1. Curriculum Vitae
Marike Cilliers
Personal number 11822554 (commenced in employment in SARS 20/01/1992)
Identity number 701226 006 0080
Age 45
Race White
Gender Female
Marital status Divorced
Qualifications Advanced Professional Management Diploma
Matric
Institution UNISA
Period 2 years
Skills Computer Literacy:
Microsoft Office 2007 (Word, Excel, PowerPoint' Visio, MS Projects, Mind Manager )
Business Modelling tools - Strong background in the usage of the UML methodology
and toolset for process mapping, re-designing and metrics measurement:-
 Unified Modelling Language (Standard language for writing software blueprints)
 Documenting Business models in Rational Rose
Making Great Leaders Programme
Competencies and
skills – confirmed by
Management
development
assessment
conducted by
Primeserv and
Deloitte assessment
 Strengths to leverage:
 Interpersonal and leadership skills
 Dispute resolution
 Systematic and organised
 Organisational skills
 Communication skills
 Mobilising teams: planning and organising
 Building sustainability
 Leveraging diversity
 Conceptual thinking
 Coaching skills
 Interpersonal skills
 Innovative
 Deciding and initiating action
 Delivering results and meeting customer expectations
 Applying expertise and technology
 Entrepreneurial and commercial thinking
 Formulating strategies and concepts
 Adhering to principles and values
 Humility: coping with pressure and setbacks
 Sound knowledge of the core and support business
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2.  Facilitation and Project Management
 Presentation formulation and conducting of workshops
 Handles extremely high complexity
 Work quickly through a lot of information
 Information integrity
 Consultative and negotiative leadership style
 Define actions and resources to achieve goals within specified constraints
 Effectively using methods of establishing priority tasks, pacing to complete all
tasks
 Effectively scheduling and tracking tasks
 Integrating information to establish strategic direction
 Financial planning and asset management
Performance
recognition:
2006/07 – Star performance reward
2005/06 – Star performance reward
2004/05 - Star performance reward
2003/04 – Star performance reward
2002/03 – Team based performance reward
Employment history:
Area and period Deliverables
Manager: Planning
and reporting 04/2012
– still in position
Senior Manager Divisional Planning from June 2013 onwards.
Expected outputs:
• Accountable for the development, implementation and monitoring of the Divisional
and sub-divisional business plan which include:
• Develop Group Business Plan
• Develop DC and direct reports scorecards
• Accountable for the performance monitoring and reporting in the division which
include:
• Develop reporting and tracking mechanisms.
• Deliver a coherent information management platform that will serve as a
single point of access to information in the division.
• Develop dashboards according to business plan requirements
• Produce an integrated operational performance report including a trend
analysis and forecasting reflecting a holistic view on activities within the
division on a monthly, quarterly and annual basis.
Contribution to the expected outputs are as follows:
• Co-ordinates all business plan and performance related activities in coordination
with the executives and senior managers of the division.
• Actively involved with the design, development and implementation of the tracking
mechanisms to establish a baseline to ensure optimum results.
• Ensure consistency, standardisation and alignment to the strategy.
• Reflect the health of the business holistically and therefore are working towards
an integrated view of people, performance and the quality of outputs including a
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3. Area and period Deliverables
trend analysis and forecasting in a consolidated view to provide the executives
with a reliable platform to make crucial business decisions.
• Scope and outputs include all operational performance areas and support areas
which include Strategy and Risk, Enterprise Business Enablement, Stakeholder
Management and Integrity, Anti-Corruption and Security, Communications,
Website Usability Unit and Business Resource Services.
The role further includes:
• Obtain data and information, verify correctness, analyse data, propose
recommendations and compose monthly, quarterly and annual reports as per
specified reporting frameworks:
• Executive reports
• Dashboards
• Ministerial reports
• Commissioners reviews
• Treasury reports
• Annual reports
• Strategic Council reports
• Ad-hoc reports to Finance, executives and other units within SARS
• In addition:
• Designed, developed and implemented standardised dashboards for all
business areas within the division as well as an integrated standardised
intranet based work environment for the above mentioned areas within the
division with built in security controls measures.
• The divisional and sub-divisions workspaces are operational. It should be
noted that as a result of changes within the division (restructuring and
movement of people) additional development and maintenance to the current
will be a continuous process.
• Assisted with the development of the workspace communication page and
guidelines.
Data and Information
Manager 2006
-03/2012
 Responsibilities did not only entail data gathering and reporting - it is much
broader than that. It also entailed interpretation and analysis.
 Ensured that all strategic deliverable are reported and delivered on.
 Responsible to report on the divisional, executive and managements scorecards.
 Dealt with Auditor General and Internal Audit on all performance related issues
for Enforcement.
 Maintained the Commissioners dashboard, reporting and tracking system to
facilitate interaction when the Commissioners monthly reviews take place.
 Data and Information system to facilitate a standardised reporting framework and
mechanism for Enforcement and Compliance Risk.
 Reporting framework of all support activities in Enforcement and Compliance
Risk.
Developed and implemented the following frameworks and systems:
 Developed a dashboard, reporting and tracking system to facilitate interaction
when the Business Review Committee weekly meetings take place.
 Reporting mechanism for the Business Review Committee to extrapolate
management information and analysis.
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4. Area and period Deliverables
 Developed a reporting framework for the Compliance Risk division aligned to the
Enforcement division to present a standardised and aligned approach to internal
and external parties.
 Developed a reporting framework for the Anti Corruption and Security division
aligned to the Enforcement division to present a standardised and aligned
approach to internal and external parties.
She was further responsible for the compilation of the following Enforcement and
Compliance Risk reports:
 Obtained data, verified correctness, analysed and composed weekly business
review committee templates reflecting the national performance on all areas as
mentioned above.
 Obtained data, verified correctness, analyzed and composed weekly, monthly,
quarterly and annual executive report reflecting the national and regional
performance on all areas as mentioned above.
 Obtained data, verified correctness, analyzed and composed Ministers report on
a monthly basis
 Obtained data, verified correctness, analysed and composed Commissioners
review dashboard and report on a monthly basis
 Obtained data, verified correctness, analysed and composed and gathered
documents on the divisional scorecard on a monthly, quarterly and annual basis.
 Updated Business Review Committee presentations on all performance areas on
a monthly and quarterly basis.
 Obtained data, verified correctness, analysed and composed Treasury report on
a quarterly and annual basis
 Obtained data, verified correctness, analysed and composed Strategic
deliverables on a quarterly and annual basis
 Obtained data, verified correctness, analysed and composed quarterly review
presentations on all areas as mentioned above
 Obtained data, verified correctness, analysed and composed Annual report
 Obtained data, verified correctness, analysed and composed PCOF reports
In addition:
 Responsible for the Criminal Investigations performance portfolio – Obtained data
from regions, verified correctness, analysed, followed up on non performance and
composed reports.
 Responsible for the Outstanding Returns performance portfolio – Obtained data
from regions, verified correctness, analysed, followed up on non performance and
composed reports.
 Responsible for the Estates performance portfolio – Obtained data from regions,
verified correctness, analysed, followed up on non performance and composed
reports.
 Provided ad-hoc reports and data to the finance department for cost to company
calculations.
 Provided General Managers with reports to submit for their individual
performance reviews.
Assigned as the
Manager in the GM:
Enforcement's office
 Implemented an electronic tracking and filing system for the office to ensure that
documentation and correspondence will be effectively stored and managed
efficiently.
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5. Area and period Deliverables
from February 2005
until March 2006.
 Prepared and managed all correspondence and documents for the GM’s attention
including the monitoring of the document management system
 Assisted and advised the GM in preparation for internal and external meetings,
including drafting of presentations
 Scheduled and organised meetings, workshops/seminars and conferences for the
GM and Regional Enforcement management by ensuring that logistics pertaining
to the event(s) are available and organized before the event.
 Noted and informed the GM of any deviations from the norm in terms of budgets,
legislation, policy and practice.
 Attended meetings on behalf of the GM as and when delegated to do so by the
GM.
 Provided quality assurance and timeous submission of executive reports the
Commissioner and the Minister’s reports
 Compiled the minister and parliamentarian questions to ensure that the inputs
meet the requirements of the recipient.
Additional tasks:
 Compilation of structure, job descriptions, placement letters, escalation process
and communication protocol for the division.
 Assisted PIM team with the development of the process design with regards to
strategy and planning.
 Assisted with the Siyakha blueprints for zone 3 (geographic / demographic
research & capacity planning).
 Assisted the Business Program team with the Human Resources initiative to
ensure that a data base will be place to be able to do proper capacity planning.
This exercise included the monitoring process of acquisition, resignations, skills
and competency levels of Enforcement staff members.
 Assigned as a team member to compile the Business plan for 06/07 and was
responsible for the compilation and alignment of the plan.
 Contributed to the capacity planning and key performance areas and indicators
for Enforcement.
Enforcement
Assistant Operations
Manager June 2004 –
Jan 2005
 Developed and implemented the Audit strategy and Business Plan
 Developed an operational strategy document on Audit and consolidation of all
components
 Developed Staffing Plan for Audit
 Preparation for quarterly review Documents and presentations.
 Compiled summary documents as contribution to the Annual Report 2003/2004
 Facilitated “trouble shooting” initiatives e.g. restructuring of KZN Collections.
 Facilitated and co-ordinated the coded cases project (appointment of students to
address backlogs)
 Compiled Enforcement operational reports
Additional tasks:
 SARS structure/restructuring Scoping SARS structure/restructuring
 Elaboration on SARS structure.
 Developed training material on fundamentals of management for team leaders.
 Delivered a Control and Enforcement strategy as part of the 2010 project.
 Assisted with the development of the SARS structure
Design Centre,
Assistant Project Co-
 Managing the Business Process Modelling team.
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6. Area and period Deliverables
coordinator.
Feb 2002 – Nov 2003
Business Process
Architecture project
co-ordinator
Dec 2003 – May 2004
 Co-ordinated and facilitated Business Process Architectural Modeling for the core
and support processes within SARS.
 The role included counseling, couching and mentoring to ensure continuity and
growth within the team members.
 Depicted the complex reality of the organisation into a logical view by means of
aligning and integrating the core and support processes and closing the gap
between the future and current status by implementing process improvements
through projects.
 Developed a well orchestrated process management system to ensure alignment
and proper implementation of process streams.
 Developed and introduced a structure for Business Process Architecture.
 Developed a future state, maintain processes, identify and analyze gaps, asses
value proposition and recommend solutions.
 Took the responsibility of the planning, building, configuration, integration, testing
and deployment of all process related improvements.
 Developed and introduced proper process improvement standards.
Assistant Project
Manager Compliance:
10/2001-01/2002
Co-ordination and facilitation on the roll out of the pilot office in the KwaZulu Natal
Compliance Centre in Durban (Siyakha 1 : Organisational Development)
Area of responsibilities:
 Expenditure Budget of R8m
 Prepared budgets, financial projections and cash flow statements. Performed
analyses and created written and graphical reports and presentations.
 Allocation of tasks and workloads to the team members with regards to the
marketing, human resources, operations and logistics of the new centers.
 Overall responsibility was to ensure an integrated risk based approach in
conducting the business.
 The processes were mapped and implemented within the office with very good
results. The new approach in conducting audits ensured a decrease in the error
rate by 60%. Revenue collected increased by 45%.
 The role included counseling, couching and mentoring of staff members to ensure
continuity and growth within the staff members within the Compliance Centre.
 Interaction with stakeholders within SARS from management to the lowest level in
the organisation.
 Interaction with external stakeholders (Consultants, Space planners, Interior
decorators, Architects and suppliers of office and computer equipment)
 Facilitated workshops and one-on-one interviews to ensure that business are
familiar with the new way of conducting business and to take ownership of the
above.
 Formulate and deliver presentations to all stakeholders in KZN, Western Cape
and Gauteng regions.
Transferred to HO
due to centralisation
08/2001-10/2001
 Strategic Planning for Audit
 Developed process flows
 Developed Risk profiling manual (team member)
 Facilitated workshops on processes and procedures
Regional Audit
Manager and acting
 Facilitated and co-ordinated audit related activities within the 13 different offices.
 Streamlined processes and adopt an integrated risk based approach in
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7. Area and period Deliverables
Regional Customs
Manager of the
Northern Province
and Mpumalanga
regions
April 1997–July 2001
conducting audits. (Integration of customs and revenue processes: imports and
exports links directly with the refunds on VAT)
 Conducted workshops with regards to best practices and changes within the audit
environment.
 Presentations were made to management on the progress and performance of
the regions.
 Roll out of the newly established Customs offices in Swaziland and Botswana.
(Infrastructure, office equipment, computer equipment, staff appointments and
training on procedures)
 Meetings with external stakeholders (SAICA, Intelligence, Home Affairs,
Environmental Affairs and Tourism and Police Departments with regards to joint
operations and alignment on the border posts.
20 January 1992 –
March 1997
Appointed as a tax officer responsible for:
Transfer duties, stamp duties, reconciliation of income statement, VAT auditor, acting
supervisor.
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