1. RESUME
Ilse van der Merwe
Management
Practices
Project
Management
20+ Construction projects over a 4 year period, R 44 mill highest project value delivered
25+ Business projects ranging from ISO implementation to strategy enablement
20+ Engineering projects delivered over a period of 10 years
Project management of cross functional and multi-disciplinary teams
Project Management across geographies
Change Management
Principle member of South and Eastern Africa GEA 2020 Global
Restructuring project
People Management
Direct Management of 5 to 10 to direct reports at any given point
with a total team compliment of 30 to 40 at any time.
Leadership
Leadership through Service - Simon Sinek advocate and follower
Mentorship/
Coaching
2 Coachees nominated as Best Student within Stellenbosch Business School MDP Progarm
Business
Process
Process
Design
Develop and design Business Requirements Document & User Requirement Statement for
projects ranging from CRM Implementation to customized engineering requirements
Business
Systems
Experience in ISO (quality & environmental) implementation,
maintenance and systems audits.
Experience in HACCP implementation, implementation and system audits.
Experience in NOSA implementation and systems audits.
ISO & HACCP certification achieved year on year throughout
tenure with no non-conformances noted
Achieved 5 star NOSA audit rating
Implementation of a Sharepoint CRM system across 5 Business Units and 50+ users
User Manual developed for Sharepoint CRM adopted by GEA Globally
Sales and Marketing
Marketing
Development and execution of the GEA integrated marketing plan across
5 business units across Southern Africa
Annual marketing budget of R 11 Million for above and below the line marketing activities
Develop and distribution of Marketing Material through local providers or through GEA Group
Communication
Development and execution of communications strategy
Designed and developed standard company presentation for all value propositions
Development and delivery of internal quarterly company news letter
Sales
Management
With GEA 2020 restructure in 2015, responsible for the management and
development of the Solutions Sales Business Area in Southern and Eastern
Africa, with a forecasted turnover of €72 million for 2016
In 2015 Sales turnover of 108% achieved against a forecasted of R 115 Million
Co-ordinated with Business Units Heads to produce standard proposals
and templates to speed up the sales process
Sales Skills
Development
Introduced personality profile assessments, 360 feedback, job and
profile matching into sales team
Developed Sales Training Program including sales process
training, negotiation skills and technical training
Introduced and developed clear performance matrix and defined
development programs for all resources
Engineering
Facilities Management
Managing of facilities, technical plant, & movable assets
Safety Management
Management of projects & facilities in terms of 16.2 appointment of OHSAct
Technical projects
20+ Engineering projects delivered over a period of 10 years
Concept Engineering
Creation of user requirement statements to facilitate
detailed engineering design
Maintenance management
Creation of holistic maintenance plans for facilities &
movable assets
Management of facilities & movable assets against
maintenance plan
Commercial
Acumen
Managing Budget
Managing a turnover of €72 million with full P&L ownership
Managing overhead budget in
excess of R 15 mil
Managing Capex budget in excess of R 35mil
Contract Management
Managing in excess of 40+ suppliers against corporate
governance guidelines and service levels
Creation of service level
agreements
Negotiate tariffs for supplier contracts
Analytics
Understanding & analysis of financial reports of competition & customers
Strategic
Enablement
The Canvas
(Strategic Planning &
Execution)
The Canvas is a strategy formulation and execution tool based on the
business model of business strategists Osterwalder and Pigneur
The Canvas was developed through work completed as part my MBA
Thesis entitled "The optimisation of internal collaboration within a
multi-divisional organisation"
The Canvas takes shape and is owned by the organisation and as we
create together the Canvas becomes known as the "Business Name"
Canvas in this case it was the GEA Canvas
The Canvas is designed to align the CEO/MD objectives into clear and
measurable objectives to be achieved across the organization
The GEA Canvas provided a blueprint to align and clarify business
discussion within GEA
The GEA Canvas was rolled out across 5 Business Units within GEA to
align and track key strategic objectives
The GEA Canvas was formed part of a project role out at the
Executive Leadership Program run by London Business School
Business Intelligence
Provide market intelligence on target markets and geographical
areas to enable business units to define local sales strategies
Provide market intelligence to GEA Germany to produce global
sales forecasts per geographical area and to define the global
sales strategy and product development initiatives
Experience in use and research through tools such as
Business Monitor International, Euro Monitor, StatsSA etc
2016/10/11