Motebang Ntokoane (MBA, BCom Hons)

As Managing Director of Supa Roof, I provide strategic direction and operational leadership across a national footprint in South Africa’s roofing industry. I drive high-impact growth initiatives, lead restructuring efforts, and ensure long-term financial sustainability through disciplined execution and innovation.

Achievements thus far:

Strategic Turnaround:

• Led Q4 recovery that enabled repayment of R11M in legacy debt;
• Rationalized SKU base from 287 to 39 key products, improving working capital efficiency.

Operational Modernization:

• Enhanced ERP security and rolled out ERP-integrated POS systems, eliminating ghost sales and manual leakages.
• Centralized ordering via ERP, significantly reducing stock and financial waste.
• Introduced business intelligence dashboards and store-specific income statements to drive data-informed decision-making.

People & Performance:

• Rolled out new Commission and STIP frameworks to incentivize sales growth.
• Implemented TalentLMS and relaunched structured training after a two-year hiatus.
• Spearheaded Section 189 process, aligning workforce structure with business performance needs.

Sales & Efficiency Tools:

• Deployed GEO Rep to optimize sales routes and reduce fuel costs, while improving customer geo-targeting.

Growth & Innovation:

• Launched new product line (Supa-Shed) and
• Secured board approval for a Shop-in-Shop retail concept (budget rollout pending).

Financial Leadership:

• Full accountability for P&L, Balance Sheet, and Cash Flow management, driving profitability and stakeholder value.
  
  

As General Manager of iStore Africa, I led the Apple hardware and accessory distribution across Core Group’s subsidiaries in Namibia, Botswana, and Zambia, overseeing 60+ staff including Regional Managers, Operations Managers, and Sales Consultants. My role spanned full P&L accountability, commercial expansion, operational excellence, and cross-functional team leadership.

Strategic Program Rollouts:

• Launched the Apple Authorized Service Provider (AASP) program in five African countries, enabling in-country Apple product servicing and reducing turnaround time significantly.

• Rolled out the iStore Affordability Retail Credit program with FNB, ABSA, and Standard Bank in Botswana and Zambia—breaking affordability barriers and accelerating Apple penetration in new consumer segments.

• Pioneered Trade-In and Pre-Loved Goods (PLG) programs to stimulate lifecycle demand and unlock value from older Apple devices, creating a competitive secondary market.

Innovation & Product Growth:

• Introduced Apple Watch to the Zambian market, achieving first-time sales of 200+ units.

• Developed and piloted the iStore Employee Value Proposition (EVP) program, increasing iPhone sales by 28% YoY through corporate pricing for employee purchases.

• Established collaborative demand planning processes across subsidiaries and suppliers—minimizing out-of-stocks and boosting inventory efficiency.

Operational Optimization:

• Deployed Translution WMS to reduce GRV errors and improve warehouse operations across SADC.

• Led rollout of mobile contract services in Namibia through partnership with MTC, a first for iStore outside South Africa.

• Built the iStore Education Tracker database of 176 schools, enabling targeted Apple Education rebate tracking and unlocking new B2B channels.

Performance Management & Profitability:

• Achieved YTD sales performance 47% above prior year by empowering regional managers with volume-based trading autonomy.

• Streamlined SKU planning and accessories ranging, reducing aged stock (90–120 days) by 20% YoY.

• Introduced category-based promotions, push-pull sales tactics, and tactical pricing to sustain volume and revenue growth.

People Leadership:

• Promoted key talent into leadership roles, reducing staff turnover from 33% to 10% YTD.

• Championed staff development, placing leaders in MDP and FLP programs.

• Instilled a performance culture through clear KPIs, mentorship, and situational leadership practices.

Subsidiary Highlights (FY24 Q1):

• Namibia: Revenue ↑13%, Volume ↑0.2%

• Zambia: Revenue ↑8%, Volume ↑5%

• Botswana: Revenue ↑140%, Volume ↑74% (vs. Q4 FY23)

In this role, I was accountable for designing, implementing, and optimizing the Route-to-Market (RTM) strategy for Engen and Petronas Lubricants across six Engen subsidiaries in Sub-Saharan Africa namely:

Namibia, Botswana, Lesotho, Eswatini, Democratic Republic of Congo (DRC), and Mauritius.

• Forecasting Excellence:
  Led the formation of the International Business Division (IBD) Demand Planning Committee, driving unprecedented forecast accuracy — 72% for Mauritius in 2020, and 90% for DRC in January 2022, setting new internal benchmarks.

• Supply Chain Optimization:
  Established the IBD Logistics Committee to streamline inbound and outbound flows. Launched a strategic sea freight RTM channel via Walvis Bay and developed a Strategic Route-to-Market Depot (SRTM) to support growth in Namibia.

• Cross-Border Leadership & Governance:
  Founded the IBD Council, comprising Managing Directors of all subsidiaries, to align strategy, execution, and commercial decisions across regions. Chaired quarterly councils to monitor commercial plans and problem-solve across functions.

• Revenue & Volume Growth:
  Delivered R10.35M gross revenue growth from 2019 to 2020.
  Increased volume by 17% (500 tons) from Jan–Jun 2021 and by 10% (145 tons) in Q1 2022 compared to the prior year.

• Achieved top-performing Business Unit status across all Engen Lubricants divisions continent-wide, leading in Replacement Profit Before Tax (RPBT) — outperforming the next closest unit by R16 million.

• SKU & Product Strategy:
  Conducted in-depth analysis of over 1,000 SKUs and identified 70 that drove the majority of revenue and volume. Led a range optimization and model stocking strategy across all major accounts to reduce working capital and enhance throughput.

Market Development & Distributor Engagement:

• Successfully onboarded and managed key distributors across territories.
• Launched Petronas Tutela in Botswana, Namibia, and Mauritius.
• Oversaw marketing investment strategies for top partners such as Maurco (Mauritius) and Motovac (Namibia & Botswana).
• Executed retail and B2B product launch campaigns and ensured alignment with commercial targets.

Sales Execution & Country-Level Engagement:
Personally led 3-month in-market campaigns per territory to translate strategic directives into actionable commercial plans at distributor and customer level. These cascaded from Managing Directors to front-line sales, ensuring traction and accountability.

In this role, I was accountable for overseeing the performance of 48 Engen Quickshops across the KwaZulu-Natal (KZN) region, with a focus on driving category growth, process optimization, and strategic alignment to deliver enhanced profitability.

• Category Development & Range Optimization:
  Led category strategy development in collaboration with cross-functional teams to optimize product offerings and drive profitability across all Quickshops. Ensured alignment with competitive landscape insights and supported targeted product growth strategies.

• Data-Driven Insights for Strategic Decisions:
  Delivered key data and actionable insights to assist Category Managers in category analysis and decision-making. Supported the execution of the 12-month rolling strategic plan and promotional calendar, ensuring alignment with business objectives.

Process Optimization & Cross-Functional Collaboration:

• Spearheaded process improvements through cross-departmental collaboration, driving the definition, measurement, and control of new processes. Led workshops with stakeholders (including Forecourt Dealers) to align on strategies, customer needs, and operational enhancements.

New Product Launches & Profit Maximization:

• Played a key role in the successful rollout of Krispy Kreme into convenience stores, optimizing product placement and reshuffling assets to ensure maximum profitability.

Action Plan Deconstruction & KPI Tracking:

• Led the deconstruction of customer plans into executable action steps, facilitating clear KPI tracking and goal alignment across teams.
• Monitored performance at key checkpoints, ensuring corrective actions were taken to achieve targets.

Key Account Profitability & Trade Negotiations:

• Managed trading term negotiations with key partners and suppliers, overseeing promotional activities, ensuring targets were met, and optimizing trade spend to maximize profitability.
• Managed price increases, ranging opportunities, and product discontinuation strategies.

• Regional Performance Growth:
  Achieved a 4% year-on-year growth in net turnover by optimizing aspects of P&L, product availability, marketing promotions, merchandising, pricing, and space management.

As Regional Manager at African Bank, I had the privilege of overseeing 23 Retail Banking Business Units across the region. My direct leadership encompassed 23 Branch Managers and a team of 47 Sales Consultants, working collaboratively to drive performance and deliver exceptional service to our customers.

Key Responsibilities:

Product and Market Development:

• I was responsible for developing and executing market and product strategies, ensuring that we remained competitive within the dynamic banking environment.
• I led the launch of several targeted initiatives (Remote Loan Origination) that enhanced product offerings, broadened customer base, and increased market share in the region. This included collaborating with product development teams to align offerings with customer needs and market demands.

Process Optimization

• I spearheaded continuous process improvements, focusing on efficiency and operational excellence. By analyzing existing workflows and collaborating with cross-functional teams, I successfully optimized processes that reduced costs, improved service delivery, and enhanced overall customer satisfaction.

Deconstructing Business Plans into Executable Actions

• I worked closely with my branch managers to break down corporate objectives into actionable plans for each business unit. This ensured alignment with broader organizational goals while allowing for local customization to meet specific market needs. I set clear performance metrics and tracked progress against these targets to maintain focus and drive accountability.

Monitoring and Growing Business Units

• My role included consistent oversight and performance management of the business units under my watch. I ensured that each branch met its financial and operational targets, including monitoring key metrics such as profitability, customer satisfaction, and sales performance. Through regular reviews and strategic adjustments, I was able to drive a culture of growth and continuous improvement.

Staff Management and Development

• Leading a diverse team of branch managers and sales consultants, I focused on developing talent and fostering a high-performance culture. I implemented training programs and established clear career development pathways, which resulted in increased employee engagement and retention. My leadership approach was built on motivating staff, setting clear expectations, and creating a collaborative, supportive environment.

Achievements:

• National Award for Profitability: My team and I were recognized with a prestigious National Award for achieving 106.24% of the profitability target. This outstanding performance was a direct result of effective team management, strategic market penetration, and a relentless focus on customer-centric initiatives.

Business Unit Performance:

• Through targeted initiatives and operational optimization, I achieved consistent year-on-year growth across the business units. My strategic approach ensured that we not only met but exceeded performance benchmarks in terms of profitability and sales.

In summary, my tenure at African Bank was marked by a focus on driving profitability, operational efficiency, and a people-centered approach to management. My ability to align strategy with execution, foster team development, and consistently outperform business targets was instrumental in my success and the success of my team.

During my tenure at Corobrik, I was responsible for driving category development and range optimization across major customer groups.

I collaborated with key stakeholders to craft category strategies that enhanced customer profitability.

One of my major achievements was securing a logistics partnership with Barlow World, which allowed us to deliver bricks and pavers at significantly reduced costs. This reduction enabled me to develop a tailored range of plaster bricks, pavers, and face bricks for major retailers like Build IT, Builders Warehouse, Supa Trade, and BUCO.

This unique, competitively priced offering boosted both revenue and unit sales through the FMCG retail channel.

• In line with process optimization, I negotiated a strategic shift in logistics with Barlow World, opting to deliver bricks via flatbed trucks rather than crane trucks. This change resulted in a cost-saving of R1000 per 1000 bricks, which directly allowed me to maintain competitive retail pricing for our brick yard and key retail partners, including distributors. This improvement not only protected margins but also drove higher volume and profitability.

• I played a pivotal role in deconstructing customer plans into actionable steps for the sales team. Working closely with cross-departmental commercial stakeholders, I helped disseminate customer plans and set clear KPIs and goals. I ensured that performance was consistently tracked against agreed checkpoints, facilitating corrective actions when needed to achieve set objectives.

• As part of my responsibility for managing key accounts, I negotiated trading terms, managed promotional activities, and ensured that profitability targets were met. I consistently monitored strategies to align them with sales budgets, volume goals, and price realization targets. I also maintained a strict focus on managing product ranges, identifying opportunities for product discontinuation, and implementing price increases in a timely and strategic manner. Additionally, I optimized trade spend, ensuring a strong ROI and aligned KPIs across Marketing, Sales, and Supply Chain teams.
• Awarded Business Unit Manager of the Year for exceptional leadership and performance.

• Led my team to win Business Unit of the Year, recognizing outstanding growth and profitability under my management.

This comprehensive approach to category strategy, process optimization, and customer-focused sales execution resulted in significant growth in both volume and profitability during my time at Corobrik.

In this role, I was entrusted with the establishment and full operational management of the Zululand Distribution Business Unit under British American Tobacco South Africa’s “Prompt Sales” strategy — a key Route-to-Market (RTM) initiative designed to deliver directly to retail and forecourt customers, accelerating product availability and market responsiveness.

Key Responsibilities & Achievements:

• Business Unit Leadership:
  I led end-to-end operations of the Zululand Prompt Sales Business Unit, overseeing staff performance, route planning, fleet optimization, and the management of third-party distribution partnerships. My leadership extended to both Pre-Sales and Prompt Sales representatives, ensuring that the entire chain — from demand creation to last-mile delivery — was strategically aligned and efficiently executed.

• Sales Growth & Business Development:
  When I assumed responsibility, the business unit averaged R200K in monthly sales. Within eight months, I scaled this to an average of R6.5 million per month — a 32X growth. This was achieved through the development of a highly effective frontline sales team composed of individuals with little to no prior FMCG experience. I implemented targeted coaching programs, instilled performance disciplines, and built a culture of accountability and customer-centricity.

• Key Account & Channel Management:
  I successfully managed high-volume, multi-format Key Accounts, including Game, Shoprite, Spar, Pick n Pay, BP, Shell, and Engen. My approach involved tailored ranging, pricing, and promotional strategies to optimize presence, throughput, and profitability per customer format — whether grocery retail or petroleum forecourt.

• Category Development & Range Optimization:
  I played a key role in category development for tobacco and related products across our major customer segments. Working cross-functionally with marketing and trade teams, I optimized SKU mixes and drove revenue through both premium and value-tier offerings — tailored to customer demographics and regional dynamics.

• Process Improvement & RTM Optimization:
  I led continuous improvement efforts to refine our delivery model, reduce inefficiencies in distribution, and enhance turnaround times. This included the fine-tuning of delivery schedules, stock replenishment strategies, and merchandising execution across our territories.

• Team Development & Talent Acceleration:
  My commitment to talent development bore significant fruit. One of the high-potential employees I mentored was promoted to Territory Manager, while five of my team members went on to become Sales Managers and Sales Coaches at Coca-Cola. I built a strong coaching culture that emphasized resilience, selling excellence, and long-term career progression.

• Strategic Execution & Performance Management:
  I translated national and regional sales plans into executable micro-strategies at territory level. I broke down customer plans into actionables for my Prompt and Pre-Sales teams, defined SMART KPIs, and tracked performance at key checkpoints. This allowed for proactive corrections and performance uplifts aligned with volume and revenue targets.

In this role, I was entrusted with the strategic management of Brandhouse’s Key Account relationships and the implementation of the Route to Market (RTM) strategy within my assigned geographic territory. My mandate covered both the On-Trade and Off-Trade channels, with a strong focus on execution excellence, brand visibility, and profitable volume growth.

• Key Account Management:
  Developed and maintained strategic commercial partnerships with major accounts across both formal retail and the hospitality sector, ensuring execution of joint business plans and exceeding sales volume and distribution targets.

• Route to Market Strategy:
  Drove the RTM strategy tailored to the regional context—enhancing delivery efficiency, coverage, and stock availability. Worked closely with distribution partners to align logistics and trade marketing plans for seamless market execution.

• Category Development & Range Optimization:
  Designed customer-specific portfolio strategies, optimizing SKU mix to improve profitability, shelf presence, and brand penetration. Implemented trade segmentation models to match product range with outlet profiles.

• Execution Planning & Operational Alignment:
  Translated customer and channel plans into practical, measurable action plans. Collaborated with cross-functional stakeholders to ensure sales targets, brand campaigns, and marketing activations were executed flawlessly in-trade.

• Performance Monitoring & Profitability Growth:
  Tracked and analyzed performance data, applied insights to improve trade performance, and conducted strategic reviews with key stakeholders. Focused on improving ROI on trade spend and ensuring pricing, promotional mechanics, and execution aligned to business goals.

• Awarded Most Improved Representative for the Quarter—in my very first quarter on the job—due to rapid sales turnaround and execution excellence.

• Hosted the Managing Director and the Brandhouse Board, where my territory was showcased as the model region for innovative in-trade execution strategies.

• Selected to host the MD of Diageo Ghana and his Sales Leadership Team—my execution standards were used as a benchmark for cross-border learning and adoption.

• Recognized by Namibian Breweries—I was the only Sales Representative in South Africa awarded two Windhoek Tavern makeovers, a direct investment made in recognition of the brand excellence and commercial impact I drove in-trade.

In this role, I was entrusted with the full commercial and operational responsibility for managing key account relationships and driving the strategic Route to Market (RTM) execution within the Vryheid and Ladysmith regions.

Key Responsibilities:

• Led category development and range optimisation initiatives tailored to major customer segments, ensuring commercial relevance and customer profitability.

• Drove route and area process optimisation, streamlining supply chain and sales flows to maximize operational efficiency.

• Translated customer strategy into executable action plans, enabling clear and focused sales activity per account and route.

• Continuously monitored and grew Key Account profitability, leveraging data insights, market trends, and in-trade execution excellence.

Notable Achievements:

• Awarded Account Manager of the Quarter in my very first quarter—recognized for rapid traction, sales impact, and executional precision.

• Recipient of the prestigious SAB Academite Award, an honor bestowed by peer vote at the SAB Training Institute, recognizing me as a future leader within the business.

• Earned the Gold Trade Execution Award in Vryheid for exceeding sales, distribution, and execution KPIs.

• Grew the Ladysmith territory’s Gross Revenue from R111 million to R113 million, through a combination of strategic commercial arguments, tailored trade deals, and high-impact consumer-facing promotions that accelerated demand and strengthened in-trade visibility.