CURRICULUM VITAE

OF

ANEL BARKHUIZEN

(PRIVATE AND CONFIDENTIAL)

PERSONAL DATA

SURNAME : Barkhuizen

NAME : Petronella Jacoba (Anel)

HOME ADDRESS : *** ******** ******

Fairlands

RANDBURG

2195

POSTAL ADDRESS : 106 Cornelis Street

Fairlands

RANDBURG

2195

I.D. NUMBER : 730-***-**** 087

DATE OF BIRTH : 30 June 1973

GENDER : Female

MARITAL STATUS : Divorced

DRIVERS LICENSE : Code 08 (Light and Medium)

CELL PHONE : 074-***-****

EDUCATIONAL

LAST SCHOOL ATTENDED : High School Riebeeck

HIGHEST STANDARD PASSED : Standard 10 (with exemption)

SUBJECTS PASSED : Afrikaans

English

Mathematics

Accounting

History

Geography

EDUCATIONAL QUALIFICATIONS

A)January 1992 to June 1992: Randfontein College.

Course: National Commercial Certificate.

Subjects:

-Typing

-Office Practice

-Communication

-Computer Practice

B)January to November 1997: Intec College.

Course: Advanced Secretarial Diploma.

C)Excellent working knowledge of the following Computer packages:

-Windows 95 & 98

-Microsoft Office Suite: (Word, Excel, PowerPoint, Access, Outlook, Project, Publisher, Internet Explorer, Front Page)

-Other Computer packages knowledge:

-Corel 9

-Corel Mega Gallery

-Corel Print and Photo House

-Adobe Photo Shop

-Visio

-Winzip

-Front Page

-HTML & Webpage Design

-SQL

-Visual Basic

D)Completed a Visual Basics Diploma.

E)Completed Introduction to Java Course.

F)Nedcor Related Training:

-Life Line Training a useful tools in handling difficult clients.

-Effective Business Writing Skills.

-Effective Speaking.

-Nedbank 10

-BoE Life Assurance

G)Enrolled 2006 for BCom (with specialization in Informatics)

Subjects completed:

Introduction to economic and management environment (1A & B), Business Management (1A & B), Accounting concepts, principles and procedures, Accounting reporting, Introduction to Business Information Systems, Human-computer interaction 1, Introduction to programming, Economics (1A), To the performing of the audit process (Auditing 101 & 201), Practical accounting data processing (accounting data processing), Psychology (Industrial and Organisational Psychology 101 & 201)

H)Introduction to programming (March 2007)

CURRENT CAREER HISTORY

1 Aug ‘22 – Current

2Digital Solutions

Blackheath, Randburg, South Africa

Fast-moving entrepreneurially-minded tech startup that assist clients with products around the flagship product: “readyplatform”; a digital delivery platform that drives low-code development and gives our clients everything they need to rapidly build, deploy, and host digital products and solutions in a highly secure and scalable environment

Business/Systems Analyst

oCurrent competencies and deliverables:

oKPMG-International:

Meeting with KPMG-International clients on daily basis for:

gathering of requirements for new development cycle

updating clients on testing that can be completed

updating Solution Approach Guidelines (SAG’s)

updating Functional Specification documentation

updating user and administrator manuals

tracking of development to ensure deadlines are met

testing of development to ensure requirements are met

updating Wiki’s to the latest development standards

logging of tickets for developers

reporting on project progress to stakeholders

1 Feb ‘19 – 31 Jul ‘22

Vumacam

Randburg, South Africa

Vumacam assembles and installs the CCTV cameras in the areas it rolls out to, ensuring there is adequate coverage and the quality of the video feed is up to its standards. Its “video as a service” is then open to companies after they have been heavily vetted.

Business Analyst

oCurrent competencies and deliverables:

oManagement Packs:

Creation and updating of daily, weekly and monthly reporting to ensure all stakeholders are updated regarding:

Camera uptime

Critical issues that might affect service delivery

Monthly client uptime reports to show clients if Vumacam kept SLA with clients with reasons why cameras were below SLA

Daily communicating with clients regarding cameras down with reasons & meetings with relevant teams to understand issues and resolve issues faster

oSales:

Responsible to receive the signed off proposals from the sales team

Ensuring the VMAAS and contract is accurately completed and forwarded to the customer

Loading of the proposal on the systems & ensure number of cameras and contract value is accurate

Creation of billing trigger to ensure client is pro-rata billed when the camera go live

oSystems alignment:

Vumacam currently uses various systems (6 main platforms) to monitor and track their assets, camera and video feeds

Systems are not used by all personnel & all maintenance and updates need to be done manually on these platforms & include:

Additional/removal of services to customer base

New customers to be loaded

Superuser on all systems and duties include:

creation of access rights and linking users on systems

building functionality to reduce manual work

dealing with developers & system updates

database management

training for internal and external users

oProcesses and Procedures:

Documenting and creating of Business Requirement Documents and processes to ensure all staff are aligned

Documenting business strategies

oStock control

In charge of the storeroom where all stock is kept and include:

Ordering of cameras/NVR’s/switches/recording devices for business as usual roll-out

Planning and ordering of special project equipment that is not normal stock items

Monthly stock takes conducted to ensure stock balances

Submission of invoices and ensuring credit levels with suppliers are managed correctly

oFinance

Asset register update and maintain to accurately reflect assets of Vumacam

Assist Finance team to do client reconciliations to balance back to contracts and proposals signed and ensuring client is not over/under charged

Advising finance of credits that needs to be passed to clients on poles/cameras where monthly SLA was below agreed SLA and credit need to be passed back as per contract with client.

oAd hoc

Internal user training on Microsoft Products to ensure user can perform tasks faster and more accurate and encouraging co-workers to learn new skills

Junior staff member training on how to create, update and report on data to grow in role

Ad hoc communication to advise clients about area outages, network upgrades and/or general issues

Assisted with creation of special project templates & packs that include material to be used by Carte Blanche for viewing by general public (Melville shooting & expose on Vumacam and POPI act)

1 Jul ‘14 – 31 Jan ‘19

African Resonance

Sandton, South Africa

African Resonance owns and operated a national estate of terminal devices with a rich diversity of products and solutions.

Business Analyst

oObjective:

oDocument all the “As Is” processes of the company, analyse and create “To Be” scenarios to reduce paper in company and make flow of terminals easier.

oProject Manage various projects on behalf of the Stakeholders

oEngaged with all Business Unit Stakeholders, to determine:

What processes and systems are currently used

What solutions are currently proposed and how do these function

Are there more optimal solutions available

What system and process changes/alterations need to occur so as to enable the use of a chosen solution

Any additional analysis pertaining specifically to Business Units requirements in determining the optimal processes and flows required

Completing the “As Is” processes and mapping the “To Be” processes, identifying the gaps

Completing Business Requirement Documentation/Solutions and brief the developers on changes/enhancements needed required

Cut down manual processes and replace with automated solutions

Priority of development and feedback regarding deadlines and new development requirements

Training and first line support regarding system development

Managing the development cycle and ensuring seamless transition from UAT to Production with every release of software

oCompetencies required:

oLearning and supervising

oPersuading and influencing

oRelating and networking

oPresenting and communicating

oWorking with people

oDeciding and initiating action

oPlanning and organization

oDelivering results and meeting customer expectations

oChange management

o Projects successfully delivered:

oNew Call Centre telephone system (PABX Solution):

Source and implement a new telephone system to fit requirements of the African Resonance Call Centre that included marquee, recordings of all calls, training & smooth switch over.

oStandard Bank Merchant Capture Portal;

Creation, maintaining and enabling Standard Bank to capture all the terminal deployment requests via a portal and ensuring faster turnaround time and more accurate data.

Updating the portal with user enhancements (cancellations, upgrades etc), to remove email process and follow progress of calls online.

o“Papilio” data clean up:

African Resonance internal CRM system required new fields and changes to the current data structure and making the overall user experience much friendlier.

Logging bugs/system issues on a bug tracker (Bugzilla) and ensure all issues are resolved/closed with next development release

oRepairs Module:

Design and implement a portal for the Repairs Department to ensure the entire life cycle of a terminal can be tracked.

oManagement Pack:

Creation and implementation of a monthly management pack to give the Owner & Directors of company view of the different aspects in the company (sales, cancellations, finance, specific product performance etc);

oDeployment Projects:

Gather data and create reporting for terminal replacement projects required by Standard Bank to track the number of terminals replaced and giving accurate description of where each terminal is in the deployment process.

oPaperless Environment:

Created daily reporting & trained staff to remove the paper from the company and make deployments and projects paperless and cut cost of paper usage with 75% per month.

oTesting of Software Development:

Creation of test pack to test all system development and ensure the development is aligned with the business/end user requirements

oReporting:

Creation and updating of daily, weekly and monthly reporting to be more user friendly and meet the requirements of the company

oTraining:

Creation and updating of user manuals and on the job training to ensure all users are abreast of all changes and software updates. This include internal and external staff

1 Oct ‘13 – 30 June 2014

Barclays Group

Johannesburg, South Africa

One of South Africa’s major financial service companies.

1 Oct ‘13 – 30 June 2014

Foreign Account Tax Compliance Act (FATCA) PROJECT

Business Analyst – contract position

Project 1: Documenting the FATCA Back Office and Document Management Solution (DMS) for FATCA with all business units:

oObjective:

oDocument business requirements and supporting documentation for DMS.

oScope definition:

oEngaged with all Business Unit Stakeholders, local and foreign, to determine:

What processes and systems are currently used as DMS

What solutions are currently proposed and how do these function

Are there more optimal solutions available

What system and process changes/alterations need to occur so as to enable the use of a chosen solution

Any additional analysis pertaining specifically to Business Units requirements in determining the optimal DMS

oEngaged with all Business Unit Stakeholders, local and foreign, to determine whether:

They have entities that need to be captured,

What processes and systems are currently used to do so,

Is there a more optimal solution available,

What system and process changes/alterations need to occur so as to enable the use of such a solution

oCompetencies required:

oLearning and supervising

oPersuading and influencing

oRelating and networking

oPresenting and communicating

oWorking with people

oDeciding and initiating action

oPlanning and organization

oDelivering results and meeting customer expectations

Documenting the FATCA requirements for the following work streams in the project:

Documenting the FATCA requirements for the following work streams in the project:

oFunds - Detailed Business Impact Assessment and Operational Design – Barclays Africa Group Limited

oTrusts - Detailed Business Impact Assessment and Operational Design – Barclays Africa Group Limited

oClassification of Entities – Detailed feedback document regarding understanding and classification if entities fall in scope or out of scope for FATCA as well as the classification of Foreign Financial Institution (FFI) or not.

oProduct Matrix – detailed document for all business units within the Barclays Africa Group Limited determining if products being sold are in scope for FATCA or out of scope and then classify the products as Advisory, Depository, Custodial, Cash Value Insurance, Loan, Insurance, Other, Out of Scope

oSPV – Special Purpose Vehicles - Detailed feedback document explaining if the current SPV’s fall into scope for FATCA and identification of each of the SPV’s

oOverall FATCA Project - Detailed Business Impact Assessment and Operational Design – Barclays Africa Group Limited

oObjective:

oCreation of a detailed Business Impact Assessment and Operational Design for above work streams in project and signed off before deadline of 30 November 2013:

oScope definition:

oEngaged with Business Unit Stakeholders, local and foreign, to create a comprehensive and meaningful document that will explain the impact of FATCA on the different work streams and what changes/enhancements is required.

oUnderstanding of different work streams is required to ensure the following can be completed in the document:

Background

Overall business goal

Project objectives

Business requirements

Explanation of old processes vs. new FATCA impacted processes

In & out of scope for FATCA project as per above different work streams

Suggestions and improvements to align with FATCA

Additional suggestions and system improvements to ensure minimal disruption in business area.

oWeekly status updates in formal e-mail communication is a requirement as well as regular meetings with all the required stakeholders.

oCompetencies required:

oLearning and supervising

oPersuading and influencing

oRelating and networking

oPresenting and communicating

oWorking with people

oDeciding and initiating action

oPlanning and organization

oDelivering results and meeting customer expectations

Project 2: ABSA Cease & Desist (C&D) Programme:

oObjective:

oAs part of the Deferred Prosecution Agreement (DPA), Ernst & Young are required to review Barclays’ execution of the Sanctions Compliance programme once in 2011 and again in 2012. The 2011 review resulted in 18 observations and recommendations. The purpose of this document is to map the different stages Daily Sanctions Offline Batch Screening Process Flow from system to system and identify issues and triggers that can enhance the process.

oScope definition:

oEngaged with all Business Unit Stakeholders, local and foreign, to determine:

What processes and systems are currently used

Map out the workflow of the data from source files to screening

Build triggers and do route cause analysis on incidents logged and customers not being screened

oDaily status updates in formal business documentation and e-mail communication & face to face meetings.

oCompetencies required:

oLearning and supervising

oPersuading and influencing

oRelating and networking

oPresenting and communicating

oWorking with people

oDeciding and initiating action

oPlanning and organization

oDelivering results and meeting customer expectations

Jan 2000 – 16 Sep '13

NEDBANK LIMITED

Johannesburg, South Africa

One of South Africa’s major financial service companies.

Oct ’10 - 16 Sep '13:

CONSUMER CREDIT CARD

Business Analyst

oBusiness analyst responsible for reporting the performance of the different card products to portfolio managers, Ropcom, Opcom and stakeholders.

oTasks include:

oWriting scripts using SQL and extracting data from central warehouse as per predefined definitions.

oCreating user friendly monthly management packs for different products and include credit, debit, cheque, prepaid, buy aids, charge, private label products.

oManagement packs to be correct and month on month comparison includes full account and plastic detail (for example performing accounts/plastics, new, closed, interest bearing balance. These packs also include the split between corporate credit card and consumer credit card.

oCreation and maintenance of financial packs to measure the different portfolio performance against budgets submitted.

oDetail analysis to compare product performance, testing of new card features and/or understanding different trends or analyzing new trends identified.

oPulling data for ad hoc requests received from portfolio management.

oSMS data for campaigns and include spend shift, activation, knowledge sharing and competitions.

oResolution of client concerns regarding SMS campaigns.

oDetailed association reporting that includes the pulling of data monthly and weekly to ensure MasterCard, Visa and American Express understand the performance of their products against set targets or overall performance.

oFixing and/or updating scripts to include product enhancements.

oRedesigning and investigation of faster and easier way of doing reporting and giving clients easy access to data.

oCreation and maintenance of daily and weekly reports for new products launched to monitor the performance of the product as well as ensuring that all product features are working correctly.

oHandling requests for data from our private label cluster and includes companies like: South African Airways, Hub, Old Mutual, Ackermans, BoE, Buy Aids, Edgars, Namibia and Pick ‘n Pay.

oReporting on the monthly card sales through the branch environment and able to report the number of plastic and account sales per banker, branch, area and region.

May ‘06 – Sep ‘10:

CONSUMER CREDIT CARD

Regional Sales Manager

-Card Sales:

oMain job function – to ensure all bankers in area are trained, able and motivated to sell credit cards.

oAreas responsible for Central Areas (Staff Banking, Mass and Middle Market, Schemes and Nedbank in Retailer). Due to sales not being able to be monitored and the only area showing dramatic increase in sales were Staff Banking.

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Total

2005 Actual

5

19

9

14

4

2

2

7

2

7

5

7

83

2006 Actual

9

12

6

8

7

12

15

39

18

26

46

58

256

2007 Actual

50

48

66

34

62

52

54

68

73

116

180

85

888

2008 Actual

70

97

94

102

102

62

75

70

82

83

65

57

959

2009 Staff Banking Target

80

100

100

110

110

100

100

100

110

100

100

87

1,197

2009 Card Target

50

100

125

100

125

100

125

100

125

100

100

50

1,200

2009 Actual

46

50

101

92

152

78

96

51

666

oThe lift in card sales from 2006 – 2008 can be seen, but I was removed from the area middle 2009 due to small numbers in comparison with other regions.

oEnd 2009 started a MIS role concentrating not on credit card sales but on data and resolving credit card application issues.

oUtilizing Front Page knowledge to design invitation to new staff to apply for a credit card.

oUsing data manipulation to pull data from various sources and cross sell products to staff.

oFull investigation into “NB2”’ error and understanding reason for error and why CAMS and CMS are not balancing on a monthly basis.

oMonthly RBS pack – getting data from various sources and complete pack for discussion with segment owners.

oMonthly Team report – combining the various feedback from the different Regional Sales Managers for Card country wide, confirming sales, removing NB2 errors and balancing numbers of plastic vs. account sales.

oCreated various interactive e-mail boxes for various areas to assist clients with process and application forms as well as assist with data from campaigns running through these e-mail boxes (for example SAA)

oBoE monthly data check to ensure correct sales are reported at RBS level.

oMonthly reporting on finance and branch actual vs. budget spend. Ensuring all DCWC’s, claims and invoices are processed in month of expense and branch stay within budget.

oEnsuring monthly reports are received on time, data checked for accuracy and distributed to the team (for example (MSN error report, Verification errors, NB2, 100% decline banker report)

oCredit card decline report – receive 20 leads per day regarding credit cards that was declined and investigation into process and why application was declined.

oOctober 2009 – date NPV value added R1,558,080.00 and cases still busy working with = R 1,285,000.00.

Nov ‘02 – May ‘06: STAFF BANKING

Working on various initiatives and projects to improve the Banking services offered to our valued clients, our valued staff members.

Projects current and completed successfully during 2004:

o“GridWatch”:

Cell phone based emergency response product.

o“Fee for Service”:

Introduction of Service fees of 50% of published client services fees on all Savings and Current Accounts of Nedcor staff.

o“Fee for Service Phase 2”:

Introduction of Service fees of 50% of published client services fees on all Savings and Current Accounts of Nedcor spouse and children accounts.

oStaff Banking Service Measure:

Project to test the service level and client satisfaction of the Division.

oRightFax:

RightFax gives the ability to receive and send faxes via your computer.

Implementation and training of RightFax for Staff Banking.

oWinning Teams:

A project to assist staff to gain product knowledge on a fun way.

Implemented and run for Staff Banking, Vehicle and Asset Finance Unit, Retail Contact Centre.

oIcanOnline Project:

Migration of accounts from IcanOnline to Nedbank Limited.

oBoE Migration Project:

Onboarding of clients to the Nedbank system.

Resolving of high number of outstanding signature cards.

oLetsema Learnership:

Assisted in opening of accounts and resolving queries.

oUhuru Journey:

Improving my leadership abilities.

oCriminal:

Researching and writing a series of articles to educate staff on Credit Scoring with ideas on how to improve your Credit Rating.

Other tasks responsible for:

oFirst Line complaint resolution desk.

Escalation of product and system errors that can impact on our clients as well.

oStaff Banking Business Communications.

oAdministrator of the Staff Banking Intranet site.

oGeneral Office Duties i.e.:

Scheduling of meetings

Booking of venues

Assisting and resolving general tasks for Head of Staff Banking and/or managers of Staff Banking.

Weekly and monthly reporting on Sales Figures for the Department.

Taken over the Staff Banking Help Desk to ensure fast and friendly service to all clients.

Highlights of 2004:

oNominated for Top Achiever Award 2003

oReceiving various Quarterly Achiever Awards during 2004.

oTop 25, Nationally in the “Professional of the Year 2004” competition.

8 May 2000 - Nov ‘02: CLIENT SATISFACTION UNIT:

Personal Assistant

FUNCTIONS

-Scheduling of meetings:

-Contacting of attendees (internal & external).

-Setting up of meetings.

-Arranging & booking of venues.

-Booking of parking for managers & attendees.

-Confirming meeting 24 hours in advance.

-Minute taking.

-Distribution of minutes.

-Arranging refreshments for meetings.

-Answering of telephone and taking down messages.

-Arranging and confirming travel arrangements for manager as and when required.

-Assisting Call Centre by answering calls of irate customers and taking down relevant information to ensure resolution.

-Filing.

-General office duties.

-Creation & preparation of presentations.

-Dealing with irate customers & escalating their calls.

-Assisting staff members with MS Office Program related problems.

-Arranging and setting-up of catering requirements for special functions.

-Assisting with MIS reports establishing “Hot Spots” and “Problem Areas”. Information presented to Retail Manco, Client Service Council & other high-level management forums on a weekly basis.

-Create, maintain and report presentation based on various databases for the Department i.e. Adjudicator database, payment database, compliment database etc.

-Updating and distribution of daily and weekly graphs case age analysis, root cause analysis, etc.

-Creation of HTML scripts as feedback devices.

-Assisting managers with projects i.e.:

-Compliance:

-Wrapping of frames.

-Distribution of frames to various Managers in different regions.

-Assistance with creation and distribution of certificates for compliance

-Comments Books:

-Distribution of Comments Books to all Nedbank branches.

-Creation a database for capturing of all comment books detail received from branches.

-Monthly reports generated from the database for reporting to the various areas.

-Co-Ordinator for Division’s move from Braampark to Sandton

-Assisted Michelle Hartslief (AGM) for period March – July 2001 when her secretary resigned.

-Assisting with Finance payments and reconciliations for Division after transfer of Finance Controller.

-General office duties i.e. ordering of stationery.

-“Fun Team” co-ordinator i.e. arranging fun events for the department (race day, baby photo’s) as part of departmental team motivation.

-Attendance register control for managers of Client Service Advisory Unit.

-Recording, creating and forwarding compliment letters to staff members being complimented by clients.

-Mapping of compliment process and assisting with input around the “Mr. Mad” initiative.

-Weekly reports circulated regarding compliments received.

PREVIOUS CAREER HISTORY:

COMPANY : J C I Gold Division Stores

DATES : July 1992 to 1 May 2000

POSITION : Application Systems Administrator

Started in 1991 as a Stores Picker and worked in a rotating manner through all the sections of the stores i.e. Receiving (received Certificate of Commendation for performer of the month), Issuing, Expeditor and Inventory Control working on the computer keeping stock levels in order. Was promoted to Accounts Assistant and assisted the Personnel Officer with the following duties:

-Payroll queries

-Clocking issues

-Industrial Relations experience

-Processing of documents for overtime, leave and general daily personnel documentation using the GMMS package.

Involved in doing relief secretarial work in all the sections and in 1995 was appointed as Departmental Secretary for four managers in a department of 250 people. Was responsible for all their typing for memorandums, schedules, reports, and mainly dicta typing. Often typed directly as managers dictated. Electronic and manual management of the four managers’ diaries and handled all related messages and appointments using Schedular. Organised meetings for Suppliers’ lunches once a week for 15 people -preparing snacks for the meetings.

Assisting Materials Manager with secretarial duties for communications e.g. the HTA quarterly newsletter and statistics for the Krugersdorp Camera Club.

Duties included:

-Monthly, weekly and daily management reports i.e. inventory figures for the warehouse and thirteen sub-stores, fuel graphs, EDI graphs and printout reports – statistical analysis of the mainframe.

-Personal expense claims for managers.

-Opening files for meetings i.e. the minutes of the meetings, notes of the meeting and additional paperwork that was necessary.

-Distribution and follow-up of manager’s feedback discussions & follow-ups.

-Creation and distribution of MRP (Material Requirement Plan) manuals. Enhancement was made on the mainframe system and potential users had to be trained on the system. A helpdesk facility was created.

-Project deliverables for BPR:

-typing and project information gathering

-performing special tasks for testing during the implementation phase of the project i.e. adding items to special functions etc.

-Ordering and issuing of stationery and consumables for approximately 100 people.

-Supervising two ladies working in the kitchen.

-creating a work schedule for them to follow.

-ordering their clothing and kitchen units required to perform their duties.

-Responsible for creating and updating of corporate stationery.

-Preparing tests for new applicants for vacant positions i.e. written, verbal and computer tests.

-Typing job descriptions in right format for grading.

-Preparing presentations.

-Flowcharts design.

-Creating and updating of hierarchies for warehouse and sub-stores.

In November 1999, a new company was started to service Randfontein Estates and Placer Dome (Westonaria) and I was promoted to Application Administrator for Placer Dome J.C.I. Services.

Job became two-fold i.e. 50% PC related and 50% General Secretarial work.

Duties as follows:

1.First level of support of 130 PCs on site:

-Installation of new software from server.

-Re-loading of software from server of CDs or from any other server on the network.

-Installation and maintenance of hardware i.e. printers, label printers, scanners, digital cameras, etc.

-Resolving problems related to users, equipment and network.

-Back-ups of servers (responsible for four servers).

-Running of interfaces between programs.

-Training of users on Microsoft applications i.e. Word, Excel, PowerPoint, Access etc.

-Auditing of PCs on a regular basis.

-Managing asset register.

2.Product Related Work (Rubico):

-Scrutinise new users.

-Allocate and create new menus for new users.

-Adding users to new database.

-Working on a central security

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