1. ANDRÉ RAOUL JANKOWITZ (Snr Project Manager & Business Analyst )
Hohfurren 11, Zumikon Zurich 8126
Home: +41 (044) 919 8183 - Cell: +41 (0)79 257 8028 - andrewitz@gmail.com
Executive Summary
Snr Project Manager & Business Analyst with extensive experience in managing diverse projects across multiple industries and under
challenging circumstances. An all-rounder with a comprehensive understanding of business, systems and people. A natural leader,
who likes to step-up and take charge. Someone who enjoys interacting with people, organizing things and finding creative and
innovative ways to get the job done better.
Skilfully able to interpret analytics in order to identify new opportunities and improve processes, all the while leveraging both
existing and new business opportunities. An expert in business analytics and relational databases, complemented with strong
management and communication Skills. An excellent communicator, respected leader and trusted member of the team.
Qualifications
Ph.D. Finance: - Candidate PhD (Current) Swiss Management Centre University - Zug, Switzerland.
MBA: Business Management (2006) University of Cape Town - Cape Town, South Africa
Siebel Certified Professional: ICT (2002) Siebel University - Amsterdam, Netherlands
Diploma Datametrics: (1994) University of South Africa (UNISA) - Pretoria, South Africa
Organisation And Work-Study: Efficiency Management (1986) Pretoria Technikon - Pretoria, South Africa
Professional Experience (Full Version)
Business Insights Group AG
Project BG1: Knowledge Management Portal for Entrepreneurs
July 2013 - Current
Senior Project Manager / Business Analyst
Brief: Research business opportunity, model business processes and launch a global knowledge management portal for
entrepreneurs.
Scope:
Strategy: Market research followed by the development of a comprehensive Business Plan
Plan & Coordinate: Recruit a team of 40 specialists across 21 business domains to participate on a freelance basis as subject matter
experts.
Performance: Setup Google WebMaster Tools and Google Analytics for tracking user traffic to the site, monitoring on-site user
behaviour, identifying the source of traffic and the extent to which visitors completed predefined goals.
Operational: On-boarding of new members (currently 4,500+) and the moderation of new content (spanning over 1’000 posts and 250
videos).
Product Development: Designed the curriculum for a 12 module Training course for entrepreneurs/start-ups drawing on content from
over 30 business specialist spanning 21 business disciplines. Each module was packaged as a standalone interactive HTML5 Digital
book.
Product Development: Designed six self-assessment quizzes to provide entrepreneurs with deep reflective and insights about their
strengths and weaknesses for both a personal and business perspective.
Product Development: Designed Goodwill Brand Ambassador initiative, Social Network Value Economy framework and Knowledge
Management Solution for small consulting firms.
User Experience: Designed the user interface, navigation, and all messaging (emails and alerts) for members and contributors.
User Experience: Designed a gamification layer which was built on top of the functional layer with the purpose of rewarding members
for their onsite activity and keeping them engaged through the awarding of Insight Points, promotion through the Insight Ranks,
Accumulation of Insight Stars and earning of Insight Dollars, the virtual currency of the platform.
Sales & Marketing: Designed 4 unique subscription plans each with a compelling value proposition, price point and target audience.
Sales & Marketing: Setup a virtual MarketPlace for members to buy and sell products from each other with the option of paying with
their virtual currency, Insight Dollars.
Sales & Marketing: Setup social media presence on Google Plus, Linkedin and Facebook receiving feeds from the membership
platform.
Sales & Marketing: Designed and managed advertising campaigns for Google, Linkedin and Facebook.
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2. Project BG2: Financial Due Diligence for the Acquisition of Audio Technologies
February 2016 - July 2016
Senior Financial Analyst
Brief: Identify financial drivers, model their impact and develop a dynamic reporting dashboard for evaluating dozens of possible
scenarios.
Scope:
Financial Analysis: Financial Analysis: Designed and developed a financial model for evaluating and stress testing assumptions,
revenue forecasts, growth trajectories, staffing, capital requirements and ROI.
Project BG3: Marketing Campaign for the Money Coaching Institute
July 2014 - Current
Senior Business Development Manager
Brief: Identify target audience and design a marketing campaign to enlist prospects for Certified Money Coaching training @ $3K per
person.
Scope:
User Experience: Designed and produced all the pre-sales marketing material required to promote a bi-weekly webinar on Money
Coaching. This included the design of the landing page (registration page), thank you page and video, free gift and the email messages
and reminders.
Sales & Marketing: Identify individuals and special interest groups via Social Media who could then be approached and invited to
attend the introductory webinars.
Sales & Marketing: Signed-up over 600 individuals participants who were interested in finding out more about becoming a certified
Money Coach.
Sales & Marketing: Set up the Institute’s CRM system on Infusionsoft, imported their contacts from a legacy application after having
performed extensive data cleansing and tagging.
Sales & Marketing: Configured an automated campaign to register webinar attendees, remind them of the upcoming event and thank
those that attended and follow-up those who missed the event.
Hewlett-Packard Enterprise
Project HP1: Organisational Restructuring of HPSW EMEA Sales Operations Team
April 2011 - August 2011
Sales Operations Manager
Brief: Identify existing business challenges, model required business processes and map these to individual employee competencies.
Scope:
Strategy: Strategy: Redefined Roles and Responsibilities for the EMEA Sales Operation team and created a peer mentoring system to
ensure that each function had a primary and secondary person responsible.
Performance: Defined KPI’s for each team member and mapped them to the department’s organisational performance metrics.
Performance: Identified required trainings for each team member in accordance with the company’s learning portal and mapped each
individual’s progress on a team based dashboard.
Project HP2: Redesign of the HPSW EMEA QBR and Forecasting Process on $550M/annum
September 2011 - December 2011
Senior Project Manager / Business Analyst
Brief: Identify the businesses challenges relating to the preparation of the Quarterly Business Reviews (QBR), model desired processes
and design dashboards and PowerPoint templates to facilitate a more accurate and automated process.
Scope:
Financial Analysis: Redesigned the forecasting and variance tracking model to facilitate greater accuracy tracking quarterly revenues
against budget of around $120M with less than 1% tolerance for error.
Financial Analysis: Designed a new Forex model for converting European currencies to USD whilst at the same time offering insights
into year on year growth in market share.
Reporting/Dashboards: Designed an entire new QBR reporting template which was used by all the EMEA sub regions
Performance: Integrated each sub regions KPI’s into the QBR, thus saving each sub region manager a huge amount of time whilst at
the same time eliminating any discrepancies which frequently occurred with the previous method.
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3. Project HP3: Empower HPSW Business Initiatives
January 2012 to July 2013
Senior Project Manager / Business Analyst
Brief: Identify stalled business initiatives, design an intervention strategy with business processes to revive them and develop a suite
of reporting dashboards to track their progress and impact.
Scope:
Reporting/Dashboards: Designed and programmed (Visual Basic) a suite of 5 reporting Excel based Dashboards for key success areas
on a software portfolio of $1.2 Bn. These included; Premier Attach, Premier Support, Enterprise License Agreements (ELA’s) and
Critical Upgrades
IT Development: Integrated data extracts from SAP, Siebel and SharePoint into a single data set stored in MS Access which was then
used to provide daily updates to all users accessing the same excel file yet without being constrained by the limitations associated by
file locks etc..
Performance: Designed cascading KPI’s to enable C-suite executives to have a global view of HPSW and drill down into each region,
sub region, country and manager profile.
User Experience: Integrated Gamification, real time email alerts, trend trackers and leaderboards to highlight top performers and
motivate under-performers to increase their efforts.
Banque Louis SA
Project BL1: Transition Louis Group Investment Clients to Banque Louis
August 2009 to October 2010
Senior Project Manager for Business Development
Brief: Identify compliance requirements for the South African market, customize marketing materials and strategies to be compliant
and launch a campaign to migrate clients and assets to the bank.
Scope:
Plan & Coordinate: Migrated Louis Group Financial Service clients and their asset to Banque Louis.
Process Reengineering: Reviewed the bank’s KYC and compliance procedures and advocated for changes to the process which were
subsequently approved and implemented.
Operational: Prepared training materials for the orientation and training of South African Intermediaries with regards to opening bank
accounts, compliance and asset management.
IT Development: Participated on the internal team responsible for identifying and implementing of web based CRM system capable of
offering at least the same level of functionality being offered in South Africa.
Sales & Marketing: Identified prospective private wealth clients, engaged with them and promoted the bank’s service offering.
Sales & Marketing: Arranged exclusive events for High Net Worth individuals, synonymous with the wine and dine experience.
LGI Finance (Pty) LTD
Project LG1: Response to the onset of the Global Financial Crises
July 2008 to July 2009
Senior Project Manager for Business Development
Brief: Identify structural and operational business failings, design new business processes to dramatically transform the business and
develop innovative products and marketing strategies to grow the business.
Scope:
Strategy: Strategy: Developed a Marketing strategy to counter the Global Financial crises. This entailed hosting strategic workshops
with renowned academics and Scenario planners. This culminated in the design of an interactive board game played by financial
brokers as they sought to engage with each other in an effort to make sense of the Financial Crisis.
Financial Analysis: Designed and developed a financial model for comparing property syndication products and for forecasting
revenues and determining the best ROI.
Sales & Marketing: Launched and completely sold-out a Debenture offering on the Erinvale Estate Hotel and Spa, in spite of the
aftermath of the worst global Financial Crisis.
Operational: Trained and upskilled the Financial Services team in the art of ‘Selling’ and ‘Deal Closing’. Automated processes and
workflows which resulted in the eradication of a two year reporting backlog.
Performance: Implemented a Performance Measurement and Management system with cascading KPIs and powerful incentives
which completely transformed the sales. This model was subsequently submitted as an assignment for PhD Finance module for which
I scored an A+.
IT Development: Finalised the customisation of a Software application that had stalled and exceeded the budget.
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4. Erinvale Estate Hotel & Spa
Project EE1: Readiness for South African World Cup Soccer 2010
May 2008 to July 2009
Senior Project Manager for Business Development
Brief: Identify FIFA operational requirements and model business scenarios in order to develop marketing strategies to maximise
World Cup Soccer revenues.
Scope:
Strategy: Designed a business case for offering the hotel as an approved venue for visiting World Cup Soccer teams.
Strategy: Designed a Rest and Recuperation marketing strategy to fit in with the Hotel’s Wellness Spa and the local Medi-clinic.
Financial Analysis: Financial Analysis: Prepared the financial costing for the refurbishment of the hotel and develop a business case to
support the expenditure.
Sales & Marketing: Maximised revenue opportunities for Erinvale Hotel & Spa through several unique and innovating marketing
initiatives.
Sales & Marketing: Established a joint marketing initiative with the major surrounding businesses, namely; Erinvale Golf Estate, three
wine farms and an olive vineyard, which collectively became known as ‘Heart of the Helderberg’.
Place on The Bay Hotel
Project PB1: Acquisition and Exit of a Share Block Hotel
April 2007 to July 2009
Senior Project Manager for Business Development
Brief: Document the businesses operational model, identify opportunities for process improvement and develop an acquisition
strategy to acquire 70% of the shares.
Scope:
Financial Analysis: Prepare a due diligence on the acquisition of a Timeshare management company which had initially developed the
property.
Financial Analysis: Prepared the annual financial statement and budgets for the coming year for the Timeshare resort.
Financial Analysis: Chaired annual general meetings, fielding questions from shareholders and justifying decisions taken during the
previous year.
Financial Analysis: Designed and developed a financial model for evaluating and stress testing assumptions, revenue forecasts,
growth trajectories and for calculating the optimum price to pay for the acquisition of additional shares.
Sales & Marketing: Designed a Loyalty program for the hotel, offering free nights for referrals and complementary week-end breaks
for the most successful retail travel agents.
Sales & Marketing: Set-up a trade exchange with Plan Hotels in Zanzibar whereby a fixed amount of unused rooms nights were
swapped between the resorts to complement their existing offerings.
Sales & Marketing: Integrated ‘Lobster House’ a private boutique villa targeting the international market, a part of the Timeshare
resort.
Sales & Marketing: Increased the average occupancy from 45% to 75%
Operational: Took over the operational management of the Hotel and Share Block scheme.
Operational: Increased the ownership share from 33% to 70% within two years.
Operational: Planned and oversaw the refurbishment of the hotel as well as the conversion of the adjourning Guest House into a
Wellness Centre
Louis Group Risk Management
Project RM1: Strategic Review of Business Operations
July 2006 to October 2006
Senior Business Analyst
Brief: Review existing business processes, identify opportunities for improvement and recommend an intervention strategy and
actions.
Scope:
Strategy: Provided the Chairman of the group with a recommendation as to whether to continue investing in the business or to exit.
Financial Analysis: Analysed the client base and claims history to ascertain the viability and opportunity of this market segment.
Performance: Reviewed the performance of intermediaries and business partners in order to establish the extent to which they either
contributed to or detracted from the success of the business.
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5. Blue Planet Travel
Project BP1: Redevelopment of Business Model
April 2005 to June 2006
Senior Project Manager for Business Development
Brief: Review the existing commission based revenue model, identify an alternative fee based revenue model and implement the new
model with supporting procedures and processes.
Scope:
Strategy: Designed and implemented a new business model to enable the company to transition from a commission based revenue
model to a fee based one within 6 weeks.
Strategy: Evaluated strategic partners and alliances and decide on the best strategy going forward given the turbulent times the retail
travel industry was facing.
Strategy: Reviewed the government’s Black Economic Empowerment (BEE) policies and guidelines in order to formulate a strategy to
make the business compliant across all 6 categories, i.e. equity, management, employees, training and development, procurement and
social welfare.
Performance: Performance: Reviewed the remuneration model for the sales team and implemented a more performance based
model which had a remarkable impact on sales.
Operational: Launched a new retail branch in an exclusive Mall.
Sales & Marketing: Launched numerous events paired with travel destinations, sponsors and prizes.
IT Development: Evaluated the existing Global Distribution System (GDS) Galileo, against its biggest competitor Amadeus, and
prepared a compelling case to switch.
IT Development: Upskilled the team on Amadeus, the chosen GDS and subsequently secured the rights to be the first client to use
their corporate web-based service in South Africa.
IT Development: Replaced the existing accounting system with one that was far better able to meet our needs.
Insurance Management Group
Project IM1: Rescue Strategic Partnership
November 2003 to March 2005
Senior Project Manager
Brief: Identify issues of conflict, propose alternatives and foster a better level of understanding and cooperation between the
partners.
Scope:
Strategy: Participated on the management board, representing the Louis Group and troubleshooting issues related to their
obligations with their business partners.
Operational: Compliance: Oversaw the compliance of Insurance representatives after the implementation of the new Financial
Services regulations.
IT Development: IT Development: Brought to finalisation the IT System that the Louis Group had implemented but which was bug
ridden and lacking agreed functionality.
Dynamic Management Solutions
Project DM1: IT Contractors Service
November 1999 to October 2003
Senior Project Manager / Business Analyst
Brief: Identify business flashpoints, model business processes to resolve these and set in place robust procedures and processes to
accommodate the exponential growth of the company.
Scope:
Process Reengineering: Identified weak processes and procedures and designed new and improved ones which had a dramatic affect
on the success of the business
Process Reengineering: Design new and innovative automated processes and systems for the rapid growth of the business.
IT Development: Custom configured and installed a Siebel eFinance Solution with integration to Temenos banking software..
User Experience: Facilitated the automation and real-time notification of contractors upon processing of their timesheets, payments
from employers and their disbursements.
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6. Project DM2: IPO Web based Tourism portal for South Africa
January 1997 to October 1999
Project Manager for Business Development
Brief: Identify business opportunities, model business processes and develop a tourism portal for South Africa.
Scope:
Strategy: Prepared the company for an IPO
IT Development: Designed and developed a web based travel portal for South African tourism, spanning, hotels, guest houses, flights,
car hire, outdoor activities and sightseeing.
Product Development: Designed and modelled the functionality of an itinerary genie which would build the perfect itinerary for
visitors to South Africa who did not know what the country had to offer.
Project DM3: Financial Independence
November 1989 to December 1996
Project Manager for Business Development
Brief: Identify business opportunities and model all the business processes necessary to establish two new businesses.
Scope:
Strategy: Founded and established a new business for the management of short-term rentals to holiday makers.
Strategy: Founded and establish a new business for management of long-term rentals and sectional title management of syndicated
properties.
Strategy: Drafted a buy/sell agreement with the Louis Group for the acquisition of these two businesses.
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