Mario Lopes Pereira

• Founded and successfully operated the company, navigating various challenges and achieving personal fulfillment through business growth and development.
• Managed the purchasing and refurbishment of used equipment, ensuring high-quality standards for resale and rental.
• Led in-house and field service operations, including workshops, service, and repairs, to provide comprehensive support to clients.
• Oversaw forklift hire operations, offering both short-term rental and long-term hire with full maintenance lease agreements.
• Managed back-to-back financing, ensuring smooth financial operations and client satisfaction.
• Directed the sale of parts across various product lines, including new and refurbished equipment.
• Led the importation of new equipment, overseeing assembly, preparation, and distribution.
• Coordinated trade-ins of used units, managing their refurbishment and resale alongside new unit sales.
• We could amalgamate them with the different branches and companies, as they were all linked
• Due to the downturn of the South African economy in 2015 where the yellow metal industry’s turnover dropped by 45% to 50%, Amalgamated Forklift Services’ turnover dropped by (forty million Rands)
• The Company became uneconomical to sustain itself, and in October 2016, I sadly decided after consultations with various accountants and lawyers to place the Company into voluntary liquidation closing its doors and releasing 54 very loyal employees (the saddest moment of my life)
• I was still the owner of a very small Company across the border situated in Maputo, called Amalgamated forklifts Moçambique (ltd) which employed six people
• Even though it was not in any debt situation, it was not making enough profits to warrant the risk, and therefore I had to make the decision to close its doors during the second year of Covid
• Diversifying it, or amalgamating it with any other company was no longer an option during that time

• Managed the Industrial S.B.U. with overall responsibility for its performance.
• Reviewed and analyzed the costing system on the H.P. 3000, ensuring accuracy and efficiency.
• Analyzed product costing and initiated Activity-Based Costing (ABC) in key areas to improve cost accuracy.
• Monitored and reported on factory performance, identifying areas for improvement.
• Prepared and reviewed manufacturing budgets, calculating recovery rates to optimize financial performance.
• Collaborated with the planning department to reconcile work-in-progress within the MRP II system.
• Monitored actual purchase prices against fixed prices and reported on variances to ensure cost control.

Functional to Financial Director:

• Analyzed and supervised all cost reports to ensure accurate financial oversight.
• Managed wage control and reconciled cost ledgers and asset registers.
• Administered computerized systems, ensuring accurate data input and system integrity.
• Ensured efficient processing of creditors and timely payments.
• Developed and forecasted the yearly business plan, aligning financial goals with operational needs.
• Prepared and submitted monthly profit and loss statements, along with quarterly reports for board presentations.
• Conducted monthly site audits to monitor operational efficiency.

Functional to Plant Director:

• Reported on motor vehicle and plant accidents on a monthly basis.
• Handled all correspondence related to plant department matters.
• Monitored and controlled plant recoveries, ensuring no discrepancies.
• Implemented new spreadsheets and cost-effective systems for more efficient cost control.
• Administered plant and after-plant insurance matters.
• Prepared short- and long-term capital forecasts for plant operations.
• Ensured maximum utilization of hired plant equipment.

• Oversaw cost control across the engine plant, trim plan, and Executive Director's Division.
• Provided weekly and monthly variance reports to management accounts, the department, and the Executive Director.
• Developed and implemented short-term budgets to align with departmental goals.
• Streamlined reporting processes by implementing systems to minimize time spent on reporting.
• Reconciled monthly ledgers, including accruals and provisions, ensuring accurate financial records.

• Oversaw the implementation of the Pegasus Financial System and job costing system.
• Managed material and labor hour scheduling to ensure accurate job costing.
• Analyzed actual costs of finished jobs against estimated overhead rates.
• Established basic controls to improve communication between management and employees.
• Conducted variance analysis between actual and estimated outputs.
• Led efforts to implement a comprehensive computerized system across the organization, evaluating various systems and software solutions.

• Supervised the preparation and maintenance of monthly stock sheets and implemented a costing system.
• Managed production planning, including indent registers and material usage planning.
• Coordinated the importation of raw materials, analyzing costs, import tariffs, and overseeing material costing.
• Collaborated closely with the shipping department to manage goods arriving from overseas.
• Investigated and controlled stock costs, maintaining the stock control ledger.
• Analyzed and controlled work-in-progress across various responsibility centers, calculating the cost of sales per quality and per kg (including labor and overheads).
• Led the computerization of the entire system in collaboration with a programmer, ensuring thorough testing for errors.
• Supervised and analyzed wage functions, reviewing and monitoring production figures in partnership with the Production Manager.
• Reconciled stock creditors, creditor commissions, and provision and accrual accounts.
• Assisted in the preparation of annual budgets and financial forecasts.

• Supervised the administration of creditors and debtors, ensuring efficient management of accounts.
• Monitored and coordinated payment schedules, resolving discrepancies and ensuring timely payments.
• Oversaw the reconciliation of accounts, maintaining accurate records for both creditors and debtors.
• Managed credit control processes, including assessing credit risk and setting appropriate credit limits.