Sandile Ngcobo: Regional Sales Operations Manager in Pretoria, GT

• Reporting line: - Sales & Operations Director • Revenue: - R463 million • Staff Managed (130 in total) ? Human Resources Business Partner (Matrix reporting) ? Regional Sales Administration Manager ? Area Sales Manager Organised Trade ? Area Sales Manager Traditional Trade ? 5 Distribution Centre Managers ? 3rd Party Regional Account Manager • Reason for leaving: - Covid19 uncertainty Major duties carried out: • Managing the department budget in alignment with prioritized initiatives and resource requirements. Set, monitor, and feedback budgets or forecasts for region's total costs including AOP process, accountable for 3rd party budget management by region, and drive store specific customer performance through tailored investment based on return for PepsiCo. • Providing input into and implement regional account plan to ensure regions delivery towards the national plan. Liaising with regional buying group managers to ensure a positive business relationship for furthering the company's market position. • Ensuring delivery of volume plan of agents or distributors (locally & in Lesotho); liaise with external merchandising service providers to achieve the most effective merchandising practices. • Implementing strategy by integrating various functional activities and ensure adherence to an operational framework of policies and procedures in order to optimize service delivery. Achievements: • Grew Retail & Wholesale volume by 3,44% & 3.35% respectively. • Highest volume growth (8.66%) for Spar nationally. • 11.39% volume growth for the HORECA channel.

• Reporting line: - National Sales Manager • Revenue: - R220 million • Staff Managed (100 in total) ? 5 Distribution Centre Managers direct reporting line Reason for leaving: - Company Restructure Major duties carried out: • Developed and managed the regional sales plan, best routes to market DTS and KA as well as achieved top line value and volume plan in the region and grew share. • Developed and trained all DC managers and front-line sales managers. Built strong relationships with key customers and buyers within the region. • Identified key regional insights for the sales leadership team, drove health and safety agenda within the region as well as controlled all operating costs within budgets such as distribution, selling, and warehouse costs. Achievements: • Attained a volume growth rate of 4% above the set revenue targets for 2017. • Kimberley DC volume growth of 16% in 2016. • Part of the management team that revised the commission structure for the business. • Implemented a reporting tool to measure daily KPI measures.

• Reporting line: - Regional Operations Manager • Revenue: - R2,3 billion • Staff Managed (100 in total) ? 2 Stock Controllers ? 1 Regional Planner ? 2 Fleet Co-ordinators ? 2 Distribution Controllers Reason for leaving: - Career Growth Major duties carried out: • Managed 3rd party logistics provider to ensure optimal and efficient service delivery to British American Tobacco (BASTSA)'s pre-sales customers. • Managed secondary supply chain inventory levels in line with BATSA stock - holding policy and general good practice, improved on performance levels at the East Rand depot as well as effectively led and managed direct reports to successfully execute depot plan. • Proactively managed poor performance and action taken as per depot plan. • Built meaningful relationships internally and externally by implementing relationship initiatives to enhance own, team, functional and company reputation. Achievements: • Reduce warehouse stock losses to 0 an improvement of 100% in 2015. • Reduced overtime by 35% in 2014. • Consistently maintained a 95% OTIF score. • Managed the Spar Account (largest account in the country).

• Reporting line: - Regional Sales Manager • Revenue: - R 800 million • Staff Managed (24 in total) ? 3 Territory Sales Managers Reason for leaving: - Promoted to Site Operations Manager Major duties carried out: • Successfully implemented and executed the customer business development process which includes excellent execution of all brand and trade marketing programs to effectively build brands as well as meet corporate volume and share targets. • Managed the financial function for the area, the operations function for the area by ensuring the timely and cost-effective distribution of all BATSA products to customers in the area. • Ensured that all warehouses are adequately stocked, built strong relationships across teams and functions to ensure a close working relationship and an intimate understanding of each function's objectives and role. • Strived for continuous business improvement by constantly evaluating business processes and identifying how further value could be added, through changes to the business process or through proposing changes to the technology supporting it. Achievements: • Achieved 3% volume growth against set target in 2012. • 100% improvement in customer base with a contribution of R100m to overall business revenue.

• Reporting line: - National Sales Director • Revenue: - R 50 million • Staff Managed (8 in total) ? 3 Sales Representatives Reason for leaving: - Offered a role with BAT Major duties carried out: • Developed a sales and marketing plan for the region, ensured the achievement of sales and marketing targets for the region and conducted regular analysis of all competitors. • Conducted monthly, weekly, and daily analysis of sales activities, maintained sound customer relationships, and set annual, quarterly, monthly and daily targets for the team in line with company growth plans. • Conducted on the job coaching for all staff, managed the company fleet, expenses, expense claims, petrol usage and general expenses for the region as well as quality control. Achievements: • Achieved a 10% month on month revenue growth.

• Reporting line: - Sales Director • Revenue: - R 20 million • Staff Managed (8 in total) ? 3 Sales Representatives Reason for leaving: - Career growth Major duties carried out: • Analysed the market provided statistical feedback and recommendations for new business. • Trained sales representative and updated the quality system accordingly. • Managed the website activated quote requests, monthly reports of the website quote requested, and analysed the pricing of the sales department. • Approved and managed the sales representatives monthly commission payments, product reviews, customer relationship, and all customer complaints. • Managed consultants daily call rates, close rates, budget setting, and establish systems to monitor and analyse sales statistics regularly as well as coached sales and administration staff. • Managed national sales and sales from Lesotho, Swaziland & Namibia Achievements: • Signed up 3 year 1,5million unit contract with UNISA. • Won a contract to replicate a the Stimela Reunion CD (R1million) • Implemented a Commission Structure for the business.

• Reporting line: - Regional Sales Manager • Revenue: - R 150 million • Staff Managed ? 8 Sales Representatives Reason for leaving: - Relocated from Durban to Johannesburg Major duties carried out: • Managed 7 sales consultants and 1 administrator, all customer complaints, and ensured that contracts were submitted to production for processing timeously. • Met all production deadlines, managed consultants daily call rates, close rates, budget setting, established systems to monitor and analyze sales statics regularly as well as coached sales staff and managed customer relationships. Achievements • C08 2007 achieved a return of 23.25% (10.25% above budget) • C16 2006 achieved a return of 16.7%. 3% return above expected budget. • C08 2005 achieved a sales budget of 21.2%. A return of 10% above budget.

• Reporting line: - Regional Sales Manager Coastal • Revenue: - R 20 million • Staff Managed (8 in total) ? 3 Sales Representatives Reason for leaving: - Relocated from Cape Town to Durban Major duties carried out: • Handle an Operation with a turnover of R13 million annually. • Manage an annual Operational budget of R6 million. • Responsible for all Branch Assets and a fleet of 12 vehicles. • Total Responsibility for People Development and Training, Safety and Branch Strategy and Goals. • Setting monthly and quarterly budget for the branch and responsible for the profitability of the branch. • Responsible for ISO 9000 programme for the Branch. Achievements: • Achieved Branch of the Quarter out of a total of 7 Branches nationally for Quarters 1 & 2 (January 2004 - June 2004.) • Branch exceeded profitability targets by 2.87% for the financial year 2004 (January 2004 - December 2004). • Implemented the ISO 9000 programme at the Branch. (Q2 2004) • Implemented a Customer Services Programme for the Branch. (Q3 2004)

• Revenue: - R 120 000 • Staff Managed ? 8 General Workers Reason for leaving: - Reentered corporate Major duties carried out: • Managing an annual budget of R100.000.00. • Managing 5 staff members. • Building and Maintaining relationships within local government. Achievements: • 100% sales growth in 2003

• Reporting line: - National Sales Manager • Staff Managed ? 8 Sales Representatives Reason for leaving: - to look after family business Major duties carried out: • Implementing strategic and long-term plans • Monthly reporting on Sales Performance • Growing regional Business. • Client Retention. • Recruitment of all Sales and support staff for the region. • Staff Management - 6 Sales Reps. (4 Corporate Sales Reps & 2 Post Office Reps). • Annual budgeting (Expense and Sales Budgets) Achievements: • Implemented a daily sales monitoring tool • Increased sales revenue by 5% vs 2001

• Reporting line: - District Manager • Reason for leaving: - Career growth Major duties carried out: • Responsible for the setting up of all New Distributors within the emerging market for the eThekwini Region. • Management of the Durban Regional Key Accounts within the QSR & Key Accounts Channel. Responsible for the following accounts such as Engen, Pick n Pay, Nando's, Wimpy, Shell, Total, Caltex, Shoprite, Hyper. • Responsibilities - Sales budget, formulating own strategies to capture market share, organizing events at outlets. Improving market penetration and outlet penetration Achievements • KwaMashu Project ABI- Durban implemented an efficient and effective policy on how to service the market and further identified 148 new business opportunities (4.9% customer growth). • Launched Bibo into the eThekwini market in 2000. • 3.1% Sales Growth and 95% Market Execution - October 1999 to December 1999. • 98% penetration rate of the Coke Light Brand into the Durban Region.