Ramola Balmakhun

I have over 12 years of professional experience in strategy management. I hold a master’s degree in engineering technology management, and I am currently completing a masters in data science and business analytics

My core competencies include setting strategic direction, managing complex projects, optimizing processes, collaborating with stakeholders, and leveraging data and innovation to inform strategic decision-making.

Senior Manager: Office of the Principal Officer, Government Employees Medical Scheme (GEMS – a private organisation providing healthcare insurance for public service employees), June 2017 – September 2022

• Provided executive strategic support to the Principal Officer (CEO) for the development of reports and presentations to the Board of Trustees, EXCO meetings, National Treasury, The Regulator, Minister for Public Service and Administration, Unions, Annual General Meetings and Conferences, etc.
• Developed an executable and sustainable turnaround strategy with internal divisions and contracted administrative service providers for the complaints function, reducing the complaints ratio from 0.31% to 0.17% within 12 months, and contributing to improved member satisfaction from 68% to 90%.
• Led the development of the corporate strategy, annual strategy review process and chaired the Scheme’s strategy workshops. Monitored and reported the performance of the Scheme strategy against targets at Board and Executive Committee meetings.
• Applied a holistic and integrated approach to strategy execution and ensured that the strategy was cascaded down through all levels within the organisation through continuous engagement and collaboration with divisions to align divisional strategies, operational plans and projects to the strategic objectives and direction.
• Led qualitative and quantitative research projects on strategic issues such as the National Health Insurance and led the scenario planning process, developed the supporting report, and delivered the presentation to the Board of Trustees and Minister for Public Service and Administration.

Independent Strategy and Operations Management Consultant, Sunninghill, March 2015 – June 2017

• Evaluated a strategic programme executed by the Department of Basic Education in improving employability of the youth in South Africa.
• Collaborated with various divisions at Standard Bank to develop solutions to address the challenges that key retail and corporate clients faced regarding physical cash management and processing time.
• Supported the largest rail operator on the African continent execute their 2015/2016 operational strategy and worked across the value chain, that is, from mine to port, for magnetite and rock phosphate.

Capital Projects and Infrastructure Management Consultant, PwC Advisory Services (Pty) Ltd. Sunninghill, July 2014 – February 2015

• Assisted a state-owned enterprise to formulate an executable strategy in transforming its engineering business to become a successful Original Equipment Manufacturer.

Strategy and Innovation Management Consultant, Deloitte Consulting (Pty) Ltd. Johannesburg, February 2011 – June 2014

• Established the Distribution PMO and led the Distribution Operating Model Implementation workstream for the largest producer of electricity in Africa. Managed the Distribution Integration Stream planning and facilitated cross-divisional value chain and stakeholder management workshops.
• Supported the Strategy and Risk Management Division in developing the mandate and processes for the Business Portfolio Integration division. 
• Conducted analysis on the service delivery models for one of the world’s largest producers of gold and identified opportunities to improve span of control. After the implementation of the recommendations made, the gold miner posted its first growth in gold production in a decade.
• Developed the value stream map and conducted root cause analysis training to identify opportunities to improve asset reliability and operational efficiencies at an Australian timber manufacturer.

Packaging Unit Manager, South African Breweries Ltd. Durban, October 2009 – August 2010

(Keg plant, Can and single serve bottling lines: returnable and non-returnable)

• Improved management of team, systems, operation, equipment and budget by people recruitment and development, leading and entrenching World Class Manufacturing Practices and driving improved asset management and delivered the turnaround within three months on the can line. 

Packaging Engineer, South African Breweries Ltd. Port Elizabeth, August 2008 – September 2009

• Effectively managed a problematic start-up after annual maintenance shutdown in July 2008 by establishing and maintaining good working relationship with Original Equipment Manufacturers and suppliers, team building that resulted in improved effective communication and equipment reliability obtaining new records.

Packaging Engineering Management Trainee, South African Breweries Ltd. Durban, January 2007 – July 2008

The Packaging Engineering Management Traineeship proposed and undertaken by myself was a dual traineeship in both the Packaging and Engineering departments with specific focus on establishing a solid foundation for success as a Packaging Engineer. The traineeship comprised of formal and informal training. Strong focus on independent study of the SAB supply chain together with an in depth understanding of the equipment and the operation and management thereof within the engineering and packaging plants was key in successful check-out of the traineeship. Developing a reliable network of people at all SAB plants proved to be invaluable source of accurate information and support. Regular formative assessments were conducted internally and externally by an experienced team comprising of the Regional Learning and Development Specialists and Divisional Learning and Development Consultant and Packaging Consultants. Core to the traineeship were opportunities to develop practical competencies in several positions. As such, I served as a maintenance planner, maintenance controller, packaging team leader and packaging engineer. In addition, I led and managed capital investment (draught plant upgrade) and sustainable development (reduction in water usage) projects successfully. The traineeship culminated in the presentation and summative assessment of three projects; administrative, technical and strategic. The result of the strategic projects was phenomenal leading to strong executive management support and divisional focus on conveyor maintenance.

Risk Control Manager (Acting), South African Breweries Ltd. Durban, July 2006 – December 2006

• Maintained risk management (RM) policies, standards, processes and practices on site.
• Co-ordinated RM processes in line with SAB Ltd standards.
• Evaluated the implementation of RM systems.
• Provided regional support and facilitated training to implement RM processes throughout the regional business.
• Managed and supported implementation of the NOSA.
• Led and supported the Occupational Health Practitioners /Clinic to ensure legislation compliance within the Region.
• Developed and maintained SAB security standards within the region.
• Liaison and claim maintenance of insurance covers.
• Facilitated and supported the Quality, HACCP (ISO9001), e-Mark Management Systems audits and led and coordinated the Environmental (ISO 14001) Management System.
• Managed human resources within the Risk Control Department.

Acting Senior Manager, SPOORNET (now Transnet Freight Rail) Pretoria, January 2003 – June 2006

During my tenure at SPOORNET, I served in three different positions; namely, Engineer in training, Junior Manager and Acting Facility Manager. 

• Managed and provided an up-to-date appropriate mechanical railway engineering research facility by ensuring reliable and available manpower, equipment and facilities.
• Provided advice and established with relevant key stakeholders the requirements for Mechanical Railway Research facilities so that users can make the most effective use of the Railway Technology Development Centre (RTDC).
• Formulated and executed strategies aligned with the needs of all key stakeholders to ensure the constant development and implementation of appropriate testing, measuring and evaluation solutions, which are both cost effective, and abreast with the latest technological solutions.
• Resource planning, optimisation, acquisition and allocation which included tender procedures and contract administration to support 5-year, annual and quarterly plans.
• Compiled and managed annual operating and capital budgets in order to ensure the facility operated within the overall agreed budgets whilst maintaining an efficient service to the technology nodes, Transnet clients and external customers.
• Ensured the efficient management of all engineering projects assigned to the RTDC facilities including ensuring standards are maintained, effective utilisation of resources and production targets are completed according to specification within budget limits and to agreed schedules.
• Served as the Safety Coordinator and Competent Person responsible for the safety of machinery and equipment, assets, personnel and contractors under control of the facility according to the OHS ACT.
• Led, directed and co-ordinated facility staff (inclusive of technical and administrative personnel) to ensure a continually high standard of performance and morale.
• Managed vehicle/track interaction technology related projects including component testing (to measure technical performance) and impact testing. 

University of Plymouth: Master of Data Science and Business Analytics (full-time, completion date: 14 Sep 2023) Results 1:1 (76.5% weighted average; dissertation in-progress)

University of Pretoria: Master of Engineering Technology Management (2019)

Harvard University, Extension School: Strategies for Leading Successful Change Initiatives (2019)

University of Pretoria: Bachelor of Engineering (Honours) Technology Management (2005)

University of Cape Town: Bachelor of Science Mechanical Engineering (2002)