BACKGROUND

Nationality: South African and British

EDUCATION

2002

GIMT

Graduate diploma in Company Direction

2001

CENTRE FOR CREATIVE LEADERSHIP, COLORADO

Leadership at the Peak

1999

Rand Afrikaans University

Advanced Diploma in Banking

1996-1999

UNIVERSITY OF THE WITWATERSRAND BUSINESS SCHOOL, JOHANNESBURG

Masters degree in Business Administration (MBA)

Deans List Quarters 4 and 5, Prizes for best student in two courses, Negotiation skills and New Ventures

1978 – 1981

UNIVERSITY OF OXFORD, UNITED KINGDOM

Bachelor of Arts Honours Degree in Modern History

Professional

INSTITUTE OF CHARTERED ACCOUNTANTS IN ENGLAND AND WALES

Member since 1987, Fellowship 1998

Languages

French (A level and some student employment) and recent Alliance Francaise course, German (A level) and Italian (O level and six months working in Milan after university)

WORK EXPERIENCE

June 2006 – present

RISKFRONTIER Consultants Ltd

Independent consultancy

Technology for accessible banking in general:

• Branchless Banking
• Mobile banking.
• Business strategy
• Regulatory issues,
• Establishment, growth and transformation of Microfinance institutions.

Finmark Trust, South Africa 2007/8

Co-ordinator for technology, innovation and transactional banking looking at mobile banking, cash social transfers, branchless distribution, e-banking systems and products:
Commission, project manager, input and dissemination strategy for reports on:
- mobile banking technology choices
- mobile banking risk and security issues
- branchless banking models
- case study for cash social transfers in Swaziland
- case study of selection of National Switch system for Zambia
- assessment of payment options for social welfare payments in Zambia

CGAP Technology Fund 2006/7

Maldives (national payments and branchless banking strategy and high level project plan), assessing options through interaction with regulator, banks and telcos, three missions to Maldives including presentation to stakeholders, evaluation of local Market research companies, survey of bank and telco capacity,

Pakistan (alternative delivery channels strategy for private bank, input into project design and interaction with regulators, telcos and banks)

IFC South East Asia 2007

IFC
Cambodia: (mobile phone banking strategy design mission with international bank in Cambodia)

Vietnam: (Mobile phone banking opportunities for local bank presented to management team, met with banking industry, MFIs, Central Bank, retailers)

Individual clients

GSMA 2009 Paper on non financial institution participation in banking industry, contribution to Annual report of Mobile Money for the Unbanked programme and Zambia case study

Malawi 2009– Retainer with SA bank to advise on payments business opportunities
South Africa 2009 – Focus not on Competition Enquiry into banking industry

Ethiopia 2009 – Business plan for payments platform and branchless banking business including looking at regulation, market, technology

Swaziland 2008 – Scoping study on the opportunities for branchless banking in rural finance

Papua New Guinea 2008:Team leader with Shorebank Interntional designing 5 year strategic business plan for local micro finance bank

Mozambique 2008: Design of business plan for open platform mobile and EFT switch to reduce costs and target rural areas and unbanked
Kyrgyzstan 2008: training of bankers, MFIs and central bank on branchless banking concepts and examples
Kenya 2007: mobile phone banking roll out strategy, improving customer usage and awareness, product and process design improvements suggested 2007

Zimbabwe 2007: mobile phone banking strategy on behalf of mobile banking platform owned by bank and telco
branchless banking strategy and operational plan on behalf of distribution partner (currently selling virtual airtime and scratch cards from containers throughout the country), advising on negotiation with local bank and requirements for regulatory changes to be presented to Central Bank)

5 SADC countries 2008: Phase 1 project for subsidiaries of South African bank;
Branchless banking strategy and opportunities with potential models for relationships with intermediaries (correspondent banking) and suggestions as to actual potential intermediary partners, assessment of priority transactions in each country, operational constraints identified. Phase 2 now requested to provide further detail on operationalising intermediary technology and distribution relationships.

Pakistan 2007: Design of section of DFID financial inclusion programme related to technology and innovation with OPM team

South Africa: Strategic planning for branch based financial literacy training at one of South Africa’s big four banks, 2006

Assistance with conference on Leadership and Governance, Risk, wrote papers on technology implementation risk, (ShoreCap exchange 2006)
Organised and facilitated panel on mobile banking and wrote short paper on Mobile banking project implementation risks (ShoreCap exchange 2007)

Funding microfinance strategy and approach with focus on input into payments capacity development for MasterCard Foundation (2007)

Facilitated session with investees of Triodos Bank on branchless banking with CGAP representative (2007)

Presentation at VISA/IFC conference June 2007 on Mobile banking and regulatory challenges and what we did at MTN Banking. CGAP presented on correspondent banking in Brazil. (Brazil correspondent banking also presented by CGAP at MicroSave workshop in South Africa on banking and technology in July 2005)

April 2005 – May 2006

MTN Banking

Chief Executive Officer

Joint venture mobile banking business start up. Standard Bank and MTN shareholders. (MTN is second largest telco in South Africa) 25,000 customers after 9 months.

Revision of business strategy

Setting up processes for working with large shareholders while establishing culture and structure of JV entity. Distribution in process of being set up through MTN channels, call centre, debit card. Issues being resolved around AML/CTF and other regulations requirements for registration and technical system flaws in registration.

Interacted with regulatory authorities and succeeded in changing regulation to allow non ‘face to face’ registrations. (I provided the wording for the Central Bank circular that was used).

Guiding wholesale client acquisition of customers (firms in the delivery business, insurance brokers, universities, employers)

Sept 2004 – March 2005

RISKFRONTIER Consultants Ltd

Microfinance Consultant

Developing course for new Microfinance MBA at University of Pretoria: managing a micro banking institution

Consultant to CGAP (World Bank) Savings project first phase
Philippines: Savings growth strategy for Card Bank

Uganda Microfinance NGO growth strategy through alliances

Feb 1999 – August 2004

TEBA BANK

Entry level bank servicing the low income market with basic banking products. 10 regions, 650 staff, 2004 Balance Sheet R1.7 billion (2001 R1.2 billion), 500,000 clients, 2003 PAT R56m ($9m)

Managing Director
Led transformation from savings fund trust for mineworkers and their families to full universal commercial bank with continued focus on low end of retail banking market.
Development of business strategy and business plan

Managed the application for banking licence through Central Bank, Competition Commisssion and Department of Finance.

Involved changing management culture from extreme autocracy to greater delegation, decentralization and empowerment to draw on the skills of all employees, bringing in new technical skills and increasing the numbers of management from disadvantaged background, developing new strategy and business plan etc. while maintaining stable profitability.

Introduced new products, broadening traditional market (unsecured loans, housing loans secured on pension fund cession, funeral insurance, fixed deposits, financial literacy).

Implementation of new core banking system implemented (Flexcube) to replace in house legacy system. Implementation of new wireless network to replace Vsatellite system. Key role in risk management process to achieve this.

Implementation of new structure and decision making processes e.g. Exco, Manco, (a two stage process initially with a very flat inclusive structure and as the bank grew and became more complex,introducing General Managers in the second stage) performance management system,

Establishment of Marketing, Risk and Compliance and Human Resource Development departments. Implemented emphasis on appropriate market research methodologies for low income market – qualitative and quantitative, enterprise wide risk framework introduced, appropriate anti money laundering procedures approved by Central Bank Technical training increased and supplemented by management and leadership training, sales training.

Establishment of Sales department and re-structuring of Operations department to increase emphasis on sales culture to support growth strategy. Previously culture based entirely on operational efficiency and internally focused.

Bank became a member of the National Payments System (a huge challenge for a small bank) and sponsored development of new low cost debit card and switching system allowing the bank to provide banking services at kiosks with Point of Sale devices connected to the cellular phone network. Gained authorization to issue Visa and Mastercard and well on the way to be able to acquire.

Introduced culture of working in alliances and partnerships with key service providers and agents for mutual benefit

Interface with government Treasury Department and Central Bank supervision department. Very involved in modifying initial AML regulations to allow reduced authentication requirements for low risk accounts.

1997-1999

COMMONWEALTH DEVELOPMENT CORPORATION (South Africa)

Equity and debt investor in emerging markets for economic development, owned at that time by the UK government.

Investment executive: South Africa office

Responsible for originating and managing investment, minimum size R10m

1994-1997

KHULA ENTERPRISE FINANCE LTD (South Africa)

National Development Finance Institution established to support small businesses. Wholesale funder through loan, grant and credit guarantee products.

Head of Finance and Administrative Services

10 staff reporting, responsible for financial management, training and IT functions. Responsible for setting up all financial, administrative and governance systems and procedures from the inception of the organization.

Member of executive committee.

1993 - 1994

Independent consultant to various NGO in South Africa

Budgeting, business plans, strategic plans, evaluations, funding proposals (e.g. National Land Committee, Environmental Development Agency, Urban Sector network)

1991-1993

RURAL FINANCE FACILITY (South Africa)

Finance Manager

Non Governmental Organisation making micro loans for housing and SMME to the poor in rural areas.

Responsible for setting up financial, administrative and governance systems from inception of organisation and participated at strategic level.

1987 - 1991

DOUGLAS AND VELCICH, AUDITORS (South Africa)

Audit Manager

Responsible for the management of variety of audits and consultancy work mainly in the Trade Union and NGO sector.

1983-1986

PEAT MARWICK MITCHELL (KPMG)

HACKER YOUNG

London, United Kingdom

Articled clerk

OTHER DATA

Board member of National Empowerment Fund 2005- 2008 (government parastatal fund investing in black empowerment deals)

Member of Ministerial policy group on agricultural finance, 1997/8

Member of Department of Land Affairs reference group on equity financing for land reform beneficiaries 1998

Member of Board of Banking Council (SA banking industry body) 2003-4

Speaker at various microfinance conferences in South Africa and abroad