Sandy-lee White

Administrative and document management support for projects Customer account management and technical support services Monitor integration of client feedback into project execution and service enhancements Coordinate and track asset and resource allocations Monitor and assess project milestones and operational efficiencies Project risk identification and mitigation Monitor contractual compliance according to customer agreements Oversee and monitor project budget and project expenses Tender and solution quotation support

Develop project plans for the implementation of digital and operational technology solutions Project management and execution, including project coordination for activities and resources within scope, time and budget Stakeholder management, including collaborating with cross-functional teams, communicating project progress, and managing expectations through-out the project life cycle Oversee the deployment and integration of digital tools and systems within existing infrastructure and processes, including handling and resolving technical challenges Monitor technology adoption, including training and support to users Risk management, including maintaining a risk register, identifying potential risks, and developing mitigation strategies to address challenges related to technology implementation

Managing multiple global projects concurrently to deliver products for modernisation and upgrades in the Beneficiation, dewatering and hydrometallurgy space for the mining industry. Employing project management principles including: Engineering project management, scheduling and tracking, budgeting and financial forecasting. Status tracking and customer updates. Resource management and coordination. Multi-group problem solving to meet project deadlines and customer requirements. Project duocumentation creations and document control. Purchasing and vendor management. Logistics coordination with dedicated logistics specialists. IncoTerm applications and TAX implications management. Upsales during project execution. Project Close-out reports and customer satisfaction surveys. Project control using, SAP Hana, Microsoft Project, Excel, Power BI and CRM Dynamics. Sales Pipeline tracking with Salesforce. Risk identification, reporting and management via electronic channels. Cost management and financial forecasting for project lifecycle. Warranty management. Change tracking and management. Multiple resource identification, work distribution and management of deadlines. Global integration of international legistlations in succesful deliveries. Coordination of global teams.

Managing multiple global projects concurrently to deliver products for modernisation and upgrades in the Beneficiation, dewatering and hydrometallurgy space for the mining industry. Employing project management principles including: Engineering project management, scheduling and tracking, budgeting and financial forecasting. Status tracking and customer updates. Resource management and coordination. Multi-group problem solving to meet project deadlines and customer requirements. Project duocumentation creations and document control. Purchasing and vendor management. Logistics coordination with dedicated logistics specialists. IncoTerm applications and TAX implications management. Upsales during project execution. Project Close-out reports and customer satisfaction surveys. Project control using, SAP Hana, Microsoft Project, Excel, Power BI and CRM Dynamics. Sales Pipeline tracking with Salesforce. Risk identification, reporting and management via electronic channels. Cost management and financial forecasting for project lifecycle. Warranty management. Change tracking and management. Multiple resource identification, work distribution and management of deadlines. Global integration of international legistlations in succesful deliveries. Coordination of global teams.

Execute projects in the smelting industry, specifically on steel belt sintering plants by: Defining scope of work required and best customer requirements Managing multiple projects simultaneously to achive multi-customer delivery schedule Cost management of delivery Material and equipment purchasing for fabricator and managing vendors and vendor relationships. Customer engagement and relationship management Internal Process optimisation to improve lead-times

Mechanical and Electrical Maintenance of large scale Food Industry equipment. Internal team management and schedule developement, shift planning and control. Maintenance budget management and process optimisation. Quality document creation and Health and Safety Responsibilities.

Responsible for the successful execution of new engineering projects in the manufacturing industry. Responsibilities include: Project planning, tracking and management; resource utilisation and optimisation; budget control and costing; design development both internally and with external resources; local and international sourcing of equipment and material.

Responsible for the effective flow of day-to-day production in the manufacturing environment together with future planning. Working towards monthly deadlines and budgets and utilising past trends for forecasting future work. Responsibilities include staff management, SHEQ compliance, procurement management, stock management, forecasting, budget control and resource optimisation. I was responsible for the day to day management of equipment fabrication for the heavy machinery in the coal mining industry. The position required resources allocations in the form of manhours and materials and the associated loading to achieve best possible output. It demanded the integration of exception inclusion for customer breakdowns and outsourcing when the manufacturing facility was at capacity or the needed skills were unavailable in-house. I took control of department budgets making sure that expected returns were achieved or bettered. The cost balance between overheads and sales was addressed with input to the sales team on actual time and cost.

Project management of technical engineering projects, innovative problem solving and application of engineering principles to production problems faced in the Sasol Mining Complex. In this position I was responsible for understanding client problems and requests, building scopes from this information and submitting possible solutions to these problems. The solutions included the proposal of new capitals installations or the upgrade of existing infrastructure. I was responsible for creating the official scope of work once agreement was reached with the client. Budget development based on this scope and then delivery of the project. During the delivery of the project I worked in conjunction with the senior engineering team and C-Level engineering manager to verify designs and authorise the proposed work and execute on the approved calculations and designs. When designing the solution I worked with the drafting office who were responsible for the in-detail drawings of the approved design. Here the execution was done with third-party suppliers who were responsible for fabrication and quality assurance. I signed off on completed items and handed over to the client for installation.

Budget Control, Short-term and Long-term planning, infrastructure reliability increase, reduction of infrastructure breakdowns, ensuring legal compliance as per the Mine Health and Safety Act. In this position I managed a team of people. As a whole we were responsible for the maintenance and operations of all Rubber Conveyor Belts used within the Mine. This position required the successful alignment of operational and engineering requirements. It included planning with c-Level management of the mine to determine when planned maintenance would take place together with the expansion requirements due to mine development. The role necessitated the developing of physical resource requirements in the form of labour and materials for the expansions of the project. Schedule development in terms of resource loading and availability. Presenting on Department Performance to the Management Team. My role was required to take over-arching responsibility for the performance of my team measured against KPI's. These KPI's included Health and Safety statistics (incidents, near miss etc), Financial Performance (overheads), Operational Performance (Conveyor Up-times, Number of Breakdowns, Efficiency of engineering activities and benefits) This role required me to represent the team to the Colliery Engineer (The most senior engineering role on the mine)

Compliance to legal flameproof and safety inspections, ensuring safety compliance, overtime management and personnel enablement through training and equipment availability, budget control, reduction of breakdown minutes, planning and RCM schedule compliance. In this position I managed a team of technicians who were responsible for the day-to-day engineering activities on Mining Machinery. As a whole we were responsible for the maintenance and of all equipment used within one section of the Mine. This position required the successful alignment of operational and engineering requirements. It included planning with operational peers of the section to determine when planned maintenance would take place together with the management of unplanned breakdowns. The role necessitated the developing of physical resource requirements in the form of labour and materials for the expansions of the project. Schedule development in terms of resource loading and availability. Presenting on Department Performance to the Management Team. My role was required to take over-arching responsibility for the performance of my team measured against KPI's. These KPI's included Health and Safety statistics (incidents, near miss etc), Financial Performance (overheads), Operational Performance (Machine Up-times, Number of Breakdowns, Efficiency of engineering activities and benefits) This role required me to represent the team to the Section Chief Foreman (The level directly under the Colliery Engineer)

Acting project engineer for Sasol Mining Twistdraai Colliery on engineering and production related capital projects. Responsibilities include Business Case development, Capital applications, Project Scheduling, Product Specification, operational improvement projects, machine overhaul scheduling and management, stock increases and asset recoveries. In this position I was responsible for the management of capital (greenfield) and refurbishing (brownfield) projects. The management activities included the planning of execution and managing the follow-on activities in this plan. I was responsible for creating the official capital equipment refurbishment schedule and managed the third party link. I was responsible for agreeing the scope with the third-party supplier and issuing official purchase order for the work. I was responsible for forecasting and controlling the annual capital budget for the mine's projects. Work execution was done with third-party suppliers who were responsible for fabrication and quality assurance. I signed off on completed items and coordinated installation on the Mine's end. Managed all lifting equipment and external resource requirements for installing equipment underground. Part of my responsibilities was also to coordinate with the operational team and plan how and when the items would be taken underground. The equipment weights (20 ton and upward) necessitated the detailed consideration of the Mine Health and Safety Act and application of safe handling procedures. This role was the culmination of accurate planning, getting the right people to do the work (with the necessary experience) and ensuring minimal impact on operations.

Ensuring Maintenance Schedule development and compliance, overseeing maintenance activities, clear reporting of machine conditions, ensuring safety compliance, overtime management and personnel enablement through training and equipment availability.

I was responsible to do on site rotation for each department learning the workings of SHE, Maintenance, Operations (Physical Mining activities); Engineering requirements for machines used underground. The objective was to gain a holistic understanding of the way each department interacted with the other and how each stakeholder fit into the greater working of an operational coal mine. The product produced was exported to international markets. As a candidate engineer it is your responsibility to be aware of who does what, how they do it, when they do it and why it gets done.