1996 to 2012 April
Voith Turbo (Pty) Limited
(Acquired Stratford Engineering where I was employed from 1996 - 2001)
Position : Marketing Manager – Division industry
Responsibilities:
Planning
Work with head of division to develop and implement a marketing and business development strategy that supports the business objectives and the Company’s goals. This includes developing and implementing integrated and strategically aligned plans for advertising and promotions, seminars, sponsorships, special events, public and media relations, web and technology-based initiatives, proposals and other external communications.
Business Development & Client Care Initiatives
Identify opportunities to leverage and expand the client base both domestically and internationally. This includes
a) managing the development and delivery of company-wide client care programmes, events and systems aimed at deepening key client relationships, as well as
b) Providing business intelligence support on prospective clients, as well as competitor information.
c) Participating in the Management of the Industrial Division with the purpose of supporting the Division in identifying and leveraging business opportunities and alliance partnerships in and across Africa.
d) Supporting clients by providing information on technical developments that are likely to impact their businesses.
e) Development of the CRM system within Division industry .
Identify opportunities for presentations, pitches, marketing materials, seminars, appropriate affiliations, events and other targeted methods that drive new business development and cross-selling. This includes advising on the implementation of effective blueprints and systems for drafting, tracking and measuring the success rate of proposals and tenders, as well as monitoring and evaluating the effectiveness of affiliations and targeted events.
External Branding: Sponsorships, and Communications
- Identify opportunities to increase brand awareness and to raise the visibility of Voith in the market. This includes overseeing and ensuring the quality of the Company’s public and media relations, including advertising and press releases, to enhance the media profile of the Company, to increase market presence, and to promote the Company’s professional credentials.
- Oversee, monitor and actively strategise with contacts responsible for website maintenance, updating and optimisation, including Search Engine Optimisation and Marketing campaigns.
Merchandising
Initiate and oversee the development, maintenance and ongoing quality control of marketing materials, and the procurement and distribution of promotional items and gifts in line with strategy, brand, reputation and high standards of the Company.
Internal Branding & Communications
Identify opportunities to foster internal communications and synergy across the Company’s departments. This includes developing and overseeing the implementation of an internal communications strategy for the Company involving a mix of company-wide newsletters, news flashes, in-house seminars, conferences and staff functions.
Budgeting/ Financial Management
Prepare, manage and administer the marketing budget, with oversight from the Company’s Board of Management.
Vendor Management
Develop outside consultants, vendors and other marketing-specific resources to ensure that work progress and quality standards are set, achieved and met
Leadership Roles and Achievements:
Produced and managed best exhibition stand in SA. Received first prize in 2006 and again in 2008. Highly commended 2010
Supported Voith sales growth of R110M to R250M from 2001-2008.
Successfully project managed the R12M corporate design and construction of the Voith head office in SA.
Chair person EASATSCOM
Member of Board of Management 2002 - 2010
Deployed to Industrial Division( 80% of Voith Business in RSA) to bolster and refine marketing efforts 2010
Appointed to the Voith global communications team for the product group Constant Fill Couplings as regional representative for the Southern African Region - July 2010
1994 - 1995
Crystalite Plastics (Pty) Limited
Position : Marketing and Sales Consultant
Reason for leaving: Career growth
1991 - 1994
Innovative Management Development
Position : Student and Marketing Tutor
Reason for leaving: Offered a corporate marketing opportunity
1989 - 1990
Long Horn Fast Foods
Position : Branch manager
Reason for leaving: Sought an opportunity within the marketing field
- Parktown Boys High School
Matric with exemption
Achievements:
Prefect
Head of House
Commander of House Cadet Detachment
Member of SA Schools Rowing Champion Crews
- IMM GSM – Strategic Management (Current)
- WITS Business School (2010)
Strategic Marketing Programme (SMM)
- Institute of Marketing Management
Graduate Diploma in Marketing Management
Training EE
MS office training Voith
Corporate design training Voith
Last employer: April 2012
Voith Turbo (Pty) Ltd
Reason for leaving: personal and professional growth
Interests:
Marketing; aesthetics; military history; music; travel.
Strengths
a) Professional
- Qualified Strategic Marketer - recently updated Strategic Marketing Management knowledge (Wits)
- Ability to work at Senior – level
- Updated MS Training - Internal Voith 2009
- Diversity training - Internal Voith 2009
- International branding training and experience
From a Behavioural Perspective
- Attention to detail
- Energetic
- Leader
- Passionate
- Preference for team work
Weakness
- Dislike stating the obvious
Quantifiable Achievements
|
|
Company
|
Position
|
Quantifiable Achievement
|
|
1
|
Innovative
Management Development
|
Marketing Tutor
|
Preparation of tutorials, detailing core concepts to students. My student group had a 98% pass rate
|
|
2
|
Stratford Engineering
|
Marketing Executive
|
Supported sales growth of 40 % i.e. 20 million ZAR - from 30 million ZAR to 50 million ZAR for the financial year 97 - 98. This was achieved by improved co-ordination and redirecting marketing expenditure to a closer fit with company activities and resources. A large part of the support included the redesign of the corporate identity of the company and improved market communication which lead to higher sales within the project market. This cumulated in significant increase brand equity and record sales for all 4 divisions i.e. Electrical, Rotary switch, Submersible Pumps and Power Transmission Divisions
|
|
3
|
Voith Turbo
|
Marketing Manager
|
Re designed and re – branded all sales tools and related material from 2 companies that Voith acquired into Voith corporate design
|
|
4
|
Voith Turbo
|
Marketing Manager
|
Media communications in terms of press releases (product, profiles, testimonials) as well as appointment, budgeting, briefing and monitoring of PR Agency. Moved from a situation of no South African coverage to coverage in excess of 1.8 mil ZAR PA. This figure excludes advertising and is purely PR based
|
|
5
|
Voith Turbo
|
Marketing Manager
|
Produced and managed the best exhibition stand in South Africa - received first prize for the 100 to 200 meter squared system build category. Independently judged by EXSA (Exhibition Association of South Africa) - 2006. First prize again in 2008. Highly commended 2010 in the custom build category. This exhibition is key expo for the company. Is the only A grade Voith expo stand worldwide that is designed outside of Voith Germany ie To an international standard.
|
|
6
|
Voith Turbo
|
Marketing Manager
|
Supported sales growth of 110 Million ZAR to 250 Million ZAR 2001 - end 2008 by providing, creating and maintaining sales tools.
|
|
7
|
Voith Turbo
|
Marketing Manager
|
Complete corporate design for Imfuyo Projects (Pty) Ltd Voith owns 47 % of BEEE Company. Turnover is similar to that of Voith VTZA.
|
|
8
|
Voith Turbo
|
Marketing Manager – Division industry
|
2010 - Coached local sales representatives and managers of our Industrial division on ‘market audit logic’ prior to a strategic conference held in April 2010 to determine If Voith South Africa was to be considered a regional centre of competency - Result Voith South Africa is now a recognised regional centre of competency for constant fill hydrodynamic couplings.
|
|
9
|
Voith Turbo
|
Marketing Manager – Division Industry
|
2010 - A key strategic client was to defect The defection of the client would have compromised our market position significantly. Suggested, devised and drove an open communication e-mail based solution that resulted in improved service delivery and resulted in customer retention
|
|
10
|
Voith Turbo
|
Marketing Manager – Division Industry
|
2011 – 2012
Directed and co-ordinated strategic planning process within the sales force. The output was a clear set of actions per product and area.
|