performance Opening / closing of the office Sales- lead the sales team in terms of planning, prospecting, and closing to achieve moth targets and annual budgets Fitment Centers- Appointment of new fitment centers, quality management and managing capacity constraints Staff- Performance, morale and well being (With the assistance of Head Office) Day-to-day staff management (Discipline, leave, training etc) Premises- Overall appearance and maintenance. Ensure functioning of all assets such as office equipment, computer

equipment, furniture, etc… Customer- Regular contact and service. Appropriate entertainment required form time to time Hi-sites- with the assistance of Head Office ensure the full operation of all the hi-sites Communications- (Servers, motcom, scheduler, telephones, etc.) ensure smooth operation with the assistance of Head

Office Customer service and administration- With the assistance of Head Office, ensure that the SOPs are me Contact with Head Office- As and when required, through email, telephonic contact and reports Suppliers- authorizations and approvals for all work / payments within authority levels

ACHIEVEMENTS:

Currently growing the business in the Limpopo Province by 420%. Achieved 101.5% of sales target for the 2010/2011 year to date. Promotion to Central Regions Manager in October 2012

5

Reference number : 082 821 3839

Contact Person : Daniel Dembo

Position : Central Regions Sales Manager

NAME OF COMPANY : Concor Technicrete (Pty) Ltd

EMPLOYED FROM : 22 September 2008 to 31October 2009

POSITION : Sales Consultant Commercial and Mining


Marketing of Concor Technicrete (Pty) Ltd concrete building and mining products to prospective civil construction, paving and building construction contractors, mining groups and a quantity surveyor and consulting engineer network.

Completion of credit applications. Management of client accounts. Preparation of electronic quotations on bills of quantities for tenders for all current and new clients. Counter sales. Regular visits to construction sites and clients place of business to market new products, advise on technical

specifications of Concor Technicrete products and train staff on technical specifications of products to promote Concor Technicrete products.

Schedule and manage deliveries of products to clients. Negotiating pricing structure with all current and new clients to ensure Concor Technicrete (Pty) Ltd is awarded the

order at maximum profitability. Procurement of stock from other Concor Technicrete (Pty) Ltd plants if the Polokwane plant does not have stock or

is unable to manufacture a specific product and schedule and manage collection of stock and delivery to client. Providing best possible levels of service to all current and prospective clients.

ACHIEVEMENTS:

Achieved 183% of sales target and 156% of margin target for April 2009. Achieved 148% of sales target and 114% of margin target for March 2009. Achieved 116% of sales target and 86% of margin target for February 2009. I was the top sales consultant for Concor Technicrete for the past two months.

REASON FOR LOOKING FOR ALTERNATIVE EMPLOYMENT: Current salary way below market average. I disagree with company philosophy.

Reference number : +2783 647 0561

Contact Person : Nic Fourie

Position : Polokwane Plant Production Manager


Contact Person : Wouter Swart

Position : Regional Sales Manager

6

NAME OF COMPANY : Fast Forward Finance (Pty) Ltd

EMPLOYED FROM :From 01 March 2008 to 31 August 2008

POSITION : Business Development Executive


Marketing of Fast Forward Finance (Pty) Ltd as a finance lead provider to prospective clients and a dealer network. Completion of finance applications to all major financial institutions. Analysis and interpretation of management accounts, annual financial statements and bank statements. Drafting of company profiles, business plans and cash flow projections to motivate transaction to financial

institutions. Signing of finance contracts.

REASON FOR LEAVING : I am appointed as an agent for Fast Forward Finance (Pty) Ltd and work only on commission. Recent increases in interest rates and a 27% decline in commercial vehicles sales led to a 34% decrease in finance approvals. I am looking for more financial security.


Contact Person : Tienie Ferreira

Position : Sales Director

NAME OF COMPANY : TF Finance (Pty) Ltd

EMPLOYED FROM : From 01 March 2007 to 29 February 2008

POSITION : Regional Manager


Targeted selection and recruitment of staff Performance management Establishing a dealer network Marketing of finance products to prospective clients and dealer network Training and development of staff Analysis and interpretation of management accounts, annual financial statements and bank statements. Drafting of company profiles, business plans and cash flow projections to motivate transaction to financial

institutions. Signing of finance contracts. Opening and establishment of new branches. Motivation of finance applications to financial institutions and TF Finance Credit. Weekly progress reports and tracking reports to the Managing Director. Branch profitability.

REASON FOR LEAVING : Company placed in provisional liquidation in February 2008.

7


Contact Person : Henk Vosloo Jr

Position : Managing Director


Contact Person : Henk Vosloo Sr

Position : Operations Director

NAME OF COMPANY : Albie Clothing (Pty) Ltd t/a Power Sales

EMPLOYED FROM :From 01 August 2005 to 28 February 2007

POSITION : Operations Manager

DUTIES & RESPONSIBILITIES : As the Operations Manager for POWER SALES, I had an Operations PA and 5 Area Managers reporting to me, responsible for 65 clothing retail outlets, with 251 permanent employees and an annual turnover budget of R108 million.

I report directly to the Managing Director and work closely with the HR Manager, Merchandise manager, Finance Manager, Distribution Manager and the IT Manager and was a permanent member of the following sub-committees:

1. Merchandise Sub-committee2. Marketing Sub-committee3. Management committee

Specific responsibilities included the following:

1) Branch Viability Strategy:

Complete a comprehensive break-even analysis on all trading branches and maintain and service all branches projected to break even at operating level during F2006/2007.

Close trading branches projected to record an operating loss during F2006/2007, subject to the cost of closure not substantially exceeding the operating deficit.

Determine branch viability by applying ROGA (Return on Gross Assets) tests on marginal performing stores.

Monitor the dynamics of existing branch sites in terms of the location strategy and seek relocation where appropriate.

Budgeting and forecasting to achieve break-even and 3 monthly projections to ensure achievement of R11.7 million operating profit.

2) Outlet Strategy:

Develop enhanced model store layout and presentation to support operational needs, centre management tenant specifications, current retail trends and brand strategy. Apply to all new and relocated branches as well as Platinum stores during F2006/2007, subject to financial constraints.

Develop and implement a merchandising and visual communications policy and apply chain wide during F2006/2007.

3) Merchandise Strategy:

8

Achieve an annualised stock turn of 4.2 by the end of F2006/2007, by liquidating R5 million of carry-over Winter 05 stock, all year round oddments and stale Sale merchandise, through an aggressive price-led promotion.

Implementation of an on-going progressive mark-down policy for seasonal merchandise. Develop and implement buying focus guidelines to aid buyers in the procurement of

merchandise. Using buying focus guidelines, exploit opportunity areas of ladies’ contemporary fashion, ladies’

outsize, men’s outerwear, children’s separates and school wear. During F2006/2007, institute purchase and distribution gridding of stores to enhance the range

on offer in higher turnover branches and to accommodate local variations. Aggressively consolidate successful new departments and seek further introductions to achieve

optimum sales per square meter. Develop regular merchandise reviews to tap available expertise and experience as well as to

maintain strategic focus.

4) Marketing Strategy:

Maintain focus on traditional lower income customer, predominantly female and black with a strong rural background, aged 18-45, and limited spending power but conscious of contemporary fashion trends and aspirational.

Review and update visual presentation of the POWER SALES brand. Apply revamped branding to promotional material, point-of-sale signage, labelling, wrapping and

external signage in new branches. During F2006/2007, progressively introduce new branding to select top stores. Develop at least one promotional campaign during F2006/2007, which will enhance brand

recognition, gain customer loyalty and evolve into an annual event. Focus normal monthly national promotions on value, volume and wanted merchandise.

5) Operations Strategy:

Develop, introduce and enforce chain layout, merchandising and visual communications policy. Create comprehensive operational policy and procedures guidelines manual, implement and

enforce. During F2006/2007, identify key branches for enhanced branding treatment, upgrading and

special merchandise focus and implement. Review chain manpower and performance. Strictly enforce principles of appraisal, discipline and

reward. Implement focussed staff development and training programs. Reinforce the principle of accountability.

Prioritise customer service through: Regular training sessions Ensuring staff visibility Appropriate ticketing and signage Clear and accurate size indication Merchandise accessibility Chain wide introduction of debit/credit card facilities Chain wide introduction of airtime.

6) Personnel Strategy:

Develop, implement and monitor staff appraisal disciplines and procedures. Develop and implement comprehensive job descriptions to assist in the process of appraisal and

recruitment. Develop and implement a targeted selection guide to assist in the process of recruitment.

9

Create structured training programs, supported by appropriate resource notes and monitor implementation and benefits.

7) Information Technology Strategy:

Provide specifications for a computerized petty cash system and roll out chain wide. Provide specifications for a discount facility on point-of-sale and roll out chain wide. Provide specifications for a price-override facility on point-of-sale and roll out chain wide. Provide specifications for debit/credit card tenders and roll out chain wide. Provide specifications for the sale of airtime and roll out chain wide.

Achievements:

1. Developed and implemented merchandise and visual communications policy to all stores.2. Developed and implemented a monthly merchandise handbook and promotion policy.3. Revamped 6 stores on the new branding concept.4. Opened 5 new stores on the new branding concept.

5. Developed and implemented a world class performance and service standards appraisal document and rolled out to all staff.

6. Developed and implemented Champions 2006 world class performance and service standards program and rolled out to 20 champions, who in turn rolled out to all staff.

7. Completed a break-even analysis on all stores and by end October 2006, managed to get 35 stores to trade above last year and managed to get 21 of the stores profitable.

8. Developed and implemented seasonal buying focus guidelines and drastically changed the merchandise assortment across all departments.

9. Successfully developed and implemented a foot wear range in 25 test stores.10. Developed and implemented a training program for Area Managers and completed the following courses after

hours: Basic management Skills Performance Management Policy and Performance Improvement Action Plans Break-even Analysis and Performance Improvement Action Plans Basic Training Skills Champions 2006 World Class Performance and Service Standards Chain Merchandising and Visual Communication Policy World Class Performance and Service Standards Appraisal

11. Successfully implemented discounted airtime chain wide amounting to additional annual sales of R6 million.12. Successfully implemented a computerised petty cash system chain wide.13. Successfully implemented a discount and price-override facility chain wide.14. Successfully implemented a debit/credit card facility chain wide.15. Proposed an intensive customer loyalty program and a POWER SALES in-house credit card, which is under viability

investigation.16. Successfully implemented store specific branch operating reports.17. Successfully developed and implemented a World Class Performance reward program.

REASON FOR LEAVING : Due to a family feud the majority share holder revoked security for a R 3,0 million overdraft facility and the company was placed in provisional liquidation.

Reference number : +0772 616 3315 / [email protected]

Contact Person : Bill Brittian

Position : Managing Director

10

NAME OF COMPANY : Foschini (Pty) Ltd

EMPLOYED FROM :From 01 September 2000 to 28 February 2004

POSITION : Senior Area Manager

DUTIES & RESPONSIBILITIES : As the Senior Area Manager for Limpopo, Mpumalanga and Namibia for EXACT!, I had an Area Manager and 22 store managers reporting to me, responsible for 22 clothing retail outlets, with 132 permanent employees and an annual turnover budget of R 52 million.


1. Branch Viability Strategy:

Complete a comprehensive break-even analysis on all trading branches and maintain and service all branches projected to break even at operating level during the period.

Close trading branches projected to record an operating loss during the period, subject to the cost of closure not substantially exceeding the operating deficit.

Determine branch viability by applying ROGA (Return on Gross Assets) tests on marginal performing stores.

Monitor the dynamics of existing branch sites in terms of the location strategy and seek relocation where appropriate.

Budgeting and forecasting to achieve break-even and 3 monthly projections to ensure achievement of R13.0 million operating profit.

2. Outlet Strategy:

Implement enhanced model store layout and presentation to support operational needs, centre management tenant specifications, current retail trends and brand strategy. Apply to all new and relocated branches.

Implement the merchandising and visual communications policy and apply area wide during the period.

3. Merchandise Strategy:

Achieve an annualised stock turn of 4.2 by the end of the period. Implementation of an on-going progressive mark-down policy for seasonal merchandise. Develop and implement buying focus guidelines for the area to aid buyers in the procurement of

merchandise. Using buying focus guidelines, exploit opportunity areas of ladies’ contemporary fashion, men’s

outerwear, children’s separates and accessories. During the period institute purchase and distribution gridding of stores to enhance the range on offer in

higher turnover branches and to accommodate local variations. Aggressively consolidate successful new departments and seek further introductions to achieve

optimum sales per square meter. Develop regular merchandise reviews to tap available expertise and experience as well as to maintain

strategic focus.

4. Marketing Strategy:

Maintain focus on traditional lower income customer, predominantly female and black with a strong rural background, aged 18-45, and limited spending power but conscious of contemporary fashion trends and aspirational.

11

Review and update visual presentation of the EXACT! brand in the area. During the period, progressively introduce new branding to select top stores. Focus normal monthly national promotions on value, volume and wanted merchandise.

5. Operations Strategy:

Introduce and enforce chain layout, merchandising and visual communications policy. Implemented comprehensive operational policy and procedures guidelines manual. During the period, identify key branches for enhanced branding treatment, upgrading and special

merchandise focus and implement. Review chain manpower and performance. Strictly enforce principles of appraisal, discipline and reward.

Implement focussed staff development and training programs. Reinforce the principle of accountability. Prioritise customer service through:

Regular training sessions Ensuring staff visibility Appropriate ticketing and signage Clear and accurate size indication Merchandise accessibility

6. Personnel Strategy:

Implement and monitor staff appraisal disciplines and procedures. Implement a targeted selection guide to assist in the process of recruitment. Create structured training programs, supported by appropriate resource notes and monitor

implementation and benefits.Achievements:

1. Reduced stock losses from 7.8% to .98% over the period2. Increase in profitability from 18% to 29% over the period3. Selected as Area Manager of the year for the Financial Year 2003 & 2004 and was sent to Disney World U.S.A.

to experience a world class service organization in practice.

REASON FOR LEAVING : I got married to my wife in January 2004 and travelling became too extensive and resigned.


Contact Person : Sipho Masuku

Position : Administration Manager

NAME OF COMPANY : International Retail Fashion Focus (Pty) Ltd

EMPLOYED FROM : From 01 September 1999 to 31 March 2000

POSITION : Store Manager

DUTIES & RESPONSIBILITIES : As Store Manager for John Orr’s Bloemfontein I had a Credit Manager, Stockroom Manager and 6 Sales Managers reporting to me.

12



Complete a comprehensive break-even analysis on the branch and maintain and service all departments projected to break even at operating level during the period.

Determine department viability by applying ROGA (Return on Gross Assets) tests on marginal performing departments.

Budgeting and forecasting to achieve break-even and 3 monthly projections to ensure achievement of R 3.78 million operating profit.

2. Outlet Strategy:

Implement enhanced model store layout and presentation to support operational needs, current retail trends and brand strategy.

Implement the merchandising and visual communications policy and apply store wide during the period.


Achieve an annualised stock turn of 4.0 by the end of the period. Implementation of an on-going progressive mark-down policy for seasonal merchandise. Develop and implement buying focus guidelines for the area to aid buyers in the procurement of


outerwear, children’s separates, accessories and private label departments. Aggressively consolidate successful new departments and seek further introductions to achieve


strategic focus. Implement model stockholdings on private label houses and cosmetic houses to maintain maximum

sales and O.T.B.


Maintain focus on higher income customer, predominantly female with a strong cosmopolitan background, aged 18-45, and unlimited spending power but conscious of contemporary fashion trends and inspirational.

Review and update visual presentation of the John Orr’s brand in Bloemfontein. Focus normal monthly national promotions on value, volume and wanted merchandise.


Introduce and enforce chain layout, merchandising and visual communications policy. Implemented comprehensive operational policy and procedures guidelines manual. During the period, identify key departments for enhanced branding treatment, upgrading and special

merchandise focus and implement. Review store manpower and performance. Strictly enforce principles of appraisal, discipline and reward.

Implement focussed staff development and training programs. Reinforce the principle of accountability. Prioritise customer service through:

Regular training sessions Ensuring staff visibility Appropriate ticketing and signage Clear and accurate size indication Merchandise accessibility


13


implementation and benefits.Achievements:

1. Maintained stock losses at 0.90% over the period.2. Achieved profitability of 27% over the period.3. Managed 5 private label houses and 16 cosmetic houses, the largest assortment of private labels and cosmetic

houses in a South African department store at the time.

REASON FOR LEAVING : Company was placed in provisional liquidation.

NAME OF COMPANY : Wickes SA which later became part of Federated Timbers (Pty) Ltd

EMPLOYED FROM : From 02 January 1997 to 28 February 1999

POSITION : General Store Manager

DUTIES & RESPONSIBILITIES : As the General Store Manager for Wickes SA Roodepoort, I had 2 Deputy General Managers, a Buyer and 7 Department Supervisors reporting to me, responsible for 150 000 line items , with 28 permanent employees and an annual turnover budget of R 21 million.


1. Recruitment of staff2. Training and development of staff3. Disciplinary - and appeal disciplinary enquiries4. Store layouts5. Procurement of consignment stock for 150 000 line items6. Stock assortment7. Stock loss performance8. General store administration9. General store management10. Performance management11. Marketing and advertising12. Store profitability

Achievements:

1. Successfully implemented Wicks UK International Product Standards and store design concepts for the rollout to 40 Feds DIY store countrywide.

2. Succesfully implement inventory management systems with minimum stock levels and minimum ordering quantities to manage a 150,000 line items.

REASON FOR LEAVING : Company was placed in provisional liquidation.


14

Contact Person : Trevor Hartin

Position : Chief Executive Officer


Contact Person : Duncan McEwan

Position : Product Manager

NAME OF COMPANY : Buchanon & York International (Pty) Ltd

EMPLOYED FROM : From 02 January 1996 to 31 December 1996

POSITION : Interior Design Project Manager

DUTIES & RESPONSIBILITIES : As the Interior Design Project Manager, I was responsible for the interior design of a R 13,0 million rand office park in Killarney, Johannesburg.


1. Contract management2. Tender process management3. Penalty clause management4. Management of R 30 million office design project5. Floor layouts6. Works space development7. Ceiling layouts8. Electrical layouts9. Computer Workstation layouts10. Implementation of all Health and Safety Regulations ensuring the most agronomical comfort yet the most

productive use of available office space

Achievements:

1. Assisted the Executive Office - Sandton with the relocation of all MTN buildings to 3 Alice Lane - Sandton

REASON FOR LEAVING : Company was sold.

15

NAME OF COMPANY : Edgars Stores Limited

EMPLOYED FROM :From 01 July 1989 to 31 December 1995

POSITION : Independent Store Manager

DUTIES & RESPONSIBILITIES : As the Independent Store Manager for Edgars Germiston, I had a Store Controller and 5 department supervisors reporting to me.

Specific responsibilities whilst being in 7 different functions over the period included the following:


Complete a comprehensive break-even analysis on the branch and maintain and service all departments projected to break even at operating level during the period.

Determine department viability by applying ROGA (Return on Gross Assets) tests on marginal performing departments.

Budgeting and forecasting to achieve break-even and 3 monthly projections to ensure achievement of R 7.56 million operating profit.

2. Outlet Strategy:

Implement enhanced model store layout and presentation to support operational needs, current retail trends and brand strategy.

Implement the merchandising and visual communications policy and apply store wide during the period.


Achieve an annualised stock turn of 4.0 Implementation of an on-going progressive mark-down policy for seasonal merchandise. Develop and implement buying focus guidelines for the area to aid buyers in the procurement of


outerwear, children’s wear, foot wear and accessories. Aggressively consolidate successful new departments and seek further introductions to achieve


strategic focus. Compile buy plan for merchandise shortfalls and source local purchases.


Maintain focus on middle income customer, predominantly female with a strong urban background, aged 18-45, and limited spending power but conscious of contemporary fashion trends and aspirational.

Review and update visual presentation of the Edgars brand. Focus normal monthly national promotions on value, volume and wanted merchandise.


Introduce and enforce chain layout, merchandising and visual communications policy. Implemented comprehensive operational policy and procedures guidelines manual.

16

During the period, identify key departments for enhanced branding treatment, upgrading and special merchandise focus and implement.

Review store manpower and performance. Strictly enforce principles of appraisal, discipline and reward. Implement focussed staff development and training programs. Reinforce the principle of accountability.

Prioritise customer service through: Regular training sessions Ensuring staff visibility Appropriate ticketing and signage Clear and accurate size indication Merchandise accessibility



implementation and benefits.

Achievements:

1. Increased moving annual turnover from R 18,0 million to R 28, 0 million in one year whilst being employed as Sales Manager for Mens wear in Edgars Market Street.

2. Had 7 promotions over the period work above average work performance.3. Convened 128 disciplinary enquiries over the period.4. Convened 28 appeal disciplinary enquiries over the period and over ruled the decision of the original chair

person in 18 of these enquiries and at the time was regarded as one of the most experienced IR managers in the chain.

5. Revolutionized the mens formal footwear assortment in stores with a predominant black target market.

6. Revolutiioized mens formal wear by increasing the merchandise assortment with 30 day sale or return supplier agreements.

7. Sourced and bought R 3,0 million worth of local purchases on which we achieved in excess of an 85% sell off.

REASON FOR LEAVING : Was offered a better career opportunity with Buchanon & York.


Contact Person : Dave Muller

Position : Distribution Director

17

f j naude cv updated 31 march 2015

Documents