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My experience, 29 year track record and my personal capabilities are very relevant to an African role: 1. Strong strategic thinking and vision, but very rational and practical approach to

execution.

I am very comfortable moving between the hands on selling, marketing and people development areas to ensuring that all the different functions actions are focused on building long term success.

I have extensive experience and successes in dealing with boards and senior management on strategic issues and then interpreting this to make it practical for people who have to action them to do this with confidence and motivation.

In my Nordics role from the ‘start up’ of the region to during the merger process, it was imperative that whilst that strategy was important keeping execution alive being very practical about it was critical

At Wine People with the change from coop model to building brands, post the merger especially with a number of farmers being shareholders, we needed to keep our feet on the ground with both the vision and execution.

2. Extensive international brand building and commercial acumen with excellent

understanding of emerging markets and channels and ability to build long term partnerships.

Africa and Asia have been at the cornerstone of all my roles except for the Nordics role and with the successes I have had in SA and in Africa where Distell was/is on a big push to have ownership of the consumer and customer ‘last mile’

I have worked in and with over 40 countries and have a sound understanding of what it takes to understand cultural diversity and to adapt my approach to develop good relationships and business.

With respect to brand building, I have always followed the approach that it is imperative that any effective activation is framed within a strategic brand direction

3. Significant Pan African/Distributor management

I have strong distributor management experience as a result of my roles at Wine People, IDV

Nordics, Cape Legends and Distell Africa

At Gilbeys I was involved in the marketing not only for South Africa but Namibia, Botswana, Zimbabwe, Tanzania, Zambia, Kenya and the Islands.

In sales and marketing role at wine people remit was global with South Africa contributing 15 % of our sales and then Kenya, Emirates and the Islands being in top 15 markets.

At Cape Legends where Africa/Emirates as 20% of our international business with Ghana, Zambia, Dubai and Tanzania being key.

In my Distell Africa role, all countries except for South Africa, Botswana, Namibia and Swaziland fell under the African region remit and gained extensive in market insights via detailed business plan development for top 9 markets.

In Distell role the remit was a dual one: a. Strategic- working with the likes of Canback, Deloittes and own team to establish in

market route to market and Distell teams in Angola (Distell’s largest market), Ghana, Nigeria, Kenya, and Mozambique

b. Executional- working with in market country managers and regional business managers to support brand and customer execution in above markets plus Zambia, Zimbabwe, Tanzania, DRC that made up top 9 focus markets

c. Support for other markets included Mauritius, Uganda and Malawi

4. Disciplined processes and procedures experience across a number of business functions with high degree of personal responsibility and independence.

I have worked closely with operations and finance and have full responsibility for making sure that all areas of the value chain are working together from forecasting and planning to financial and business reporting.

My commercial finance experience is extensive and in my Wine People, Cape Legends and Nordics roles have had full bottom line responsibility for the entire business.

I am very comfortable and have extensive experience with setting up structures and driving changes and new and existing partner relationships. In the Nordics I was provided a blank desk and computer and after 18 months a structure and processes was in place that was maintained

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long after the Diageo merger. There were similar experiences at Wine People and with Distell Africa role, especially in Nigeria, Ghana and Kenya

5. Excellence in point of purchase execution and delivering sustainable bottom line results. My strongest asset is understanding the point of purchase and focusing resources behind this

to ensure that negotiations are not just price based and that internal skills are used to deliver sustainable margins- Nordics, Wine People, Gilbeys, Distell Africa

I work best in an environment where there is a clear and consistent mandate and support from the shareholders to grow the business, but am very comfortable with change and the need to adapt to different situations.

6. Leadership skills with a strong people capability development focus

In my change management role, I used my experience from the Nordics and the many days in townships in S.A. in the early 90’s, to make the people development area the main focus for all projects and have continued this approach in my Wine People and current role.

Believe passionately in making people the cornerstone on which successful business is built and working across line responsibilities on a project management basis.

Lead by example, using situational leadership, trust and positive reinforcement with clear direction on individual responsibility and accountability

I believe that I am well capable of delivering on the aspirations outlined in the main accountabilities section and playing a valuable role in delivering on the key deliverables