Kevin Burnand

Managing Director Healthcare Cluster

With 25 years’ experience in Sub Saharan Africa in the Healthcare/ Medical Devices/ HCP’s/ Funders, B2B and B2C, Welding industry, Chemicals, Mining, Agriculture and Beverage sectors, I am customer focused and understand the importance of delivering value to shareholders, while providing sustainable growth and development opportunities to employees including mentoring. As part of a Global international company for 25 years, initially grounded in Sales and Sales Team Management, I have a solid understanding of working in a Matrix organization which focuses on the deliverables of strategy and growth. Compliance to all regulatory and business requirements (GMP and GDP) has to be central to operating a Global company in different countries and internal controls and education of employees on bribery and anti-competitive behaviour has become part of the DNA of any Global organisation. This philosophy and a strong successful commercial background later led to appointments as Director / EXCO and Board memberships. I was the Managing Director for Air Liquide Healthcare Cluster responsible for all investment decisions, Budgets, Long Term Key Account SLA’s and Key relationships with Funders (Discovery, Medscheme, Gems), customers (State, Netcare, Mediclinic, Lifehealth) and regulatory (CMS and MCC/SAHPRA) These appointments came with full responsibility for P&L and initialising Strategic Business initiatives, amongst others, Mergers and Acquisitions and new venture start-ups (Diabetes business/Devices) . Further to this, I understand that, attention to sustainable growth, social responsibility and economic constraints needs to be front and centre of the business strategy.

+27-82-322-****

adl374@r.postjobfree.com

LinkedIn profile

B COMM /

ECONOMICS AND BUSINESS ECONOMICS

University of Nelson Mandela

1991

Healthcare Cluster Managing Director/Special Projects Director

Air Liquide (Pty) Ltd April 2018 to Dec 2019

Air Liquide S.A., is a French multinational company which supplies industrial gases and services to various industries including medical, chemical and electronic manufacturers. As an Executive I have a dual reporting line.

1) Business line functional reporting, which is to deliver the World Business Line objectives and mandates into the country. These include Safety, KPI, New Offers, and Quality and Continuous improvement.

2) A solid reporting line into the CEO for the Cluster in which they operate. Responsible to deliver on Budget, OI, Profit/ growth for the P&L of the Cluster, while still satisfying the World Business Line in Paris.

In my last role I was a member of the Air Liquide Executive committee, responsible for the Start up of a new a Managed Care/Device healthcare company. My primary focus was the Start up of a healthcare business through acquisition in Point of Care equipment and the development of a Diabetes managed Care business within South African. This business model needed to be rolled out to the rest of geographies where Air Liquide operates. My key responsibilities included:

Created a business model focusing on GP (Doctor) support and face to face education of the patient through the Diabetic Nurse Educator (DNE). This is all underpinned on a digital smart application. Stakeholder relationships with all parties.

Ensured that the business would demonstrate value to the medical funders to allow for members treatment and membership to the programme, to be included in benefits

Established the People and Talent component for the new business, including skills identification and training /development programme, Organograms.

I provided the staffing ramp up and cost impact in the business model and the training and on boarding programme for the DNE

This business model was tested under a pilot project during which a Clinical Study was conducted to demonstrate positive clinical outcomes, market appetite, support from GP’s and the improved patient outcomes. The pilot project ran from January 2019 to September 2019

Business Development Contribution: T17 Sasol Secunda - largest ASU in the world - Oxygen Agreement - Concluded an Over The Fence Supply Agreement for 5000 tpd Oxygen to Sasol -Investment 2.8 billion Zar. Includes LOX, IN and 280 tpd LAR capacity 20 year supply Agreement

Healthcare Cluster Managing Director

Air Liquide (Pty) Ltd July 2014 to April 2018

I was a member of the Air Liquide Executive committee and was responsible for heading up the Healthcare Cluster activities within Air Liquide South Africa. These activities consisted of 3 subsidiaries namely Air Liquide Medgas, VitalAire Homecare and Air Liquide Hospital Installations. I was responsible for over 200 staff, as well as the Call Center:

Complete responsibility for P&L deliverables to shareholders and growth of the bottom line Operating income

This deployment focused on growth in the B2B and B2C sectors along with a focus on strengthening the internal supply chain and quality departments, as the rapid growth had caused supply issues. Maintain relationships with SAHPRA and CMS.

A Strategic focus was on key business strengths and weaknesses, and the associated Matrix become key tools through which to manage by objectives (a model which had been adopted)

Ensured sustainable talent acquisition and talent development and developed a customer centric management team whilst maintaining Shareholder value

Complete overhaul on internal controls and processes to improve the Total Customer Satisfaction experience that had been declining

I was a Member on 4 Boards: Air Liquide Healthcare, VitalAire Homecare, Air Liquide Hospital Installations and Air Liquide Healthcare Namibia.

Complex Contract Negotiation

Technical Competence

Problem Solving

Learning Mentality

Knowledge sharing

Transformation

Talent Development

Mentorship

REFERENCES

Design and implementation of the strategy and business model for Air Liquide S.A. to reach the expectations of Air Liquide Paris, taking into account the management of the patient risk due to shortages (of) and road traffic strike

A strong Board focus on Talent acquisition and Talent development, with succession plans and career roadmaps becoming key to shareholder focus. Mentored and developed the acting Managing Directors of each entity, so as to allow them to fully function in the next quarter

Talent identification was key to the roll out and I was one of the Mentors to the young graduates who were on the Shosholoza programme. I mentored seven graduate engineers during the 4 years of the programme

Compilation of the budgets, cost of sales and operating income for each entity

Monitored the Daily Sales Outstanding for effective cash and working capital requirements

Maintained relationships with key customers at Board level. These included Netcare, Mediclinic, Life Health, Discovery and Medscheme

By 2016 a complete turnaround to “best in class customer experience” had been achieved while still supplying at a price premium. Shareholder inclusion and delivering of Board resolutions became a new challenge

Business Development Contributions:

Royal Swazi Sugar -Carbon Dioxide Agreement - Negotiated a sourcing agreement of 20 years with RSSC to capture the raw CO2 and convert, purify and liquefy for the SA food and beverage market. Installed an additional 24 tpd plant at RSSC. Investment 48mZar

Local Tax incentive scheme utilization

Saldanha Steel - Arcelor Mittal Oxygen Agreement - Negotiated the O&M agreement of 7 years to operate and maintain the 2500 tpd ASU at Saldanha. Invested in the upgrade of the liquid storage capacity for back up. Invest 20mZar O&M - 30mZar PA

NCP Chloorkop- Hydrogen - Negotiated a sourcing agreement of 20 years with NCP to capture the raw Hydrogen, convert and purify for the market to replace the dated Hydrolosis Plant in Springs. Investment 10mZar

Negotiated the extension of the sourcing agreement of 20 years with Illovo to replace Air Liquide’s existing CO2 plan and build a new 48tpd facility. This will reduce power consumption and capture the raw CO2 from fermentation, purify and liquefy for the SA food and beverage market. Investment 48mZar

Business Development/Marketing Director Sub Saharan Africa

Air Liquide (Pty) Ltd September 2011 – July 2014

I was a member of the Air Liquide Executive committee, responsible for all Special Projects investments in Sub Saharan Africa. My responsibilities included:

I managed a Business Development team of 25 people, including Frugal O2 for Africa.

Extensive travel into Sub Saharan Africa developing new business opportunities and healthcare markets, while working closely with our technical solution teams to operations in Ghana, Mali, Democratic Republic of Congo and Burkina Faso

Developing a mining offer into Sub Saharan Africa (including SA) through our Key Account network

Strengthened our long term agreements with key players (State and Private) and signing and managing the 10-15 year supply agreements. This entailed working closely with Funders, KOL’s (Key Opinion Leaders) and Payors on both technical and solution based outcomes.

I was responsible for contract negotiations and key sourcing decisions for air gas investments and CO2 recovery plants

Maintaining Key Account relationships with Arcelor Mittal, Columbus Stainless Steel, Sasol Secunda, Richards Bay Minerals, Coke, SAB Miller and PetroSA

During this period one of the key focus areas was diversifying the Healthcare / Medical offer

I was required to build a marketing team to launch the new business Applications developed by Air Liquide R&D and turning strategy into tangible result

Key account management became a focus with KAMS (Key Accounts Managers) for Netcare, Mediclinic, Mittal, Randgold, Coca Cola and Heineken.

Business Development Contributions:

Highveld Steel Oxygen Supply Agreement - Negotiate and sign a 20 year supply agreement for 500 tpd Oxygen and 200 tpd Nitrogen. Constructed a 770 tpd Oxygen plant with Liquid production for the South African Market. Investment 700mZar Namibian Custom Smelters - Oxygen Agreement (2012)

Negotiate the supply and sourcing agreement for 20 years, with NCS. This required the construction of an Air Separation Unit - 190 tpd Oxygen. Investment 120mZar

Randgold Kibali Democratic Republic Congo - Oxygen Agreement (2014). Negotiate a 10 year supply agreement for 30 tpd Oxygen to supply the new gold mine Construct and Operate 3 x 10 tpd Oxygen PSA’s the new goldmine Investment 50mZar

Marketing Director

Air Liquide (Pty) Ltd September 2009 – September 2011

I was a member of the Air Liquide Executive committee and headed up the marketing and business development teams.

I joined Air Liquide (Pty) Ltd in 1994 as a Regional Sales Representative in the Eastern Cape. After successfully completing many coastal employment positions within Air Liquide and achieving commercial and business success, I was relocated to Johannesburg and joined the Executive Management Team for Air Liquide in 2009, as Business Development Director. This included becoming an executive member of the EXCOM.

The main focus of the Marketing Director portfolio, was to assist with the merger of Air Liquide and Fedgas cultures following the acquisition of Fedgas by Air Liquide.

Determination

Persistence

Flexible

Team orientated

Leadership

High Work Ethic

Communicator

PROFESSIONAL DEVELOPMENT

Completed the Air Liquide Large industries Training course at the Air Liquide University

This is a 12 week course held over 3 modules in Paris, with attendees from around the world

David Neate

Air Liquide (Pty) Ltd

Africa Middle East India Hub

Corporate Finance Manager (Paris)

Tel +33 1 40 62 52 98

Mobile +33 6 24 52 73 91

Mobile+27-79-312-****

adl374@r.postjobfree.com

Ian Gwillt

Air Liquid (Pty) Ltd

Sales Director Sub Saharan Africa

Mobile +27-82-894-****

Annetta Van Vuuren

Air Liquid (Pty) Ltd

Industrial Merchant Business Director

Mobile +27-82-940-****

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