Deli Mti

CURRICULUM VITAE OF DELI MTI PERSONAL DETAILS Surname: Mti First Names: Delisile Pamela Bongiwe Sex: Female Nationality: South African Identity Number: - Date of Birth: 26 November 1967 Contact Details: Cell No: 082 - Email Address - Private:- Residential Address: 59 Runnymead Street Chartwell North Fourways 2191 TERTIARY EDUCATION Institution Attended: Herriot-Watt University (Edinburgh, Scotland) Qualification: MBA (Distance Learning Programme) Date Completed: 1999 Institution Attended: University of South Africa (Unisa) Qualification: Honours B.Com Accounting Date Completed: 1996 Institution Attended: Rapid Results College Qualification: Associate Diploma in Banking (CAIB) Date Completed: 1993 Institution Attended: University of Cape Town Qualification: Bachelor of Commerce Date Completed: 1988 (started 2nd year at UCT in 1987) Institution Attended: University of Fort Hare Qualification: Bachelor of Commerce Date Completed: 1984 – 1986 (registration cancelled in July 1986 due to political unrest) SECONDARY EDUCATION School: Vryheid State Zulu High School Qualification: Matric Date Completed: 1983 EMPLOYMENT HISTORY March 2022 - to Present Supervisor Satellite Food Production Factory – AGT Foods Key Responsibilities: In March 2022 I assisted AGT Foods with setting up a satellite factory for Special Needs young adults. The satellite factory employs young adults with special needs to sort the dry foods that are supplied by AGT Foods to major retailers like Woolworths, Pick n Pay and Checkers amongst others. I received training from AGT Foods on their processes and procedures and trained the team that is employed in the satellite factory. Ensuring that AGT Foods production processes are understood and followed. Ordering stock and ensuring that all the documentation is in order. Supervising the production process on a daily basis and ensuring that the quality of the output meets AGT standards. Ensuring all documentation for the collection of stock from our factory is in order. Stock counting. Introducing the team to the concept of meeting production targets and motivating them to work on meeting and actually exceeding the targets. Training the team on workplace professional standards and coaching on their personal development. February 2021 - to February 2022 Business Finance Consultant Key Responsibilities: I assisted start-up entrepreneurs with putting together business plans, financial projections and pitch decks for fundraising – on a freelance basis. Most clients were looking for US$ funding and they were based in different countries which included; Ghana, France, Canada and South Africa. I provided training on Clubhouse on how to compile a business plan and financial projections which paved the way for me to secure a few global clients. Reason for discontinuing Consulting job: I was offered a full-time job at AGT which I needed to earn stable income and to be able to support me family. November 2019 - to October 2020 Managing Director – Khoellem Credit Management and Business Consulting Key Responsibilities: Khoellem was a consulting firm established in November 2019 to provide Credit Management services to clients in the financial sector and other sectors who provide credit to business and retail clients. The company aimed to assist clients in the financial sector with the implementation of key credit risk management projects, developing and reviewing credit policies and processes. The company was also involved in providing Business Consulting services to emerging and existing entrepreneurs. The business was severely impacted by the difficult economic environment arising from Covid-19 which affected revenue generation and cashflow. The business was closed down and ceased operating in October 2020. July 2018 to September 2019 (Ithala SOC Limited) - Durban Head of Credit and Collections – Ithala Retail Bank Key responsibilities included: Development and implementation of sound and prudent credit policies which comply with the relevant accounting and regulatory requirements Ensuring appropriate governance structures are in place for oversight of the credit portfolio, collections management, credit impairments and write offs Development and effective implementation of comprehensive credit granting and collections processes Review and implementation of effective credit granting and collections systems Evaluation and approval or decline of loans within approved mandate (individual mandate R2m) Monitoring the performance of the credit portfolio on a monthly basis Review of monthly credit and collections reports for submission to the Management Credit Committee and the Executive Committee (Exco) Monitoring the effectiveness of the collections process to ensure the Department operated within the Non-Performing loan target and Collections rates and to ensure effective management of distressed accounts Monitoring and effective management of Properties in Possession (PIP’s) Monitoring and review of credit impairments on a monthly basis prior to sign off by Finance Providing strategic input and value add to the management of the business as a member of the Executive Committee, Management Credit Committee and Asset and Liability Committee (ALCO) which met on a monthly basis Preparation of quarterly reports for submission to the Board Sub-committees (Audit and Compliance Committee, Risk and Capital Management Committee) Quarterly presentations to the Board Sub-committees Acquisition and retention of adequate and appropriate credit skills Development and maintenance of effective relationships with internal stakeholders to support business growth Preparation of reports and participation in bilateral meetings with the South African Reserve Bank (SARB) Ensuring regulatory reports were prepared and submitted timeously to the SARB, National Credit Regulator (NCR) and the South African Credit & Risk Reporting Association (SACRRA). Achievements Put together a proposal for the re-engineering of the Credit and Collections Unit which was approved by the Board in August 2018 together with the implementation plan. Finalisation of the IFRS 9 Credit Impairments Policy which was approved by the Board and the implementation thereof. Also involved in the review of the IFRS 9 provisioning model. Implementation of effective governance structures for oversight of credit impairments, arrears management, debt restructuring and write-offs. Reason for leaving Ithala Bank: My son’s health deteriorated in Durban due to the different climate and hence the move back to Joburg. August 2014 to May 2018 (First National Bank) Senior Credit Manager – FNB Business Credit (Gauteng East) Key responsibilities included: Assessing requests for credit facilities and approving within the mandate of R7,5m for a Senior Credit Manager (for clients with turnover between R60m and R1,5bn) Clients were spread across different sectors which included; manufacturing, construction, property, fuel franchises and some in agriculture Credit facilities assessed included the following: Working Capital facilities – Overdrafts, Debtor Finance facilities Term Loans – with maximum term of 60 months Commercial Property Finance – assessed in conjunction with the Property Finance with Division (maximum term 120 months) Structured and Residential Mortgages Loans for Private Wealth clients Asset Based Finance, Contingent Facilities, Credit Card Facilities Ensuring pricing of deals is within the pricing governance process Ensuring all payment conditions are complied with and legal documentation in place before pay-out of new facilities Meeting with clients together with the Relationship to understand their businesses and requirements, and to prepare for annual review of facilities. Ensuring compliance with credit policies and processes Managing daily utilisation of limits and addressing excesses within mandate Monitoring high risk clients in conjunction with the Ongoing Risk Manager Monitoring covenants on a monthly basis and addressing breaches. Reason for Leaving First National Bank Business Credit I was offered an Executive Credit role by Ithala which was a huge growth opportunity with more responsibilities. February 2009 to July 2014 (First National Bank) Head of Credit – FNB Public Sector Banking (PSB) Key responsibilities included: Overseeing the entire credit process and ensuring compliance with the PSB Credit Policy and credit processes Ensuring appropriate Credit Approval mandates were in place and complied with Approving facilities within an individual mandate of R5m Submission of higher facilities to higher level FirstRand Credit Committees Member and Chairperson of the PSB Credit Panel which approved applications above R5m up to R20m Member of the PSB Exco Credit portfolio reporting monthly to PSB Exco and quarterly to the FirstRand Commercial Credit Portfolio Committee Staff training and development Involved in the development of the credit rating model for Public Sector clients Establishing and maintaining effective relationships with various stakeholders (Sales Team, other Credit Divisions within FNB and FirstRand). Achievements in Public Sector Credit Developed and documented the FNB Public Sector Credit Policy which was approved by the FirstRand Commercial Credit Committee Put in place critical governance processes which included, credit mandates, documentation of credit processes and the PSB Credit Panel which approved facilities up to R20m. Reason for moving from FNB Public Sector Credit to FNB Business Credit After 5 years in Public Sector Credit, I had achieved the strategic objectives of putting the credit policy, processes and governance structures in place. I had also acquired and developed an efficient credit team of young CA’s. The Department was stable and growing and I decided to move to FNB Business Credit to gain credit experience in a different client sector. September 2007 – January 2009 (First National Bank) Executive Officer – Strategic Initiatives FNB Public Sector Banking (PSB) Key responsibilities included: Driving collaboration internally between FNB and other Divisions within the FirstRand Group, i.e Wesbank, RMB on the funding of public sector projects Proactive engagement with public sector clients mainly Municipalities, to identify infrastructure projects which required external funding. Reason for leaving the Executive Officer for Strategic Initiatives Role The role was actually phased out by the CEO of FNB Public Sector in January 2009 as it was not working out as envisaged. We were unable to speed up the funding of public sector infrastructure projects due to the long tender process lead times and also the long decision process in the government sector. I was then offered the Head of Credit for Public Sector role. April 2007 – July 2007 (Nedbank) Head Nedbank Corporate Banking - KZN Key responsibilities included: Managing and driving the growth of the Corporate and Public Sector business. The business had 10 people with a Balance Sheet of R3bn. Reason for leaving Nedbank Corporate I was offered an Executive role by First National Bank which was a very good growth opportunity. October 2005 – March 2007 (Nedbank) Regional Head Nedbank Business Banking – Eastern Cape Key responsibilities included: Managing all aspects of the business; Sales growth, HR, Credit, Risk and Financial performance. The business had 85 staff members with a Balance Sheet of R2bn New business acquisition and retention of clients Establishing relationships with BEE clients and transforming the profile of the team Creating and maintaining an effective collaborative relationship between the Sales and Credit teams. Reason for moving from Nedbank Business Banking Eastern Cape to KZN I was transferred to head up Nedbank Corporate Banking KZN to maintain relationships with the public sector clients, after the previous Head who was a Black female left the Bank. June 2004 – September 2005 (Nedbank) Head Financial Sector Charter – Nedbank Corporate Key responsibilities included: Implementing processes to measure and monitor the Corporate Cluster’s performance on FSC targets Project Leader for the implementation of the Corporate Client Scheme (a component of Nedbank’s BEE deal) together with Nedbank Capital. Reason for leaving the role of Head Financial Sector Charter I was offered a promotion to head up Nedbank Business Banking in the Eastern Cape. March 2002 – May 2004 (Self Employed) Own Business – Cassib Consulting Key responsibilities included: Consulting to small businesses. The business was not successful due to lack of own capital and lack of collateral required by financial institutions at the time. Reason for leaving Cassib Consulting I closed down the business as it was not profitable. January 2001 – February 2002 (Peoples Bank – Nedbank Group) Senior Manager – Business Development Key responsibilities included: Negotiating and successfully concluding commercial agreements with Peoples Bank’s BEE shareholders which included 3 Unions (NUMSA, NEHAWU, SARHWU) and Women and Youth. Reason for leaving Peoples Bank After completing my MBA studies I had a strong desire to start my own business. I decided to leave Peoples Bank after successfully concluding the commercial agreements with its shareholders and stakeholders. September 1997 – December 2000 (Nedbank) Senior Manager – Nedbank Offshore Businesses Key responsibilities included: Monitoring the financial performance of offshore branches and subsidiaries and preparing monthly analytical reports Monitoring the businesses interest rate and liquidity risks Preparing monthly reports and minutes for ALCO Business visits to the subsidiary in Mauritius on a quarterly basis. Reason for moving from Nedbank to Peoples Bank Peoples Bank had just completed the restructuring from being a Division of Nedbank to being a Subsidiary. They were looking for experienced bankers within the Group to help deliver on its strategic objectives. I was offered the opportunity to develop partnerships with Peoples Bank shareholders and stakeholders. April 1995 – August 1997 (South African Airways) Tax Manager – South African Airways Key responsibilities included: Managing all tax issues and completing tax returns Obtaining tax exemptions for offshore employees Attending conferences overseas on foreign airport taxes. Reason for leaving South African Airways I made a decision to move back into the banking industry and opportunities were opening up at the time due to the introduction of the Employment Equity Act. I was offered a good opportunity by Nedbank. October 1994 – March 1995 (ABSA Bank) Trainee Corporate Credit Analyst Key responsibilities included: Preparing credit applications. Reason for leaving ABSA The biggest challenge for me at ABSA was the language. The main language at the time was Afrikaans and the meeting were conducted in Afrikaans. July 1990 – September 1994 (Afrox) Treasury Accountant Key responsibilities included: Managing treasury activities which involved interacting with treasury dealers at Banks to invest surplus funds or borrow when there was a shortage Preparing monthly reports. Reason for leaving AFROX After 4 years as the Treasury Accountant, I needed growth and I was interested in the banking industry as I had been dealing with banks in my role as the Treasury Accountant. January 1990 – June 1990 (Coopers and Lybrand) Articles Clerk – Coopers and Lybrand Key responsibilities included: Doing articles. Reason for leaving Coopers and Lybrand I had joined Coopers and Lybrand to serve my articles. However I realised that I was not enjoying auditing. I then contacted Afrox who had funded my studies at UCT if I could join the organisation. Afrox then offered me the Treasury Accountant role. KEY COMPETENCIES: Strong credit risk management skills Strong financial, analytical and business management skills Strong execution skills Strong leadership and communication skills Strong computer and data analysis skills Training and development skills Strong reporting skills Strong project management skills The ability to set-up a new function, ensure that it has a solid foundation and make it succeed.