Lawrence Grobbelaar

• Reduced manual data entry errors by automating routine tasks using SQL scripts and ETL tools.
• Conducted regular audits of BI infrastructure to ensure data accuracy, system stability, and adherence to industry standards.
• Mentored junior analysts in advanced statistical techniques to enhance their skillsets in developing meaningful business insights.
• Optimized database performance through regular maintenance, query optimization, and index tuning.
• Standardized best practices in report generation across departments to ensure consistency in presentation formats as well as analysis methodologies employed.
• Provided ad-hoc reports for executive leadership team to support informed decision-making during critical situations or periods of change management.
• Trained end-users on BI tools usage to maximize adoption rates and improve overall company data literacy levels.

• Collaborated closely with stakeholders to identify opportunities for process improvements and drive continuous innovation in the organization.
• Improved business processes by analyzing current practices and recommending optimization strategies.
• Optimized workflow processes to enhance overall productivity and achieve operational excellence.
• Developed high-quality documentation to support training efforts, helping employees fully understand new systems and procedures.
• Part of the project team for implementation of ERP systems across 10 organizations in the group including subsidiary companies.

Reason for leaving: Business Intelligence Manager retired at BMG. The position became available which I applied for as I felt I needed a career change to specialize in data processing, analytics, ETL, SQL and Power BI dashboarding.

• Responsible for the IT environments of 5 subsidiary companies.
• Optimized helpdesk performance through process improvements, enabling faster response times and increased user satisfaction levels.
• Facilitated seamless transitions during system upgrades or migrations by coordinating between stakeholders and mitigating potential disruptions to business operations.
• Contributed to the successful completion of numerous high-profile projects by providing expert guidance on technology strategy, infrastructure design, and implementation best practices.
• Oversaw technology budget planning and allocation to optimize resource utilization while meeting organizational objectives.
• Oversaw and Project Managed transition of the organization onto the K8 ERP system.

Reason for Leaving: Mandirk went through a section 189 process and the IT department was absorbed into Bearing Man Group (Pty) Ltd (BMG). The transfer to ERP Business analyst at BMG was an internal transfer.

• Coordinated testing efforts for proposed changes to ensure smooth integration into existing systems without compromising functionality or stability.
• Assisted in developing departmental strategies for process improvement, aligning initiatives with overall organizational goals.
• Developed comprehensive documentation of current processes, enabling easier analysis for future enhancements.
• Facilitated training sessions for employees on newly implemented processes, ensuring seamless adoption across the organization.
• Led workshops for stakeholders to gather feedback on proposed process changes, fostering a collaborative approach to optimization efforts.
• Streamlined business processes by analyzing and identifying areas for improvement, reducing inefficiencies and boosting productivity.
• Performed root-cause analysis on recurring issues within existing processes, identifying solutions that addressed underlying causes effectively.

Reason for leaving - SA Tool (Pty) Ltd was acquired by Mandirk (Pty) Ltd. The IT manager role I applied for was an intercompany promotion.