1. PERSONAL DETAILS
Suite 103 @ 1 P Bag X9 Hartebeespoort Dam 0216
Email: abs@tiscali.co.za
Cell: 082 570 7016
DOB: 2 December 1957
ID Number: 5712025095089
Nationality: South African & Dutch with EU
Passport
Languages: English, Dutch and Afrikaans
Hobbes: Hiking, Photography, Theatre, Gym,
Yachting & Deep Sea Diving
PROFESSIONALSKILLS
 Vision, Strategy, Execution & Leadership
 Profit & Loss Operations Management
 Corporate Strategy & Business Planning
 Internal & External Consulting
 Financial Planning, Analysis & Reporting
 Six Sigma Projects & Solutions
 Organizational & Change Management
 Strong Sales & Marketing Management Ability
 Capitalization, Equity/Debt Structuring, Banking
 Cost Reduction & Risk Management
 Activity Based Management & Activity Based Costing
 Business Process Mapping & Reengineering
 Operational Analysis & Performance Improvement
 Team Building, Motivation & Leadership
PERSONALITY TRAITS
 Proven problem solving ability
 Assertive and goal orientated
 Self-motivated and passionate
 Loves and thrives under pressure
 Highly innovate with lateral thinking ability
 Intelligent, Competent and effective
PROFESSIONALQUALIFICTIONS
1991 MBA (Part Time) & Honours Business and
Administration, USB (Business School)
1987 BCom Honours, UNISA
1985 BCom, UNISA
1981 HED, Normal College Pretoria
ADDITIONAL TRAINING & DEVELOPMENT
Operations Management, UCT
Advanced Consulting, AA Campus Chicago
Strategic Consulting, Gemini Princeton
Pm Bok Project Management, GIBS
Negotiation Skills, Gouws and Ass
Reengineering, AA Campus
Advanced Project Management, Gemini Paris
Rudolf (Rudy) Absil
Curriculum Vitae
PROFILE: CEO
Experienced InternationalBusinessExecutive&Turnaround Strategist
CAREER OBJECTIVES
To utilise my vastbusinessacumen in starting,leading,growing &
improving theprofitability,performance&valueof diverse enterprises
by improving businessprocessesand financestructures.
CORPORATE LEADERSHIP WITHIN THE AFRICANCONTINENT
I ama highly experienced top level businessexecutiveand turnaround
strategistwith over26 years’experienceof leadership in managing
organisationsin varioussectorsincluding mining,engineering,
telecommunications,manufacturing,petroleum,consulting,banking,
auditing and training.
I offera combination of extensivebusinessoperationsacumen with
specialist pedigreein salesand marketing management,project
management,businessstrategy,changeand transformation
management,restructuring,and knowledgemanagement.
I ama dynamicand results-driven executivewith a career distinguished
by success in organizationalleadership,principalconsultantand C-
Level positions.Accustomed to and effectivein senior-levelexecutive
roles, making high-stakesdecisionsand overcoming complex business
challenges.Decisive, interactive,motivationalmanagementstylewith
pragmaticapproach to problemsolving.Extensivebusinessexperience
with reputablenetworking abilityand professionalrelationships
managementskills.
I havewritten severalArticles and been invited to Lectures at Gibbs
SASOLdevelopmentprogrammeand severalconferences
CONSULTING SKILLSMATRIX
Strategy
Research on Businessenvironment,financialanalysis,mergersand
acquisitions,facilitation,compilation and evaluation of strategies,
Sector and area specific strategiese.g.sales and marketing,knowledge
management,production and productstrategiesDrafting of
governmentstrategy
Clients
Sasol,Natref,AECI,Tiger Brands,DeBeers, Yskor,LEA, Auditorgeneral.
Transformation
Majortransformation projects,Redesign processes,process
improvementand organisationefficiency.
Processmapping ITrequirements,Benchmarking
Clients

2. PROFESSIONALCAREER ACHIEVEMENTS
As CEO at Salberg Concrete Products
I turned around this civil engineering company, taking it
from a R6M Loss company to a breakeven in 7 months
through restructuring, repositioning and implementing
new processes. I devised and implemented new
strategies that reduced cost and improved sales by
100% and doubled production.
AS a result we Won the award for most innovative
company CMA in 2012 (Refer to later part of CV for
Article)
As Managing Director Sykes enterprises
Initially it was a turnaround position. The Company was
making a 12% loss. Within 8 months of my engagement
the company was trading at a profit. Sykes exceeded its
target for the last 8 quarters and doubled its size in 18
months and profit grew by in excessive of 20%.
Overheads were reduced by 8.5 % during this period.
Won the award for the best International Call centre
From CIG and achieved the 2nd highest score in the SSE
accreditation in quality for the 2004/05 period.
As Group manager ICS
Responsible for the establishment of a consulting and
software sales division within ICS. Started the division
and grew it to 130 professional staff with a margin in
excess of 40% in one year breaking even in month 4.
Achieving sales of R160m Also responsible for business
expansion and successfully established ICS in the Middle
East. And Africa
As Manager Operational Consulting Arthur Andersen
The function included the establishment of a new
Operational Consulting division within the Audit
Division. He developed a business plan, which included
marketing, staffing, personnel regulations as well as
viability studies and other issues. Successfully
established the practice and sold projects ahead of
budget. Was chosen by Arthur Andersen USA to lecture
an international group on advanced consulting,
specifically strategy, organisational design and re-
engineering.
As Project Management DBSA
Managed multimillion infrastructure and development
projects for the development bank in Industrial
development (Factory buildings and parks) Tourism
(establishment of Game reserves (game stoking plans
establishment of game lodges) Entrepreneurs ship
development (Loan finance training and counselling
programmes)
As Deputy Principal
The youngest deputy principal in South Africa
SSFTelkom, SiemensEskomDe Beers Booyco engineering Vodacom,
MTN,Cell C
Organisationdesign andRestructuring
Strategy based organisation design,restructuring foroperational
reasons,Rightsizing
Clients
Water Utility Company,LEA.Geda Cell C
KnowledgeManagement
Set up KnowledgeManagementsystemTheKMAT,which is based on
an organisationalknowledgemanagementmodel,proposeswaysthat
fourenablers(leadership,culture,technology and measurement) can
be used to fosterthe developmentof organisationalknowledge
through theknowledgemanagementprocess.Utilising ITproductssuch
as Delphi,Cognos
Clients
WUC,AA,AsataASTRA Gemini
Project Management
Managed projectsforclientsusing PMbokorPrince 2 asa basis this
ranged fromCapitaldevelopmentprojectsto efficiency improvement
projects
Clients
Gold fields,Absa bankVodacom
Mac consulting
EMPLOYMENT HISTORY
Startup – CEO
Company Twinstar
Startdate – 11/06/2014
End date - Currentengagement –ADVC
ProjectObjectives -
Businessplan
Drawup businessplan
Financialviability
Assistownersto obtain bankfinance
Cash flowpredictions
Establish a new company fortheclient
Businessregistration,Sars – VatCompensation fund
Premisesacquire premises
Set up factory
Design Manufacturing operationsprocess
Commission plantand equipment
Purchasebasicmanufacturing Equipment
OperationaliseFactory
Hire staff
Staff training
Build Moldsto customerrequirements
Day to Day running of operations
Production planning

3. INDUSTRIES
Mining:
Goldfields Mining efficiency, project management
De Beers- BSC Performance management, Cost
reduction
Anglo Plats – Supply chain
Telecommunications
MTN Market segmentation corporate sales strategy and
corporate sale
Vodacom banking products Cost efficiency project
Cell C supply chain warehousing
Manufacturing
Sasol Process Reengineering Gas production
Boyco Engineering - Lean manufacturing, logistics,
Leadership development
Financial Services
ABSA corporate customer care
Momentum process reengineering
Petroleum and Refinery
Sasol SFF transformation project
Sasol gasification project
Sastec Engineering, Engineering service provider
optimisation and delivery excellence
Natref efficiency project Refinery oil
Sasol explosives organisation optimisation
COUNTRIESWORKED IN
South Africa, Namibia, Botswana, Tanzania, UE, Kuwait,
UK France, USA
Productdesign/Reinforcing
Production Management
All financial management
Bankrecon
Captureall transactionsin Pastel exceptsales
Incomestatements
Managementreports
Cash flowmanagement
HR management
Recruit / hire / train excluding salesstaff
Train staff to take overadmin and financial
functionsaswell as production management
Projectmanagement
Manageall projects
Civil projectswithcontractors
– site visits Site meetings
– – logistical coordination
– Projectplanning and critical path management
Position: Group CEO
Company: Salberg ConcretePrecast
Period: 2012 to 2014
Duties and Responsibilities:
 Businessturn round.
 Managea staff of 208 staff memberswith8 direct reports
 Introducefinancialdiscipline
 Improveand build client relationships
 Employ the right staff
 Training and development
 Restructurethe organisation by optimising structure processand
efficiency
 ImproveQuality,production outputand profitability
 Appointand coach newstaff
 Expand businessinto newareas
 Majorachievementson 100 days
 Reduced overdraft
 Dubbed production from2400 t to 4000t in 3 monthsachieved
5000 tonsafter18 months
 Increased incomewith 40%
 Reduced operating cost
 Tripped turnoverin 18 months
 Introduced 3 newproductlines,Won the innovation category
fornew productsfromtheCMA
 Improved debtor’sdays
Position: ManagingDirector
Company: AdvantageConsulting
Period: 2005 to date

4. Duties and Responsibilities:
 Managea group of consultants,financialmanagementof the
company and businessdevelopmentwasresponsibleforall sales
overthe past3 years
 Actively consulting in strategy, organisation reorganisation,cost
cutting and efficiency projectsin the Telecoms industry (Vodacom,
Cell C),Governmentand utilities (Waterutilities company,LEA) and
manufacturing (Boyco engineering)aswell asmining (de Beers and
Goldfields)
 Majority of activityin Botswana withLea and otherperistalses.
Extensiveworkin SMMEdevelopmentand theorganisationsthat
supportthem.Design and implementa Supply chain projectin Cell C
(Pty) Ltdmanaged a teamto design and implementa bid to cash
project. Assistin the implementation and design of the new MTN
corporatesalesdivision.Assisted Vodacomwith theirnew financial
services strategy.Facilitated severalorganization with strategy
developmentPerformancemanagementand balanced scorecard
Designed and implemented the newcorporatesalesdivision for
MTN.Developed a Newmedia strategy forSABC
Position: ManagingDirector
Company: SykesEnterprises
Period: August2002 - 2005
Duties and Responsibilities:
 Initially it wasa turnaround position.
 The Company wasmaking a 12% loss,the previousMDwasrelieved
of his position and the Financialand OpsManagerwasasked to
leave.
 The company lostall their clients exceptone,
 In 8 monthsthecompany wastrading in a profitsituation.
 Sykeshasexceeded its target forthe last8 quartersand hasdoubled its size and hasgrown to 6 clients (from2 clients
18 monthsago),2being offshoreclientsand an improvementin Profitexceeding 20%.
 The overhead wasreduced with8.5 % overthis period.
 Sykeswasvoted the bestinternationalcall centre and also achieved COPCstatus,thefirst in Africa
Responsiblefor:
 The day-to-day managementof thecompany with and exco teamof 5.
 Responsibleforthe businessdevelopmentfunction,localand internationalsalesteam,and forall new clients secured
by Sykesin thelast 2 years.These clients included Kodak,Sony Ericcson and Sun Microsystems
 Won the award forthe bestInternationalCallcentre From CIG and achieved the 2nd highestscorein theSSE
accreditation in qualityfor the2004/05 period
Position: Director Consulting& BusinessDevelopment
Company: Adpoint5/ MacConsulting
Period: 2001
Duties and Responsibilities:
 Responsibleforsales and businessdevelopment.
 Projectmanagelargeconsulting interventionse.g.SasolShared Servicesprojects.
 Day-to-day managementof thepractice and assistin the sale activity.

5.  Develop businessplansand viability studieson behalf of ABC bankand otherventurecapitalistfor commercial,
agriculturaland industrialinvestment
 Subcontractto Macconsulting
Position: BusinessDevelopment & SolutionsHead
Company: Dimension Data
Period: 1999 – 2001
Duties and Responsibilities:
 Responsibleforthe establishmentof a consulting division within ICS.Started the division and grew it to 130
professionalstaff witha margin in excessof 40% in one yearbreaking even in month 4. The consulting division
provided integrated solutionsincluding strategy,processconsulting human capitalconsulting,systemsdevelopment,
systemsintegration and packageimplementation.Theunitfocused on e-commerce,supply chain,healthcare
consulting and vertical industries(ASP’s)
 Responsibleforbusinessexpansion and successfully established ICSin theMiddle East.
 Involved in a fewacquisitionsleading the processfrominitial interaction to finalnegotiation.Thisled to the
enhancementof ICScapabilitiese.g.the Aim methodology and eprocurementcapability. Negotiated several
cooperation agreementsthatled to revenuegenerating opportunitiesin the group.
 Played a leading role in thenew go to marketstrategy of ICSand designed their totalsolution strategy within ICS
 Core competencedisplayed in this role were entrepreneurial,visionary and hashigh levels of energy.Can identify,
develop and exploreopportunities.Hasgood negotiating skills.
 Presented atseveral internationalconferencesaswell as local conferenceson e-commerce.Madecontributionson
the subjectto local and internationalpress.
Position: Project Manager / Manager Consultant
Company: Gemini Consulting
Period: 1996 – 1999
Duties and Responsibilities:
 Developed strategiesforcompaniesincluding ABSA commercialbanking,Natref,Sasoland LocalenterpriseAuthority
(financialinstitution)
 Responsibleforthe SasolSSFprojectwith a specific focuson the gasproduction and developmentof themaintenance
and incident procedure.
 The projectdelivers an R900m benefit to Sasol.
 Implemented a BalanceScore Card projectat a large engineering firmin Southern Africa with 2 sites and 17 divisions.
Water utilities company,severalof theSASOLcompaniesAnd assisting companiesimplementand executestrategy
 Projectmanaged a telecommunicationsprojectof R10mwith focuson the supply chain,projectmanagementand
businessinformation systems.
 Developed a complex MISsystemforthe De beers using the BSCas a basis.
 Played a leading role in practicemanagement. Thisincluded heading up thesupply chain and BSC COE’s - developed
several methodologies.
Position: Account Manager
Company: EDS (Electronic DataServices)
Period: 1995 – 1996
Duties and Responsibilities:
 Coordinating two majoraccounts,Sagelifea totaloutsourcedeal,and Ellerines, an IT hosting deal.
 The responsibilityof accountmanagementwasnegotiation of outsourcing deals,developmentof SLA’s,management
of the client’s IT businesswithteamsin excessof a 100 people.

6.  The service included systemsdevelopment,packageimplementation and day-to-day systemsmanagement.
Position: Senior ManagerOperational Consulting
Company: ArthurAndersen
Period: 1992 – 1995
Duties and Responsibilities:
 The function included theestablishmentof a new OperationalConsulting division within theAuditDivision.
 Developed a businessplan,which included marketing,staffing,personnelregulationsaswellasviability studiesand
otherissues.
 Visited severaloperationalconsulting practicesin theUSA and England to determinethe mosteffectiveway to run
and maintain a practice of this nature. Established thepractice and staffed it.
 Managed a multi-disciplinary teamof consultantsworking in theretail, manufacturing and financialsectors.
 Marketed theservices of the practice. This included cold calling presentationsand negotiationsatexecutivelevel.
 Financialand general administration asrequired.
 Budgeting.
 Staffing performanceappraisals.
 Recruiting and selection.
 Training of own staff and client training in:
 Processre-engineering,
 Total qualitymanagement,
 Processimprovement,
 White collar productivity.
 Consulting projectsresponsiblefor:
Processre-engineering:
 Financialdepartmentof an animalfeeds firm,
 Financeand admin function in thefood industry,
 Logistics and stockcontrolin manufacturing,
 Procurementin multi suiteenvironment.
 Strategy work:
 Strategicplanning and facilitation in pharmaceutical,consumerproductsand manufacturing,
 Total qualitymanagementprojects,
 Customerservicesurveys.
 Setup of financiallending institution forthe developing market
Achievements
 Successfully established thepractice and sold projectsahead of budget.
 Was chosen by ArthurAndersen USA to lecture an internationalgroup on advanced consulting,specifically strategy,
organisationaldesign and re-engineering.
Training
 Immersion IIAdvanced Consulting Skills – Senn Delane Retail consulting forprocessimprovement.
 Advanced SkillsI – an Advanced Consulting Skillscoursein the Netherlands. Successfully established thepracticeand
sold projectsahead of budget. Waschosen by ArthurAndersen USA to lecture in internationalgroup on advanced
consulting.
Position: Project Leader
Company: Development Bank of SouthernAfrica
Period: 1989 – 1992
Duties and Responsibilities:

7.  Projectleader in businessdevelopment.
 Projectsresponsiblefor:
 Small BusinessDevelopment(R8million) including bridging finance,training and counselling,loan finance, physical
facilities.
 Tourist and agricultureDevelopment(11 million) including game,day visitorfacilities, lodge,communityfarms
 IndustrialDevelopment(R23 million)
 Policy and strategy projects:
 Tourismdevelopmentstrategy region F,
 KaNgwaneStatutory BodiesAct,
 Small BusinessDeregulation KaNgawane,
 Small BusinessDevelopmentStrategy KaNgawane
 Responsibilitiesincluded identifying possibleeconomicviableprojectswith the client. A full economicand financial
viability study wasdone.
 The appraisalof a projecttookplace in a teamcontextand theprojectleader is responsiblefortheplanning,
budgeting and programming of allactivities.
 Monitoring formsan importantpartof theprojectcycle. Monitoring includesbudgetcontrol,sitemeetings,
interaction and liaison with clients and professionalprojectpersonnel.
 Interaction withclients including guidanceand counselling on institutionalissues.
Other responsibilities:
 Responsibleforthe information requirementsof theGroup.Lead the Data and Information DevelopmentCommittee.
This required systemsanalysis,jointapplication design and implementation of new data systems.
 Represented theBankon all mattersrelating to small contractorsand thedevelopmentthereof.
 As a result of thematrix system,wasalso partof projectteamsin a variety of fields,e.g. gameand cattle farming,
farmersupport,training colleges,urban housing projectsaswellas bulkinfrastructureprojects.
Position: Deputy Principal
Company: Centec (Durban)
Period: 1988 – 1989
Duties and Responsibilities:
 Responsibleforthe totaladmin function of the college.
 Managementof theadmin staff in relation to the following tasks,enrolment,administrationof students’records,
budgetsand budgetcontrol,aswell asSanso reporting to the Departmentof Education organised nightschool.
Accountingduties:
 Responsibleforthe implementation of a computerised accounting and admin system.
Personnel duties:
 Responsibilitiesincluded recruitmentand selection of academicstaff. Staff grievanceprocedures,liaison withNED
relating to staff matters. Responsibleformerit inspectionsand appraisals.
Marketingduties:
 Responsibleforthe marketing and PROworkin relation to studentrecruitment. This included advertising,press
statementsand presentationsatlocalschools,shows,etc.
Academicduties:
 Developmentof coursesforthe Departmentof Manpower,and otherprivateorganisationsaccording to theirneeds.
Liaison and approvalforcourseswiththe Departmentof Manpower.
Range of academicdisciplinesresponsiblefor:
 Commercialand Managerial,Food and Catering,Clothing and design,Art.
REFERENCES
Availableupon request