Werner Conradie

• Company Overview: Scott Technology Ltd – mining division
• Website: [Scott Technology](https://www.scotttechnology.com)

My long-term plan was always to transition back into a commercial leadership role. In September 2022, I was approached by the Global CEO of Scott and offered the opportunity to lead the mining division, Rocklabs. As the second-largest revenue contributor and the largest EBITDA driver within the group, Rocklabs presented an exciting challenge, and I embraced it. I now oversee 80 employees, driving $60 million in revenue with a 28% EBITDA, positioning the business as a key pillar of the company's overall success

• Lead the global operations of Rocklabs, overseeing teams across multiple continents and managing all aspects of people, safety, finance, manufacturing, engineering, sales, marketing, and customer service.
• Developed and executed a comprehensive 3-year growth strategy that resulted in 42% revenue growth over 3 years, expanding the company's footprint in key markets such as North America, Australia, Africa, and CIS.
• Successfully closed major deals, in excess of $14mil, with leading mining companies, including Rio Tinto, and strengthened relationships with industry giants like Kinross, Freeport, MRL, ALS, SGS
• Cultivated and maintained a high-performing, positive work culture, achieving an employee Net Promoter Score (eNPS) of over 90 for three consecutive years, reflecting strong employee engagement and satisfaction
• Spearheaded the expansion of Rocklabs' service base, enhancing customer support capabilities in regions like Australia, and exploring opportunities in Canada to expand service presence in East and West America
• Initiated and maintained Key Account Management (KAM) reviews with significant clients like Intertek and ALS, ensuring ongoing engagement and securing long-term partnerships
• Implemented a robust global distributor management initiative that optimized performance across our distributor network, resulting in a 45% increase in sales from key distributors over three years
• Led multiple large new product development projects where Rocklabs and the client jointly invested in resources to create innovative solutions that meet the needs of the mining industry
• Launched a strategic execution program directly tied to key performance indicators (KPIs), driving enhanced accountability across all direct reports
• This initiative led to improved team performance, increased ownership of responsibilities, and a significant boost in new client acquisitions
• Managed cross-functional teams in a dynamic environment, aligning efforts across product development, marketing, and customer service to achieve overall business objectives
• Maintained P&L responsibility, ensuring financial health and sustainable growth by driving cost control measures, optimising resource allocation, and identifying new revenue streams
• Scott Technology Ltd – mining division
• Website: [Scott Technology](https://www.scotttechnology.com)

• Company Overview: Scott Technology Ltd
• Website: [Scott Technology](https://www.scotttechnology.com)
• Looking to expand my expertise from consulting to full ownership of a global transformation initiative, I was approached by Scott during the launch of their new business strategy
• One of the strategy’s key pillars was to establish a high-performing safety culture across all business units worldwide
• I was entrusted with designing, developing, and executing a comprehensive global safety and wellbeing strategy, covering operations in New Zealand, Australia, USA, China, Europe, and Africa
• Reporting directly to the Global Director of People and indirectly to the CEO, I was a key member of the Global Senior Leadership Team (SLT), responsible for embedding safety as a core value across the organization
• Designed and implemented a global 3-year safety and wellbeing strategy across eight countries, ensuring seamless alignment with operational goals
• Led the organisational change process across all sites, ensuring smooth adoption of safety initiatives and ownership at every level of the business
• Managed and developed a team of 13 direct reports, building strong relationships with regional directors to foster accountability and safety ownership
• Provided strategic guidance to the CEO, regional directors, and board members, ensuring safety was integrated into the company's long-term objectives
• Represented the business at Board meetings, reporting on safety performance, challenges, and strategic initiatives to drive continuous improvement
• Key Achievements:
• Reduced Lost Time Injury (LTI) rate from 15.3 to 2.7 within one year through targeted strategy execution and robust safety initiatives
• Developed and launched a global Safety Vision, Expectations, and Brand, now recognized internally by employees and externally by customers
• Implemented a global safety leadership program, equipping leaders across all business units to embed a safety-first mindset
• Led the global 'Stop for Safety' initiative, fostering company-wide engagement around critical safety moments
• Achieved ISO 45001 certification across six sites within 12 months, ensuring international safety standards compliance
• Deployed new safety management software across all sites, enabling real-time tracking of lead and lag indicators for better decision-making
• Introduced a critical control management framework, enhancing the management of operational risks and driving measurable improvements in safety performance
• Scott Technology Ltd
• Website: [Scott Technology](https://www.scotttechnology.com)

• As the leader of HSE Global’s New Zealand division, I was responsible for driving commercial growth, executing high-level strategy with executive teams, and establishing a financially sustainable business
• This role demanded a strategic approach to sales and client relationships, as well as working closely with board-level stakeholders and industry leaders to transform safety practices within large organisations
• Key Responsibilities:
• Commercial Growth & Sales Strategy: Developed and implemented a comprehensive sales strategy that significantly increased revenue through new client acquisition, relationship building, and upselling services
• Established key partnerships within the Agri-sector, successfully delivering tailored safety transformation programs that resulted in measurable business improvements for clients
• Key Account Management: Managed key accounts, building long-term relationships with high-value clients
• Partnered closely with their executive teams to design and execute step-change safety initiatives, delivering substantial improvements in safety performance and cultural transformation
• Board Reporting & Executive Collaboration: Regularly prepared and presented detailed reports to the Board, highlighting financial performance, strategic growth initiatives, and operational improvements
• Actively contributed to board-level discussions and worked closely with executives to align business goals and drive future strategy
• Business Viability & Financial Leadership: Took ownership of P&L responsibility and implemented financial strategies to ensure sustainable growth and profitability for the New Zealand division
• Maintained a strong focus on cost control, resource optimization, and revenue diversification
• Team Leadership: Led and mentored a small team of two direct reports, providing strategic direction and support to ensure high performance and the successful execution of key projects
• Key Achievements:
• Delivered double-digit revenue growth by optimizing sales processes and expanding service offerings to high-value sectors
• Revenue increase $2.3million revenue to $5.7million in 2.5 years
• Secured long-term contracts with Ravensdown, Higgins, Northpower, and PGG Wrightson, and Countdown
• Enhanced operational efficiency and financial health, leading the New Zealand business to exceed profitability targets while delivering exceptional client outcomes
• Implemented and executed strategies which saw customers win National awards
• Grew the team from 2 consultants to 6 maintaining 75% utilisation
• Designed a wellbeing programme which won the award as most valuable contractor for Woolworths Group Ltd

• Company Overview: A joint venture, start-up company between Pamu Farms and HSE Global
• Pamu Academy was a joint venture, start-up company between Pamu Farms and HSE Global
• The business started operating in 2017
• The vision of the Academy was to lift the safety leadership capabilities of farmers across New Zealand and create a transformational shift in the way they think about health, safety, and wellbeing
• I was employed in October 2018 as Business Development Manager to build sound relationship with key businesses, manage key accounts, and maintaining financial stability within the business
• I delivered, designed, and implemented safety leadership, mental health, and strategic alignment session for agricultural organisations across New Zealand
• I provide Leadership Teams with advice to build high performing health, safety, and wellbeing cultures, and helped them execute and embed the change
• Pamu Academy was bought by HSE Global in 2019 as the joint partners determined that their initial goals had been met
• Key Accountabilities:
• Prepared and presented Board reports
• Improved revenue through sales and relationship building
• Key account management, and partner with large Agri-sector businesses to execute a step change in their safety performance
• Creating a financially viable business
• Lead 2 direct reports
• A joint venture, start-up company between Pamu Farms and HSE Global
• Achievements:
• Successful delivery of safety leadership and mental health programmes to multiple organisations, and over 2000 participants
• Trusted advisor for senior leadership team members and guided them through difficult strategic decisions
• Designed, developed, and implemented new health, safety, and wellbeing programmes for multiple large-scale organisations
• Successful design, development, and implemented a 360- safety leadership development framework
• Coached and mentored the team for over 9 months to improve their safety leadership capabilities
• Through safety leadership and culture initiatives, we successfully helped one client reduce LTIFR from 77 to 8 within 12 months
• We sustained this number over the next 2 years
• Reviewed and rewritten Safety Management Systems to align with ISO 45001
• Consulted and worked with frontline staff to design, developed, and implement simplified safe systems of work
• Managing a start-up business and reporting to the Board on business performance
• Managing all financial accounts and budgets within the business
• Managing an accurate sales forecast with variance of no more than 10%
• Received coaching and mentorship from leading people within the New Zealand business sector
• Designed and developed strategic health and safety plans for large agri-sector companies
• Building successful relationships and increasing sales pipeline within the business

• In my first New Zealand role, I partnered with business managers across 60 farms on the North Island, delivering safety initiatives aligned with operational goals
• I developed leadership, technical, and mental health training programs and led over 600 workshops within one year
• Collaborating with the CEO, I created site-specific safety plans and performance dashboards to track progress, achieving a reduction in lost time injuries (LTI) from 45 to 9 per quarter
• Holding delegated financial authority of NZD 100,000, I ensured efficient allocation of resources to meet safety goals

• Company Overview: Family-Owned Business
• At Erasmus Farming, I managed daily livestock operations across 7,000 hectares with 21 employees and three direct reports
• I was accountable for the division’s financial performance, including P&L, budget planning, and cash flow reporting
• Key achievements included raising lambing rates from 98% to 120% and increasing revenue by 12%
• I also collaborated with trustees on strategic projects, such as converting land into horticulture, enhancing both operational efficiency and profitability
• Family-Owned Business

• I founded WerCon Trading to provide health, safety, and environmental consulting services in South Africa, managing three contractors and a full-time employee
• I developed safety management systems, implemented vehicle monitoring programs, and designed fire evacuation procedures for various industries
• This role required end-to-end responsibility for consulting services, helping clients streamline safety processes, enhance compliance, and improve operational efficiency