Mamuteane Mmutle

As the Managing Director, I am responsible for developing, managing, and executing the company's strategy. I provide inspiration, motivation, and guidance to the team. Daily, I am responsible for directing the business's operations to ensure we achieve our objectives effectively and efficiently. I provide strategic advice to the shareholders. Created financial models and plans for the company and facilitated defining business processes, procedures and measurements. I am responsible for the company's economic performance. I delegate responsibilities, but ultimately I am responsible for delivering our services to our clients. I am responsible for sales and growth of the business, both new clients and employees, Troubleshooting and risk mitigation. I Analyse problematic situations and occurrences and provide solutions to ensure company survival and growth. I am responsible for defining a service catalogue and a clear marketing strategy for our services.

Thanks to many years of experience in Management Consulting as a Business Process Analyst. I was able to work as an operations manager after just 12 months of working at Lucid as a Project Manager. Before joining Lucid. I spent 11 years in Berlin working in several industries, including Financial, Energy, government and FMCG. I work in large teams implementing off-the-shelf ERP systems and bespoke technologies. I was responsible for business processes within the different cross-functional departments of the organisation, both client-facing and operational. My strength is my ability to work independently and as part of a team; I am a strategic and tactical thinker with reasonable time and task management skills. I have proven to have the skills and ability to get buy-in from stakeholders and clients. I work in a structured way with the ability to manage multiple streams. I have worked on BPM-Business Process Management, reengineering, definition, and optimisation projects as a team lead, subject matter expert and project manager.

My experience has allowed me to build a team that is fit for purpose, business processes and financial systems in my 1st year at Lucid whilst still working as a Project Manager and team lead on some of our projects. As the Operations manager, I was also responsible for financial and management accounting. Not only are the projects profitable, but the proper measures and systems are put in place to ensure that the Project profitability translates to company profitability. Under my guide and leadership, Lucid. Berlin has made a profit and met its set financial targets for the first time since its inception.

Industries: Government (SARB, SARS, Municipality)

I spent six years working on different cross-functional projects as a Management Consultant.

My roles included but were not limited to Project Lead and Subject Matter expect. I advised the client and facilitated the establishment of the Business Analysis Centre of Excellence and the Business Process Management Centre of Excellence. I was responsible for defining BACC and BPMCoE strategies and how they will support the Organisation’s operational model. Led the team in determining the target maturity level and identifying the GAPS between the baseline and target states. Define the roadmap to achieve the target maturity level. Define a cost estimate for implementing the BACC and BPMCoE Strategies and Operation Model. I worked with the internal team to develop methods, standards and templates and advice on Change Management methodologies.

Industry Private Sector: Financial, Energy and sustainability, FMCG

My roles included the following functions:

• Facilitating client Workshops (SAP Upgrade and Org redesign) Together with the Information Management and Business Units, we identified gaps in organisational processes and implemented business process optimisation strategies and systems to make operations more efficiently.
• Provide a supportive and advisory role to the engineering team
• I supported Engineering Business Unit Managers in ensuring that new and optimised business processes are adopted by all team members, measured and continuously improved across the engineering departments. Identify areas of improvement within the Technical cluster. Collaborate with the document management team to ensure that policies, procedures and work instructions are aligned with the different industry standards and Government legislations, adopted and incorporated into processes.
• I was responsible for setting up the BPM Centre of Excellence.
• Defining and Implementing Change Management Processes for the Engineering BPM TEAM
• Mentoring and training the Internal BPM Team Members
• Create systems to analyse, categorise and prioritise process requests, assign resources and manage project plan
• Together with the document management team Re- classify internal documents and design new templates Process, procedure, work Instruction, Manual.
• I worked closely with engineers to identify process optimisation, standard, and automation opportunities.
• General BPM advisory role
• Worked closely with functional specialists and developers in defining and implementing a solution
• Assist in change management methodologies and the adoption of new processes

I have an inherent passion for creating function in dysfunctional environments. Lwazi was a project that I started that allowed me to merge two of my greatest passions, design and business. Lwazi was a space I bought and designed. It was a space that businesses could book for workshops, teambuilding and social events. Lwazi also offered a PCO Professional Conference Organization service, mainly focused on offsite our premises. We also ran a full-time café that serviced our corporate clients and walk-in.

As a start-up, I was initially responsible for Operations, Strategy, sales, supply chain, and Marketing for all three elements of the business.

In 2009 I took on a partner, and with that came the opportunity for Lwazi to be the contact and logistics coordinator for the Brazilian media and some smaller media agencies during the 2010 world cup. I was responsible for the business's daily operations during the 2010 world cup. As part of the program, I hired taxi drivers from the informal township system that were unemployed then. Trained them and employed them for the duration of the 2010 World Cup. I negotiated the contracts with different l fleet rental companies for our cars. Set up satellite offices across the country to make management easy. End 2010, I sold most of my shares to my partner. At the end of 2011, I sold all shares.

Industries: Private Sector: Financial, Energy and

sustainability, FMCG, Government (SARB and SARS), Parastatals (transport, finance)

I worked on different cross-functional projects as a Management Consultant. I lead a team of Business Analysts on projects that define, Standardise and Optimise Business Processes across Energy sectors globally. I was responsible for determining modelling standards and methods to be used globally and liaising with executives on the project and scope management. I worked closely with the design and delivery teams to ensure the application of process improvements and alignment with the process improvement strategy. Work closely with international business to identify problem areas, analyse, document and implement optimised processes to improve business operations. I was responsible for end-to-end process integration globally, e.g. Procure to pay, Procure to invoice.

Identified process gaps and gave recommendations for short-term and long-term sustainability. I provided guidance on best practices and oversaw and advised on repository setup and management. Made processes optimisation recommendations by considering other countries' scenarios and identifying role duplication. Responsible for the definition and documentation of high-level requirements and approval with the relevant stakeholders. It was reporting using available dashboards and advice on reporting improvements to optimise the available tool. Advised on the value of processes inputs and outputs, proper documentation, and well-managed processes that will allow businesses to make informed business decisions, be it tool-based or system requirements.

• Assisting in the everyday running of the office
• Responsible for post and courier items
• Screening calls
• Managing incoming and outgoing e-mails
• Dealing with vendors
• Managing diary
• Co-coordinating fabrics and design
• Liaising with clients
• Typing all correspondences
• Compiling presentations on PowerPoint
• Organising functions
• Selecting fabrics for clients