BIOGRAPHICAL QUESTIONNAIRE FOR CANDIDATE

Surname: Goosen
First Names: Moses

1. IDENTIFICATION

1.1 Cellular Number: 079 314 5100

1.2 E-mail Address: Moses27za@gmail.com
1.3 ID Number/ Nationality: 7803275108082
1.4 Residential Address: 39 Banbury Park, Hunters Road
(Physical and postal, if different) Northworld

Randburg, 2188

1.5 Home Telephone Number: 079 314 5100

1.6 Angela Daughter
Dependants: (please provide names and relationship)
Sarah Goosen Mom

2. SKILLS & EXPERIENCE SUMMARY

2.1 Indicate your language proficiency below (add to the list as required):

Insert an X in the appropriate boxes

Speak Read Write

Language
GOOD WEAK NIL GOOD WEAK NIL GOOD WEAK NIL

ENGLISH X X X
AFRIKAANS X X X
ZULU X X X
XHOSA X
SOTHO X
FRENCH
GERMAN
OTHER – SPECIFY HERE
 2.2 Indicate your industry sector experience below:

Insert an X in the appropriate boxes

No. of
Industry Detail (e.g. mining, banking, retail, etc)
Years
RESOURCES (e.g. mining, utilities, Mining (Engineering, Projects, and Engineering
8
petrochemicals) Consultant)
FINANCIAL SERVICES (e.g. banking, insurance) Banking (Group IT Africa Core Banking) 2

PRODUCTS (e.g. retail, automotive, FMCG)

IT (e.g. telecoms, eCommerce, technology

IT & Telecoms 7
solutions)

GOVERNMENT

OTHER (SPECIFY):

Management Consulting 3

2.3 Indicate the core skills and competencies which you have developed during your career:

Insert an X in the appropriate boxes

Level of Competence
No. of
Skill/Area of Competence
Years
NOVICE STRONG EXPERT

CORE TECHNICAL CONSULTING SKILLS

Process analysis and design 6 X

Facilitation 8 X

Presentations 10 X

Change / stakeholder management 15 X

Organisational design and blueprinting

Strategic and operations management systems

Organisational assessment / strategic analysis 4 X

Numeric analysis

Benefits tracking / business case measurement 8 X

Computer skills (e.g. MS Office, Outlook, MS Project, MS

18 X
Access)

SPECIALIST TECHNICAL SKILLS

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Shared Services

Supply Chain 1 X

Business Process Re-engineering 3 X

Leadership Development

Change Management 3 X

Organisational / Business Blueprint Design

Mining Optimisation 6 X

Human Resources 3 X

Finance 3 X

OTHER (SPECIFY):

3. SCHOOLING

3.1 Secondary School: Haythorne Senior Secondary

3.2 Aggregate Symbol: B Year Matric Completed: 1996

Standard/Higher Grade (if not matric specify, e.g. AEB

Subject
‘A’ Level)
English HG
Afrikaans HG
Mathematics HG

Physical Science HG
Biology HG
Geography HG

What extramural activities did you participate in during your school career (e.g. drama, rugby, tennis,
3.3
debating, etc.)?
Karate, School Magazine Writer, and Soccer
Part of Young Adults Group (St. John’s Catholic Church)
What achievements are you most proud of having accomplished at school? List your leadership
3.4
roles, e.g. prefect, swimming captain, etc.
Karate Team Captain (1995)
Achieved an excellent mark in Biology Mid-term (1996)

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 4. TERTIARY QUALIFICATIONS

4.1 Degrees/Tertiary Accomplishments

Institution (if
F/T or From
Qualification Major Subjects Grade Achieved overseas state To (Yr)
P/T (Yr)
where)
Thesis
MBA Finance, Strategy P/T WBS 2011 2013
outstanding
BSc. Chemical Chemical
F/T C UKZN 1997 2000
Technology Technology

Dip. HRM HRM P/T A Varsity College 2002 2002

4.2 What activities were you involved with outside your studies, e.g. RAG, SRC, P/T work, community involvement?

I was youth leader of Young Eastwood Saints. I was chosen as one of the ambassadors at World Youth Day Events in
Rome, Italy (2000). Still involved in youth activities through faith formation
What achievements were you most proud of during your tertiary studies? List your leadership roles, e.g. class
4.3
rep, sub-warden, SRC President, etc.
Leader of the Water Project (Umgeni Valley River).

5. CAREER / WORLD OF WORK

5.1 Please complete the following table in chronological order regarding ALL the position(s) you have held
at companies to date, including any periods of self-employment:

Period of Employment
Name of Employer Position Reason for Change
(mm/yy)

Fro
South 32 Senior Manager IT 03/2019 To current Sale of organisation
m

Fro
Tata Consultancy Services Project Lead 01/2019 To 02/2019 Contract work
m

Fro
Liquid Telecom Manager: PMO 06/2017 To 01/2019 Restructure
m

Lead: Strategy & Country Fro

Standard Bank 07/2015 To 02/2017 Required further career development
Enablement m

Fro
Sasol Technology Portfolio Project Manager 11/2011 To 03/2015 Required further career development
m

Fro
KPMG Engagement Manager 08/2008 To 10/2011 Required further career development
m

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 Commissioning Manager: Fro
G&H Consulting Engineers 05/2007 To 07/2008 Recession related retrenchment
Process Engineering m

Fro
BHP Billiton Engineering Superintendent 05/2003 To 05/2007 Required further career development
m

Senior Metallurgical Fro

De Beers 03/2000 To 04/2003 Required further career development
Engineer m

Provide an explanation for any gaps in your work history and/or periods of unemployment. Where these exceed 3 months indicate what
5.2
activities you were engaged in:

After the completion of the project undertaking for Anglo Platinum under G&H Consulting Engineers, contracts were not renewed due to the economic
meltdown.
This prompted me to pursue studies in the MBA as I contemplated that it would be difficult to secure a job in the then economic climate.
In between I have had temporary assignments with Drake and Scull (Procurement-Facilities Management).

Other gaps were transitions between one employer to the next where the recruitment & selection processes were stalled.

5.3 What were your most significant achievements at the abovementioned organisation(s), those of which you are most proud?

De Beers: (I) Innovated a way of recycling ferrosilicon (FeSi) used for diamond recovery. The rationale was that spent finer FeSi has the same qualities as
courser FeSi and thus could be pumped to the course stream. This was also a huge saving on cost (4bags/day at R6000/bag) = R9mil p.a
(ii) Working on an optical sorting project which was one of the big five initiatives. The team managed to recover lost diamonds to the value of
3200carats instead of the expected 2000 carats. It contributed to the gain-share scheme (profit share).
BHP Billiton: The commercial tender process had a major bottleneck, which was the signing off of the capital expenditure request. Escalation of
signatures up to the COO was required depending on the budget of the project undertaking. Attaining those signatures delayed the project going into
execution and this was a bad reflection on the project specialist as this affected cost, time, delivery and ability to forecast spend. I proposed a solution
offered by Clickatell with messaging interface between email and cellphone. This implied that a project specialist could send an email to the required
signatories and after a period of time has elapsed, it is escalated to the cellphone. Another requirement was the purchase of tablets that one could sign
off the required documents on email them back.
I was made aware that it is being used now as a tool to speed up such processes, company wide at Hillside Aluminium.
G&H Consulting Engineers: Completion of a difficult project in a difficult economic climate with an exemplary safety record (100,000 LTI free hours)
KPMG: Establishment of PMO for BHP Billiton (Manganese Division); Venmyn Rand & Improvement of Home Affairs process for ID documents
SASOL: integration of 3 major systems (never been done before): to improve quality, visibility and management decision making
STANDARD BANK: successful roll-out of core banking product into the 16 countries the bank operates in
LIQUID TELECOM: (i) Establishment of Data Centre for one of the bigger clients for the organisation. (ii) Established a streamlined process to manage
big deals for the organisation

5.4 What were your biggest disappointments at the abovementioned organisation(s)?

De Beers: it was a bit difficult to move between disciplines to gain a holistic view of organisations operations. However, the exposure gained within one
discipline was excellent
BHP Billiton: there was no internal disappointment except a personal one that I did not get the chance to work longer due to retrenchment resulting
from power shortages in South Africa (Eskom)
G&H Consulting Engineers: could improve on organisational communication, especially among different teams working on similar projects.
KPMG: Projects were not core to the business and there was not much support

5.5 Describe a project / period in your career where you delivered outstanding results. To what do you attribute this achievement?

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There are many projects that make me proud of being a part of them. One that does stand out is the one of Optical Sorting already discussed briefly
above. Our mandate was to recover 2000 carats from the mine dump stockpile using Optical Sorting Machine. The biggest challenge was getting
security to understand our work philosophy due to the area being high-risk area (presence of diamonds). We had to maintain constant communication
with security in order to continue smoothly with the operation. The other challenge was transporting of diamond bearing material to the volt. Initially
this meant only being able to process one drum of material within the hour, as everyone had to be out of the risk area if there was no security
supervision. Eventually by holding a meeting with authorities we were able to agree to put a camera in the area of operation such that those that
remained at the operation were in sight while the drums were taken to the vault. This meant processing at least 3 drums per hour and increased our
daily loads.
By working together and forging team spirit, we managed to retrieve more diamonds from the dump than was expected.

5.6 Describe a situation/time when you were under extraordinary pressure, and how you responded to this pressure:

This was at G&H Consulting Eng. where as Commissioning Manager having to co-ordinate activities from Civil, Construction, Installation (Mechanical,
Instrumentation, and Electrical) on a project that is over budget and out on delivery date is quite a tall order. Negotiating with the client to allow us to
work methodically and follow procedure according to commissioning manual, it has meant providing quality work, at a slightly higher cost, but it is
arguably better than the re-work that was being done during the time when the client was pressuring contractors to do many activities that were
unmanageable. All the equipment is now running well, better that was first expected. All handover documentation is in place and client is much happier
with job done, thus far. What I learned from that situation is that one has to really engage the client and make them understand your situation, while
providing the assurance that you are providing them a quality work.

5.7 Describe the network of relationships that you have in order to be successful in your work:

It was tough gelling into the team simply because most of the contractors who report to me are much older and more experienced than I am. They
initially had little faith in my abilities, but my HR skills came in handy and helped my gain a handle on engaging all the team members in pulling together
as one team. By being more hands-on; visible and available to listen to their concerns, they began to trust in me. This has forged strong teamwork
between the different contractors on site who initially had clashes among each other.

5.8 List those courses that you have attended that have had the greatest impact on your career, and why:

Root Cause Analysis: this has helped in doing thorough investigations into problematic areas in operations and coming up with sustainable solutions.
Communication Skills & HRM: this has helped tremendously in improving my EQ (emotional quotient) or rather my softer skills.
Project Management: this has helped in getting to know how to apply project management approach to my work. It has also increased my professional
approach to tasks.
LIMN Draw: this was a design simulation tool: it was very good at showing bottle necks in operations and where opportunities were to improve the
process, thus be value adding to revenue realised.
Advanced Contract Course: this course has helped me able to apply my supply chain knowledge of contract administration; negotiation and
management. (FIDIC, NEC, JBCC, GCC)

5.9 How do you keep up to date with global thinking and best practice?

I often read engineering technological magazines. The business school (Wits Business School) provides the Financial Times Newspaper. Organisations I
have worked for had networking forums that sourced best practices from other operations or organisations.

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 Describe a complex issue/situation that you have analysed, making specific reference to the way that you structured the analysis, its critical
5.10
success factors and what you learnt from it:

I worked with a friend and colleague (De Beers) at demonstrating to mine pit workers how their absenteeism affects output and ultimately their share
of the gain share scheme. What we did, was show them how much a full-strength team can achieve and equated it to the cash equivalent. We then
went on to demonstrate how just one truck driver affected the extra work load, extra effort required, and accidents caused by over worked drivers, all
of which affected output. We did this by way of presentation and talking in a language they could understand. It was crucial to make them see that it
was not just about how they impacted the company, but also how much it impacted individuals in their teams. How an accident can affect their team
member’s family, leading to dependants of deceased not having means for a living. By showing them the domino effect of their “selfish” acts, we found
that absenteeism was reduced considerably. When it did, happen, it was for plausible reasons and it was for a short while.
By analysing the situation and realising the dynamics of the type of people we were going to deal with, we ensured that we tread carefully on how we
pitch our argument. A big part of our success was linked to the process the company was undergoing, called Shanduka (change). So we undertook to
understand on a personal level each individual’s personal life in order to understand their constraints.

Briefly describe the initiatives you are involved with at your current company beyond your job responsibilities, e.g. social event organisation,
5.11
recruiting, special projects, etc

There were no such opportunities currently at South32. However, at BHP Billiton, we had various CSI activities as determined by each department. They
ranged from distributing books to childcare centres and offering to read stories to them. The other was also involved in animal care and revamping the
centre.

5.12 Describe your approach towards, and relationships with, your clients / customers:

As mentioned that I have attended some communication skill courses. This has helped in establishing and maintaining relationship with clients. The
courses have helped in my professional ethic and doing my best to deliver to promises made to client. Where slippages were experienced or foreseen,
an honest approach commanded respect from clients. I found that being honest and upfront with them on project deliverables and problems related to
projects made them trust that I had their interests at heart. Even when there were “monumental” underestimations on my part, I knew I had their
understanding and support because of my ethics.

Give an example when you sold a significant concept or project to key stakeholders (colleagues / managers / clients) or influenced them to
5.13
accomplish objectives beneficial to your organisation. Describe how you went about this:

This was my innovation project of Ferrosilicon (FeSi). Losses of FeSi are common within the diamond operation and it is a huge cost. Line manager of
that section are measured on their ability to save on usage of FeSi. Many other initiatives of FeSi loss recovery strategies have not been that successful.
It was thus a matter of building trust and doing research on my proposal for recycling finer FeSi toward the course stream. I had to demonstrate to the
stakeholder/managers that spent finer FeSi has the same texture and properties to that of course FeSi. Going through many presentations and not
being able to convince the team became a little discouraging. My luck turned when the new Mine Manager, was a believer in radical ideas. I had to
present to him and we discussed over many days how this would be implemented. The project had to include drawing office discipline to revisit process
diagrams and depict the scenario as my proposal spelled it out. By proving practical and cost saving implications, he finally agreed to sign off the
project. As they say, the rest is history. It was something I was really proud of.

Describe a major project that you have led. Make specific reference to the way that you structured it, the critical success factors and what
5.14
you learnt from it:

This was the WCM Crusher Circuit for Anglo Platinum (Rustenburg). The front-end loading of the project was not done properly of sufficiently. This has
resulted in heavy delays and many structural clashes with mechanical equipment installations by and large to design faults. Having joined the project
when the CBE (control budget estimate) was passed, I inherited the problems that have arisen thereafter. By working together with all
vendors/contractors, planner, client and suppliers, I was able to ascertain realistic timelines, related costs and lead times of critical items affecting
delivery dates. Ensuring that we held regular meetings to establish discrepancies in schedules and potential snags to progress, we were better able to
put contingency and recovery plans well ahead of time. Even though the project took a knock with regard to being over-budget and ran late on delivery,
the new schedule has produced better results that the client is much happier with. This also gave the teams, confidence in the plant they will be
handing over to the client.
The very important lesson(s) I have learnt are: one must ensure that front-end loading (planning) is done efficiently; all relevant parties must be
consulted. Even though this process may be a lengthy one, but it provides the benefit of rolling out the project much more smoothly, than otherwise. It
also allows for setting up of realistic schedules and deliverables, and more importantly gives you a chance to anticipate problems. The other lesson
learnt is that by engaging all the stakeholders, you get support even when things do not go according to plan because all are aware of activities taking
place.

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5.15 How did you ensure the short- and long-term profitability of this project for both yours and your client’s businesses (if applicable)?

Due to the extent of problems experienced in this project, the cost to the client has been high. In the long run, there is long-term profitability in terms
of producing exactly the sizeable product that will allow for higher efficiency to downstream processes. The fact that the project was spurred on by an
environmental issue (dust); the short-term cost vs. long term benefits of profits (allocatable to efficiency) and avoiding fines or loss of production by
temporary or permanent termination of operation by government legislation; are negligible.

5.16 Do you prefer to work on your own or in a team? Describe why:

I think it would depend on the type of work or project I would be involved in. There are times when individual work will benefit the organisation better
than teamwork especially if decision-making takes too much time. However, working in a team, can often offer you other perspectives, or ideas you
might have otherwise overlooked.
So in, essence working in a team always works for me because I also get a chance to broaden my thinking and applications thereof.

5.17 What have you done in terms of mobilising people to deliver exceptional results? How did you do this?

The best way I have done or achieved this is by engaging people on a personal level, but not so personal that there is no disparity between friendship
and professionalism. I have also learned that allowing people to exercise free thought forges an atmosphere where they generate ideas, where in most
cases they would know more about the operations than I do. People also need to know that they can or allowed to make mistakes, and it is also my
responsibility to guide them and provide learning points. This shows them their efforts are valued, even in failure. When one makes a mistake, I found
that as their leader, I try to point out the error of their ways and seek out learning points. So while you make them aware how costly mistakes can be,
you also don’t stifle their capacity to think and come up with new ideas.

5.18 What have you done in terms of developing subordinates to meet business/ project requirements?

Empower them and allow them to be. By showing them how their activities linked with the overall corporate strategy, they were able to see the impact
of their particular roles.

5.19 What attributes do you think a successful project/programme manager/lead/director should have?

It is one who is self-aware i.e. one who knows their strengths and limitations and who is open-minded to learn from other who might know more about
one subject or the other. A successful PM is also a good listener or discerner and allows the environment around him/her to speak to him, picking up
vital signals.
He/she must be a great thinker, be methodical in approach and be able to envision solutions to challenges. Being bold, but also taking calculated risks;
are some of the attributes of a successful PM. I believe that I have honed in on these skills over the years.

5.20 Why have you chosen, or why are you considering, PM as a career option?

It is an exciting field of work that allows you to grow. I thrive on solving problems. Sometimes I may grapple with an idea and it might seem
overpowering, but the joy it brings when you have contributed to the success of a project is unparalleled. It is also one of the best podiums to grow
personally and professionally and get all-round experience.

5.21 What concerns, if any, do you have about PM as a career?

Sometimes you may not see you ideas being applied as and when you expect. Worse still, the solutions you have suggested results in disaster for the
client or organisation. This is not only damaging to your self-esteem, but also to the brand of the organisation you are representing

5.22 Please indicate your willingness to relocate to Johannesburg, should your application be successful (if applicable):

I am already in Johannesburg

6. COMMUNITY / RECREATIONAL ACTIVITIES

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6.1 Please give details of any hobbies or recreational interests in which you are involved:

Dancing; jogging; writing short stories and sometimes books, and collector of music.

6.2 Please give details of any community activities in which you are involved:

I am part of the youth development for the Northworld Community

7. GENERAL

7.1 Name three things outside your career of which you are most proud:

My representation of the youth in Rome, Italy.

My responsibility ethic towards my family
My charitable spirit that I feel I inherited from my mother. People know they can count on me when in need

7.2 List your greatest disappointments outside your career:

Loss of two family members in quick succession. This was a shock to my system.

8. REFERENCES

Please give at least three non-family referees, preferably direct reports at past employers or clients. Current
employers will not be contacted without your permission.

9. NOTICE PERIOD

9.1 Please indicate your notice period with your current employer:
Insert an X in the appropriate box

30 Days Calendar Month Other (specify) 2 weeks

Earliest available start date

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