Business Development Executive

(Nov 2005 - Dec 2007)

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As one of two Business Development Executive's responsible for the Public Sector at GijimaAst, Clive managed a portfolio of R350 million with a team of 12 Senior Account Managers targeting a customer base comprised of select national government departments and State-Owned Enterprises.  

 

Knowledge acquired: Development of a growth strategy aligned with the mandate of the Public Sector growth strategy; understanding of the Public Finance Management Act (PFMA) and Municipal Finance Mananaget Act (MFMA); linking the business unit’s objectives to the company’s strategic plan; aligning the incentive plans to the company’s strategic objectives; cost-benefit analysis of the sales effort (ROI modelling); cross-functional integration between the various competency centres in the company with the customers business units and reinforcing a customer-centric approach in the account teams. Reporting of customer performance (satisfaction, revenue, profitability, focus areas, issues, investment requirements, and opportunities) to executive stakeholders and the Board.

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Strategic Account Manager: Public Sector

(Jun 2005 - Oct 2005)

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As a Strategic Account Manager in the Public Sector business unit, Clive was contracted to an annual sales target of R35 million which he easily achieved. He focused on developing strategic account plans for the various national government departments including the Departments of Health, Trade and Industry, Public Services and Administration and the National Treasury. Relationships with customers were built at various levels within these organisations demonstrating his flexibility and effectiveness in adapting his engagements from the board all the way down to operational resources.

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Group Bid Manager​

(Nov 2004 - May 2005)

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Owing to Clive's deep understanding of the company service offerings, solutions architecture background and ability to create attractive value propositions for clients, he was contracted by the EXCO to take full responsibility for the strategic bid engagements of the company.

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IS: Solutions Architect

(Jun 2004 - Oct 2004)

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As a Solutions Architect in the company, Clive was fully responsible for aspects of business analysis, design of the overall business delivery model as well as crafting the solution offering that would be proposed to the client. In this role, he developed skills to not only enhance his understanding of the underlying technologies but the business drivers that motivated them. As a result of exposure in this role, he developed a more consultative sales approach and changed focus from a product-centric to a more solutions centric mindset. As a Solutions Architect, Clive also gained exposure to Business Process Outsourcing (BPO) which has become the trend in business today.

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Manager: MIS​

(Nov 2003 - May 2004)

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As manager of the Management Information Systems Department with a staff compliment of 15 business level analysts, Clive was responsible for collecting, analysing, collating and disseminating management information about customers and operational performance within the group.

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Manager: Technology Support Services

(Oct 2002 - Oct 2003)

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As manager of the R30 million Technology Support Services business unit, Clive held full P&L accountability for managing all the technical teams that were responsible for the data centres and other mission-critical systems of the outsource clients. In total, his teams which were geographically spread throughout South Africa consisted of 5 experienced Support Managers who managed 40 highly skilled and senior technical resources.

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Programme Manager: Absa DTS Projects

(Apr 2000 - Sep 2002)

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The Programme Manager position in AST Group was a result of Absa outsourcing part of its IT Division in 2000. As Clive had focused on Absa Corporate Bank IT Projects before the outsourcing, he was contracted to managing projects in the Corporate Bank Division as he understood the business environment well. As before, he maintained full accountability and responsibility for all aspects of project delivery utilising best practices as set out in Prince II methodology and conforming to PMBOK guidelines.