HOST MAPONDERA

Address: *** ********** ******, **********, ******, Zimbabwe

Email: adpst9@r.postjobfree.com

Cellphone: +263-***-***-***

CAREER SUMMARY

** ***** ** ******-**** finance, budgeting, financial planning and analysis, commercial finance and marketing operations leadership experience spanning information technology, FMCG beverages, cement manufacturing including NCR Corporation, The Coca-Cola Company, Lafarge Holcim and Dangote Cement Ltd

Served as Chief Finance Officer for Dangote Cement Ltd Tanzania with P&L responsibility for US$244m turnover; facilitated financing for US$100m Captive Power Plant project; led cost optimization initiatives including contract negotiations with mining services suppliers and in bound materials and fuel suppliers following resumption of manufacturing operations in 2018

Served as Chief Finance Officer & doubled up as Company Secretary for Zimbabwe Stock Exchange listed entity, Lafarge Cement Zimbabwe Ltd for 3 years

Served as Budget Manager, Financial Planning & Analysis Manager, Regional CFO, Commercial Finance Manager, Franchise Manager, Franchise Director, Business Development Manager (Juices) leading to Kenya Juice business turnaround with The Coca-Cola Company

Led Commercial Finance & Operations market level projects with McKinsey, Commercial Advantage and Monitor in Nigeria leading to robust & sustainable implementation of micro-distribution model (Route-To-Market) across the Nigeria market leading to successive growth of +16% in north Nigeria & +8% in Central & East Nigeria

Led financial due diligence & acquisition of Schweppes Zimbabwe Ltd in 200 leading to juice portfolio development under the Coca-Cola Company name

Led and implemented (data capture, parallel run, designing reports, generating reports) distributed information system across 23 branches for Duly’s Motor Company whilst employed by NCR in 1995.

FUNCTIONAL AREAS OF EXPERTISE

Financial Reporting & Control

Strategic Planning

Financial Planning & Analysis

Pre-Acquisition Due Diligence

Revenue Growth Strategy

Post-Acquisition Financial Integration

Risk Management

Corporate Governance

Supply Chain & Procurement Strategy

Regional Finance Team Leadership

Risk Management

Route-To-Market Development

Audit & Tax Compliance

Strategic Cost Control

Information Strategy

Financing & Treasury Management

PROFESSIONAL EXPERIENCE

Palmtok (Pvt) Ltd, Harare, Zimbabwe

Chief Finance Officer/Director

June 2020 - Present

Palmtok (Pvt) Ltd is a small family-owned Zimbabwe company that engages in property management, sells select consumer and agro-industrial/mining supplies to the local market. I am responsible for financial & operations management including the following:

Strict working capital management in line with procure to pay policy / order to receipt cycle

Managing all financing requirements – local & foreign transactions

Preparing monthly financial reports

Supplier evaluation & development of new suppliers to ensure alternate sources of supply

Sourcing materials at best and coordinating movement & storage of stock/supplies

Communicating effectively with clients and suppliers.

Dangote Cement Limited Tanzania, Mtwara

Chief Finance Officer/Director

July 2018 – April 2020

Dangote Cement PLC is Africa’s leading cement producer with operations in 10 African countries, earning revenues more than US$2.2 billion and employing 24,000 staff.

Tanzania operation is fully integrated (mines, quarry, clinker, cement manufacturing & own finished goods transportation) 3.0Mta plant in Mtwara – located about 600km from Dar es Salaam – was commissioned in December 2015 at a cost US$700m and is the largest cement factory in Tanzania. The plant produces high-quality 32.5 and 42.5 grade cement which meets local market needs at competitive prices, as well as surrounding export markets by sea.

The plant implemented & currently operates a captive power plant that reduced operational costs by 20% following the installation of US$100million multi-fuel power plant which completed in early 2020.

The company also operates own fleet of 700 trucks to facilitate cement distribution across the country.

I led, managed and developed a team of 25 associates of which 5 were directs reports and achieved the following:

Facilitated the implementation of the Strategic plan through the evaluation & rollout of franchise depot operations across the country.

Completed 2017 Audited Financial Statements (AFS) in October 2018 & produced AFS for 2018 and 2019 in time for Q1 Board meetings by 14 February each year.

Launched control system that minimized finished product cement thefts and eliminated losses/variances of inbound fuel purchases by improving, updating & implementing new standard operating procedures

Secured US$130m Captive Power Plant financing & administered quarterly loan covenants with regards to financial forecasts and underlying financial ratio analysis

Staffed the finance function with a qualified local Financial Controller & re-organised finance staff in line with skills and competences resulting in improved transaction processing and standard reports turnaround time by 3 days & regularly met reporting deadlines to head office.

Led cost reduction initiatives for cement target costs by renegotiating supplier contracts of coal, gypsum and incorporating and administering financial penalties for non-compliance to material specifications (laboratory certification) – thereby improving yields and ultimately raised margins by 4%.

Improved forecasting accuracy through alignment with sales team and restructured loan repayments and re-financed loan facilities to coincide with the timing of forecast cash flows

Conducted multi-level discussions with the Tanzania Revenue Authority & resolved US$30m legacy Tax matters with Tanzania Revenue Authority by working closely with Tax Advisors, Price Waterhouse Coopers and Tax Commissioners including organizing plant induction workshops to facilitate better understanding of system entries, process flow and normal losses to various officers seized with the legacy matters.

Engaged officers from the Tanzania Investment to facilitate gazetting of investment incentives

Compiled, assimilated, and filed US$250m worth of loans with the central bank of Tanzania out a total of US$545m of legacy shareholder loans – 0% of loans had been registered since 2015 and risked non-qualification

Reduced losses from US$110m in 2018 to US$54m in 2019

Lafarge Cement Zimbabwe Ltd (Lafarge Holcim), Harare

Chief Finance Officer/Director

June 2015 – June 2018

Lafarge Holcim is the leading global construction materials and solutions company serving masons, builders, architects, and engineers all over the world. The company produces cement, aggregates and ready-mix concrete which are used in building projects ranging from affordable housing and small local projects to the biggest, most technically and architecturally challenging infrastructure projects.

The Zimbabwe operation is listed on the local stock exchange and is the 2nd largest cement producer in the country with a cement capacity of 1 million metric tons. In addition, the company produces dry mortars and cement-based paints in addition to operating a tailored market cement retail model. This operation is a fully integrated plant (mines, quarry, clinker & cement manufacturing).

Led and developed a team of 28 staff with 7 directs reports and achieved the following:

Executed Information Technology strategy by implementing new Enterprise Resource Planning Sage X3 (Order-to-Cash, Procure-to-Pay, Record-to-Receipt, Manufacturing & plant Maintenance module) to optimise key transactional elements in the production, sales, and logistics elements to facilitate seamless reconciliations from production, warehouse stocks, sales shipments and invoicing.

Conducted insurance loss negotiations leading to conclusion of captive settlement of US$7.5m upon preparing & submitting detailed variable production cost data pertinent to the operation. The loss occurred due to the blow up of the electrostatic precipitator, resulting in loss production for 6 months

Chaired IT steering committee monthly meetings to fine tune Gantt Charts & discuss stakeholder concerns in readiness for SAP implementation scheduled for year 2019

Implemented power Business Intelligence tools to facilitate data extraction from the database and drill down into the details regarding financial variances

Led the preparation of aggregates business case & initiated operational joint venture project with Arcturus Stone Quarries.

Conducted several multi-level meetings with Zimbabwe Revenue Authority & closed legacy tax cases to the tune of US$3.5m after negotiating payment proposals that suited the company’s cashflow

Secured US$20m short financing arrangements with Standard Bank, Stanbic & Ecobank

Fulfilled quarterly Zimbabwe Stock Exchange listing requirements and Company secretarial duty

Collaborated in developing best cost sourcing strategies for coal from Hwange/Mozambique, gypsum and re-negotiated quarry operations and materials handling contract leading to attainment of US$1.5m savings in 2017.

Tan Tan Consulting, Nairobi, Kenya

Strategy Consultant

July 2014 – May 2015

This was a bridge vehicle that conducted strategic, marketing operations & business advisory services including Route-To-Market design and implementation following my exit from The Coca-Cola Company.

I conducted 2 marketing strategy assignments for 2 companies - a South African conglomerate in the FMCG and a Zimbabwean mobile telecommunications company. These projects focused on new business development, Route-Market Strategy i.e., Sales, Logistics & market Execution

The Coca-Cola Company, Nairobi, Kenya

Business Development Manager

July 2012 – June 2014

The Coca-Cola Company (TCCC) is the world's leading soft drink beverage manufacturing and distribution company.

I led and developed a team of 12 staff with 3 directs reports and achieved the following:

Conducted beverage landscape strategic insights on existing and current business models to create competitive advantage and to capture new & existing opportunities in 10 Key markets countries (Nigeria, Kenya, Uganda, Ethiopia, Tanzania, Zimbabwe, Senegal, Angola, Cameroon, Namibia)

Prepared & presented business cases for 10 key markets, articulating business opportunity, identifying unique marketing & selling propositions, operational strategy including route-to-market (RTM) and simulated payout value from potential business targets for mergers and or acquisitions

Secured finance for key juice markets and initiated project implementation for Nigeria ($35million) including a $160 million (40%) minority equity investment in Chivita juice, Kenya ($12million), Uganda ($2 million) & Tanzania ($2 million)

Carried out due diligence for juice joint venture operation in Senegal ($12 million)

Led Coca-Cola Juices Kenya turnaround – leading to cash flow improvement and reducing debt from $4M debt to $3M in 2013 by implementing a host of initiatives including continuous improvements (CIPs) in manufacturing to minimize rejects, optimized production through rationalization of product formulas in addition to batch optimization, conducted job scope changes for staff, led route-to-market (RTM) redesign & implemented multi-layered distribution in Kenya leading to increased market share shift from 4.6% to 8.4%.

The Coca-Cola Company, Lagos, Nigeria

Franchise Operations Director

April 2010 – June 2012

I had oversight for the total market of Nigeria in strategic planning & implementation, leading Route-To-Market development and directing commercial execution. I was responsible for trade equipment solutions, cold drink strategy and merchandising tools development (e.g. racks and Point Of Placements) and ultimately designing the picture of success for various channel segments. Collaborated closely with beverage bottling partners in the development of tailored Occasion, Brand, Package, Price, Customer shopper (OBPPC) cluster architectures that ensured sustainable value extraction from shopper purchases, driving incremental revenues and growing sales volumes.

I led and facilitated continuous development of a team of 9 staff comprising 5 directs reports and achieved the following:

Led $200 million Capex investment over 3 years (2010,2011,2012) in lines, glass, distribution trucks & waste-water treatment plants consistent with the studies conducted in by Mckinsey.

Developed the 2011-2015 Nigeria Franchise operations strategy including major cold drink investment $40 million thereby driving cold availability from 22% (2010) of market to 40% (2012 May year-to-date) of market.

Led Route-to-Market model reconfiguration for Lagos market – negotiated system value chain model & improved financial viability of micro distributors including by facilitating capital finance negotiations with banks/suppliers -leading to the creation of mega micro distribution centres, thereby growing sales volumes +13% vs Prior Year in 2012 May year-to-date.

Implemented outlet horizontal expansion & improved numeric distribution by +3% points in 2010 & 2011

Launched “Win Back Lagos” strategy rollout by fine tuning competitive market response to Pepsi by improving dealer incentives and eliminating logistics bottleneck – leading to market share gain of 1% and Limca brand growth of +183% vs. PY in 2012 May year-to-date.

Led ice manufacturing & distribution strategy leveraging ice boxes placements plus ice manufacturing equipment– created 135,000 (+50%) new outlets in 2010 & 98,000 (+24%) outlets in 2011.

The Coca-Cola Company, Abuja, Nigeria

Franchise Operations Manager

April 2008 – March 2010

Oversight of a region comprising 50% of Nigeria sales volumes. I developed and executed operational strategy, implemented annual business plans up to brand level detail, extrapolated sales volumes & set financial targets. I was responsible for championing Customer & Commercial Leadership i.e. - leading Route-to-market (RTM) development, segmented execution (market profile & look of success, cold drink expansion (executing cold availability strategy), capability development, account development, developing merchandising standards, supply chain/distribution, promotions (planning, timing, execution & measurement, SKU (store keeping units) rationalization, channel analysis leading to: -

Sustainable Route-to-Market Model rollout for North & Central Nigeria through the establishment of 480 micro distribution centres

Implemented competitive market strategy for Kaduna & Kano leading to +6% market share vs. competition in 2009.

Branded Benin city & improved visibility leading to share stability following 3 years of declining market share.

Developed Key Accounts & Model Outlets in Abuja, Kano& Benin city

Achieved high double digit volume following launch of ultra-light glass in mid-2008

Grew the business +18% & 15.5% in north region and grew the central region business 6.2% & declined -2.4% in 2008 & 2009 respectively (decline due to plant gutted by fire)

The Coca-Cola Company, Lagos, Nigeria

Business Unit Commercial Finance Manager

April 2005 – March 2008

Integrated the financial reporting systems for Anglophone countries in West Africa including Nigeria, Ghana, Guinea, Equatorial Guinea, Gambia, Liberia, Sierra Leone in the areas of budgeting, financial planning and forecasting, control and compliance. Served as key finance lead on strategic growth initiatives including value sharing models based on Coca-Cola Company concentrate incidence relative to net wholesale market prices.

Co-piloted the market level strategy financial modeling – conducted financial modelling for the 2005 to 2007 Nigeria Turnaround strategy working closely with Mckinsey, Monitor & Commercial Advantage consultancy project teams to capture all relevant market data and translating it to financial terms for both market level investments and bottler infrastructure

Prepared 18 monthly rolling forecasts for all above referenced markets, incorporating key growth initiatives such as new outlets creation, bottle/glass investments, cooler investments, cold drink investments and incorporating financial strategies for risk mitigation in case of competitor reactions

Simulated key investment projects including the formulation of 10-year capex forecast and profit and loss statements

Extrapolated and conducted cost reduction analyses in all key operational areas of the company including manufacturing centres consolidation in additional to merging commercial territories and distribution – this resulted in the reduction of bottling operations from 36 to 18

Formalised management review routines and tracked weekly metrics that included:

oSales volumes for all key commercial markets

o48 Store Keeping units (SKUs),

oDay sales in inventory

oOperating Expenses per head count

oROIC

Streamlined, extrapolated formalized product value chain template by Store Keeping Unit (SKU) as a tracker for decision making to cull non profitable SKUs and ultimately launched a standalone value chain database module

Developed & implemented new product appraisal guidelines, flow charts and protocols, re-negotiated bottler product pricing protocols, specifying pricing objectives regarding value sharing, financial evaluation support tools for field staff, thresholds for minimum growth targets & frequency or timing of new product reviews

Delivered financial & operational initiatives for the Nigeria turnaround strategy leading to injection of US$80 million capex & market level investments in 2007.

Restructured & implemented Nigeria & Equatorial Africa pricing protocols for Carbonated Soft Drinks & juice (9 countries)

Developed proposals and obtained approval for the merger of the Limca Franchise with Nigeria Bottling Company (NBC)

The Coca-Cola Company, Johannesburg, South Africa

Region Chief Finance Officer

December 2000 – March 2005

The central Africa region is an administrative region that comprised of Zimbabwe, Zambia, Angola, Mozambique, Malawi, Botswana, Lesotho, Swaziland. While the rest of the countries were relatively stable, there was a lot of economic turbulence in addition to strategic opportunities in Zimbabwe. However, on the other hand we had rapid growth in Angola driven mainly by the end of the civil war. My main responsibility was to lead the green field beverage bottling investments in Angola whilst keeping operations in Zimbabwe afloat by focusing on volume growth while mitigating the underlying financial challenges faced by the beverage bottling business. This required implementing a myriad of financial proposals and strategic incentives whilst keeping abreast of daily inflation changes. I was able to achieve some challenging treasury issues while managing to uphold regular reporting and executing financial & commercial strategies across the region.

I handled project financial appraisal that resulted in commissioning 2 new greenfield bottling operations in Angola north & south (Coca-Cola Bottling Luanda & Coca-Cola Bottling Sul de Angola) that replaced the import model, leading to double digit volume growth year-on-year for 4 years

Implemented revenue management principles & concluded pricing protocols for all region bottlers and implemented accounting, control, standard reporting, budgeting, forecasting and month end reporting systems

Led business due diligence and participated in negotiations that led to the acquisition of Schweppes Zimbabwe in 2001 – acquired assets for US$7 million & underlying brands for US$18million that previously belonged to Schweppes United Kingdom (Atlantic Industries)

Led the post-acquisition of Schweppes Zimbabwe Ltd particularly the product reformulations in alignment to the Coca-Cola Company business/financial model and overhauled margins accordingly

Developed system economics model for new brand launches in Angola & Botswana, Lesotho, Swaziland countries

Acquired Youki brand from BGI in Angola for US$6 million in 2004 as part of the overall target growth strategy for the market

I managed the SAP readiness data preparation & successful implementation leading to launch of companywide SAP in mid-2004

EARLY CAREER

The Coca-Cola Company, Johannesburg, South Africa

Financial & Planning Manager

April 2000 – November 2001

Budget Manager

July 1998 – March 2000

The Coca-Cola Company, Harare, Zimbabwe

Financial Analyst

July 1995– June 1998

NCR Zimbabwe, Harare, Zimbabwe

Finance & Administration Specialist

January 1994 – June 1995

Financial Analyst

January 1992– December 1993

Trainee Accountant

February 1990– December 1991

PROFESSIONAL CERTIFICATION/ QUALIFICATION

Public Accountant - Public Accountants & Auditors Board Zimbabwe

Chartered Global Management Accountant – CIMA, United Kingdom

Associate Chartered Management Accountant – CIMA, United Kingdom

EDUCATION

University of Manchester – Institute for Financial Management

Master of Business Administration

March 2003

University of Zimbabwe, Harare

Bachelor of Accountancy (Honours)

January 1990

IT PACKAGES & COMPUTER EXPERIENCE

MRP & Accounting Systems - SAP

Sage X3

Sun Accounting

Chameleon

Microsoft Office - Excel, Word, One Note and PowerPoint

REFEREES

1. Jagat Singh Rathee (Ex-Dangote Tanzania Cement Ltd CEO & Direct Supervisor)

Executive Coach

Tel: +919*********

Tel: +919*********

Email: adpst9@r.postjobfree.com

2. Tracy Mpofu (Ex-Coca-Cola Company CFO & Direct Supervisor)

Chief Finance Officer

Econet Wireless International

Tel: +27-823******

Email: adpst9@r.postjobfree.com

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