October 2014

Career and Professional Profile January 2015

Curriculum Vitae: Johan Meiring ID 670403 5197 08 7

Mobile: +27 82 903 8374

“Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.” – Sam Walton

Johan Meiring is a Commercial Manager at PailPac (Pty) Ltd, which manufactures and supplies wide

mouthed rigid injection moulded packaging into the Food and Personal Care Market. This role provides

strategic direction to commercial sales and key account management at national level. Johan is also

involved in the operational activities required to ensure that the demands of attractive customers and

markets are balanced with the competitive strengths of the business. This involvement requires engaging

with stakeholders (customers, procurement, manufacturing, technical, supply chain, planning and

scheduling, order management and execution and accounts) to ensure that the customer and market

demands are clearly agreed and defined to ensure expectations are both understood and met in a

professional manner. Johan’s role as Commercial Manager also involves being the lead on various large

accounts, i.e. Unilever, RCL Foods, Nestlé, Tiger Brands, various food and dairy manufacturers and

others. Johan is also the lead on multiple new growth projects which are aligned with the business vision

for future growth and development.

Johan has built his marketing and sales career and professional competence over 28 years by completing

his Master Degree in Marketing at Rand Afrikaans University and starting his career at Sasol Polymers as

a Marketing and Sales Specialist in 1991, and moving up the corporate ladder at Sasol Polymers until he

left 19 years later as part of the Senior Management Team. During the 19 years he developed skills in the

fields of sales and marketing, supply chain management, systems, technical competence and, most

importantly, people management as he lead and facilitated various committees which developed his

interpersonal skills and competencies to ensure participation, focus, buy-in and joint decision making

aligned with the demands of the market and the competitive strengths and strategic intent of the

business.

He changed industries when he moved to Global Telematics, a leading telematics provider to the fleet

management industry in 2010 on appointment as General Manager Business Development as part of the

Executive Team. Here he lead and specifically achieved the re-establishment of customer-focused teams

– this involved the restructuring of the customer facing teams to ensure new and relevant competencies

and skills replaced obsolete and non-focused competencies and skills – with primary focus on customer

retention and growth.

Johan was head-hunted to his current position in 2012 and is enjoying the challenges that this diverse

role demands. He now has solid experience at both strategic and operational level and understands the

impact of economic demands on large, medium and small sized businesses and their value chains.

Working at PailPac demands strong commercial understanding, creativity and quick turnaround which

developed a strong resilience and adaptability competence in him.

Johan holds a Master Degree (M.Com) in Marketing obtained in 1991 from University of Johannesburg

and Master in Business and Administration (MBA) obtained in 2005 from University of Stellenbosch

Business School. In addition to these advanced qualifications he has a BBA (Hons) Business Management

(2003), B Com (Hons) Business Management (1989) and B Com Industrial Phycology degree (1988).

These qualifications make him a true professional and contributed to his strong business, commercial

and financial acumen and the ability to meet sales targets regardless of tight economic down times.

Johan has strong leadership capability and has experience in leading teams to achieve great business

results. He combines people management practices and influential leadership and power to lead his

teams to perform at their best and to go beyond the call of duty.

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Johan’s visionary ability is supported by strong analytical skills which were established as a young

professional in his role of Market Analyst and later Marketing Research Manager. He is specifically strong

in developing strategy in support of company vision, implementing sound marketing and sales principles

and practices. Johan is also strong in organizing and mobilizing people to achieve business results.

Johan has a strong project management competence and this with his industrial psychology background

equipped him to have lead several process and performance improvement projects in the three

companies at which he has worked.

Johan is values-based driven with high integrity and is respectful. He is a family man and loves the

memories that they build together. He enjoys being healthy and fit and often participates in cycling,

running and swimming events. In addition to these active sports he also enjoys camping and fishing with

family and friends.

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INDEX

HOW CAN JOHAN’S EXPERIENCE BENEFIT YOUR BUSINESS? P 5

REFERENCES P 8

ACHIEVEMENTS AND QUALIFICATIONS P 10

WORK HISTORY P 11

AREAS OF EXPERTISE P 13

PROJECTS THAT JOHAN HAS BEEN INVOLVED IN OVER THE PAST 7 YEARS P 14

SPORTS, HOBBIES AND INTERESTS P 15

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HOW CAN JOHAN’S EXPERIENCE BENEFIT YOUR BUSINESS?

How has Johan benefited by being in three very different businesses competing in different business

environments with diverse strategies to reach their respective markets?

CHANGE

How to cope with and influence change to another business in different business environments –

2010 change from Sasol to Global Telematics; 2012 change from Global Telematics to PailPac.

Learned and experienced how to cope with and influence different business cultures.

COMPETITIVENESS

Learned and experienced how to compete in and influence different competitive environments –

Sasol (compete with a local manufacturer and various importers); GTSA (compete with 8 major

local competitors and 171 smaller competitors); PailPac (compete with 3 major competitors and 5

smaller competitors).

How to compete and build sustainable market positions in markets where one is a large player

with market power.

How to compete and build sustainable market positions in markets where one is the smaller

player competing against large players and have very little to no market power.

Understand more about competitive positioning in different business environments and aligning

this with the competitive strengths and strategic intent of the business.

Managing and influencing customer expectations to compete and win with resources available.

CUSTOMERS

Customers in the different environments are sometimes asking and sometimes not asking for the

products on offer. They need to be hunted. Therefore, it demands an environment which requires

strong support to the demand and execution (operations) teams to ensure sustained focus and

common understanding.

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Customers are classified to ensure that the sales effort is aligned with the business focus. Sales

channels are developed and expanded to diversify the reach to the market.

PEOPLE (TEAM)

To manage people in these environments demands a large emphasis on activity and detail while

keeping an eye on the results (outputs).

People are the main assets and are developed and lead.

LEADERSHIP is KEY – people understand what the business vision, drivers and future focus areas

are.

Performance management in this environment is exactly what it says ”The Management of

Performance” – it is intimidating and requires a certain skill to apply in such a way that people’s

behaviour is changed constructively versus high staff turnover which results in cost and low

productivity.

BUSINESS VISION, STRATEGY, DIRECTION

It is impossible to energise and focus the teams efforts when the business leadership has not

defined what they stand for and where they need the people to focus to achieve growth and

development.

People are involved in the business vision and purpose.

CULTURE FOR GROWTH

A business needs to intentionally focus on creating and developing the capacity for growth

Innovation is harnessed and encouraged.

People are allowed to make mistakes and learn from them as this is probably one of the best

returns on investment a business benefits from over the long term.

Risk is seen as an opportunity to grow outside of your comfort zone and learning is encouraged.

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EMPOWERMENT (PROCESSES AND SYSTEMS)

Processes and systems are developed to empower people.

Processes and systems allow sales people to be out in the market.

In a highly competitive environment the sales effort is simplified to ensure faster sale cycles.

Within a clear business plan, people are trusted to do their jobs and allowed to explore new ideas

that are in-line with the clarity of vision from the LEADERSHIP.

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REFERENCES

To gain more information on work ethics and work related experiences and achievements, the following

references can be contacted:

Mr Clive Hitchcock: Group Sales and Marketing Manager at PailPac

Period: May 2012 to Aug 2014

Relationship: Direct Line Manager

e-mail: [email protected]

Mobile: (082) 827 5930

Mr Paul Robberts: Managing Director at Global Telematics

Period: Sep 2010 to Apr 2012

Relationship: Direct Line Manager

e-mail: [email protected] (HR Manager) - refer reference letter

attached

Mobile: (082) 441 0897

Mr John Barnes: General Manager at Sasol Polymers

Period: Jan 1996 to Aug 2010

Relationship: Indirect Line Manager

e-mail: [email protected]

Mobile: (082) 807 2350

Mr David Mokomela: Marketing Manager at Sasol Polymers

Period: Jun 2007 to Aug 2010

Relationship: Direct Line Manager

e-mail: [email protected]

Mobile: (082) 801 7343

Mr William Morrow: National Sales Manager at Sasol Polymers

Period: Sep 1991 to Aug 2001

Relationship: Direct Line Manager – refer reference letter attached;

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e-mail: [email protected]

Mobile: (083) 666 6613

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ACHIEVEMENTS

2014 – Job profile changed from National Sales Manager to Commercial Manager – focus on margin improvement, operations and growth

2013 – 30% Y-O-Y volume growth 2012 – Achieving 33% Y-O-Y volume growth 2011 – Team sales target on track for 2011 (YTD: 76% higher than 2010 in units and 48% higher in

revenue) 2010 – Nominated for the Customer Services Team of the Year Award at Sasol Polymers 2009 – Delivered on profit improvement plan targets 2008 – Recognized with an individual Top Gun Award by Sasol PP Business after being nominated

by colleagues for customer focus, integrity, excellence, winning with people and continuous improvement

2007 and 2008 - Awarded Customer Services Team of the Year by the Polymers Group 2006, 2007 and 2008 - Rumble Awards – Key Account Team Award 2008 – Organized a highly successful and supported Top Gun Awards function to recognize

colleagues for excelling in areas like Values Driven Leadership and Safety

ACADEMIC QUALIFICATIONS

Master Degree in Business and Administration (MBA) obtained at University of Stellenbosch Business School - 2005

Master Degree in Marketing (M Com) obtained at Rand Afrikaans University - 1991 BBA Hons – Business Management - 2003 B Com Hons – Business Management - 1989 B Com – Industrial Psychology - 1988

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WORK HISTORY

PailPac from May 2012 to present Position

o Commercial and National Sales Managero Key Roles

Sales management Key account management Project management Direction and leadership End-to-end delivery and customer satisfaction

Global Telematics SA from September 2010 to April 2012 Position

o General Manager Business Developmento Strategy

Lead the sales and growth effort of GTSA Establish a clear sales platform to enable focused pipeline growth and

development Lead and coordinate the product development roadmap to ensure alignment with

sales and growth plans

o People Ensure sales structure that supports growth and development Built a competent sales team Establish a performance management process in-line with business targets Coordinate the marketing communications effort to ensure targeted

communication Establish supportive sales process which allows for both solution selling as well as

productized selling Assist with key account management Direct reports: 1 x Customer Account Team Manager, 1 x Fleet Management

System Team Manager, 4 x New Sales Executives, 2 x Sales Administration Support People

Indirect reports: 5 x Customer Account Managers, 4 x FMS support people

Sasol PP Business from September 1991 to August 2010 Positions Held

o National Sales Manager, Demand Manager, Values Driven Leadership Champion, Enterprise Steering Committee

o Market Sector Manager and Values@Heart Manager

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Sasol PP Business from September 1991 to August 2010 (continued)o Positions Held

o Sarbanes-Oxley Product to Cash Project Team Membero Regional Sales Manager o Account Manager o Marketing Research Manager o Marketing Analyst

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AREAS OF EXPERTISE

Leading and managing people Strategy towards vision Organizing people – structure to implement the strategy Sales and marketing principles and practices Chairman of various meetings and facilitate solutions Key account management Establish a culture of mutual trust and freedom to grow and improve Coach and develop colleagues to become great achievers Resilience during tough times and adversity Business strategy Marketing and sales strategy Customer account management People management Project management Organizational culture influence and development Use of systems such as SAP, Excel, MIMI, Cognos, Maximizer Financial analyses and interpretation

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PROJECTS INVOLVED IN, DURING THE PAST 7 YEARS

PailPaco Unilever, Nestlé, Tiger Brands, RCL Foods, Parmalat, Thokoman, BM Foods, Mayo Dairies,

Clover, Fair Cape Dairies, Various others – direct, lead, coordinate, plan, network, relationships

Global Telematics SAo Unitrans, PnP, Greyhound, Roshcon, Rotran, Wardens, RAM, Berco Express, Esor Franki,

CR Visser, Mamba Security – Key account and project managemento Tender applications – awarded the Rotran, Roshcon Fleet Management System tendero Customer classificationo Align sales team with classificationo Align business future direction with classificationo Tracer activity integration

Sasol - Profit Improvement Plan – 2009 to 2010o In 2009 the business drive to identify areas where the contribution could be improved was

supported in 3 key areas (price, cost, growth) and the turnaround was implemented successfully

o Demand and supply alignment

National Sales Management and Demand Management - 2008 to 2010o In 2008 I was appointed as the National Sales and Demand Manager for Sasol PP Business.

7 people reported to me directly as follows: 4 Sales people, 2 sales administrators and the 7th person who developed the customer database, improved and maintained it.

o Establish an effective Customer Service Index, Demand Management Process, Profit Improvement Processes, Price process

Values@Heart - 2007 to 2010o Established and managed the Values@Heart Team (19 people) who represented all

functions in the PP Businesso Lead values awareness initiativeso Organize a successful Top Gun Awards function

Customer Key Account Management - 2004 to 2006o Develop, establish and lead effective key account management processes at identified

accounts which ensured sustainable competitiveness and growth

Customer Database Development - 2004 to 2007o Develop, establish and lead an effective customer database and marketing decision

support system which added sufficient value to the business focus and direction

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SPORT, HOBBIES AND INTERESTS

Sporto Cycling – completed various cycling events – best 94.2 time of 2h47min; best Argus time

of 3h15mino Running – 5km park runso Swimming – completed various swimming events, i.e. Midmar Mile

Hobbieso Motorcyclingo Fishingo Reading

Interestso Tenniso Rugbyo Cyclingo Motorsporto Motor bikingo Sightseeingo Outdoors – campingo Top Gearo Discovery Channelo Popular Mechanics

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Motivation Resumé Personal Development Table