• Curriculum Vitae of

    SHAWN MAURICE LASHANSKY

  • Mobile Number: +61 082 859 0351/ +61 045 1698420

    E-mail: shawn@smlinvestments.co.za / shawn@incepio.com.au

    broken image

    Membership of Professional Bodies

    •  Chartered Accountants Australia and New Zealand (CA Membership member 463230)
    •  Turnaround Management Association (Australia and South Africa)
    •  South African Institute of Chartered Accountants (CA) SA (00062361)
    • Chartered Institute of Management Accountants (CIMA)(ACCA) 

    Education

    • Certified Turnaround Professional Program (University of Technology Sydney)
    •  Master of Business Administration (MBA)
    • Graduate School of Business, University of the Witwatersrand South Africa, 2000 (core subjects)
    • Fuqua School of Business, Duke University, Durham, North Carolina, USA, 2000 (electives)
    • Research Report “A critical evaluation of techniques used to value Brand Equity”
    • Awards – Dean’s List
    •  Bachelor of Accounting (University of the Witwatersrand 1994)
    •  Bachelor of Commerce (University of the Witwatersrand,1993)
    •  Program in the Mathematical Modeling of Derivatives (University of South Africa 1998)
    •  Tax and Company Law (Deakin University)

    Professional experience

     

    Incepio Ventures

    1 October 2017 – ongoing

     

    In July 2017 I started Incepio Ventures in Australia, to focus on my core expertise being the turnaround of underperforming companies (developing teams, culture and system to create sustainable businesses) .

     

    Developing and implementing a turnaround strategy for a caravan manufacturer , I assumed the role of Chief restructuring officer. I streamlined key processes and improved the ordering process between the parent company and the Australian subsidiary, and continue to provide consulting services.

     

    As part of my consulting to underperforming companies, I facilitated trade in certain distressed merchandise into South Africa, and was involved in establishing a platform in South Africa (Best Before) as dedicated outlets for distressed merchandise

     

    I was actively involved in assessing potential acquisitions for two proposed listings (a packaging consolidation and a proposed automotive listing).

    SML Investments

    1 September 2010 –ongoing

     

    Full time management of own business focusing on proprietary investments and consulting (including providing interim management services). My consulting assignments, in part, resolve around fostering an environment for corporate entrepreneurship, the developing of systems, processes and corporate culture necessary for businesses to create and capture opportunities. A core specialty was designing and implementing business turnarounds in Retail, FMCG and manufacturing.

    Interim management roles

  • Chief Restructuring Officer (General Manager) of Acdoco South Africa (2013-2015)

     

    The entire company executive management team walked out, on one months’ notice, after a proposed merger failed to materialise. The company is owned by a UK company, I was approached by the foreign shareholder to remedy the situation.

     

    The key principal (Gliss hair products) followed the management team I designed and implemented the turnaround strategy I reduced the stock balance from AUD10 million to AUD2 million. We turned a AUD1 million loss to a AUD 2 million profit (in the remainder of the financial year). The business continues to trade profitability, and a new management team has been installed.

     

    Chief Financial Officer of Stallion Holdings (2015 – ongoing)

     

    Stallion Security is one of South Africa largest privately owned security companies. I was approached by the founder to come in and assist him at a strategic level, to create and implement financial strategy and to pursue a merger and acquisition strategy. I was also tasked with the African expansion plans as well as raising money for the local and African operations. I reorganised the African side of the business, domiciled it in Mauritius, with the appropriate Double Tax agreement, Investment Protection, and Funding Structures.

     

  • Commercial Property Investments

    •  I bought and turned distressed properties. My work included arranging financing (including proprietary equity investments), managing and ultimate sale of the properties
    •  Achieved over 50% return on investment, over an 18 month period.

     

    Consulting Assignments

     

    • Telecommunications
    • Samsung PABX , restructuring the balance sheet, preparing valuations and consulting on business strategy, implementation of strategy and systems improvements.
    •  Information Technology
    • Developed and marketed a route optimisation and document management solution
    •  Corporate Finance
    • Management buyout, I structured a deal whereby management bought out the major shareholder (a private equity firm) I was involved in all aspects of the deal including raising the funds
    •  General Consulting
    • Facilitated the entry of an Israeli company (set up the operations)
    • Negotiated the extension of international distribution agreements for a lighting company (LEDS C4) and a PABX brand.
    • As well as numerous other consulting engagements
    •  Covenant Management
    • Motor dealerships with over 50 sites
    •  M&A
    • Sourced, due diligenced, structured and financed numerous deals for various clients

  • The House of Busby

    Group Financial Director and Chief Operating Officer

    1 January 2005 – 31 August 2010

     

    The House of Busby operates retail stores and wholesales accessories in South Africa and Australia. The group was a Johannesburg Stock Exchange (JSE) listed company and was taken private out by Ethos Private Equity in May 2008. The group operates the Nine West, Aldo, Guess and Tumi stores and as well as other well-known retailing concepts. The group is the largest accessory supplier to most of the major chain stores in South Africa.

     

    When I joined the group in 2005, the earnings for the full year ended 30 June 2004 were 32 cents per share, the share price was R3,30 and the group had a market capitalization of R180 million. The private equity transaction (May 2008) valued the group at R1, 3 billion. The earnings for the 30 June 2010 year end would have been in excess of R2 per share. The group was recognized by the Sunday Times Top 100 company, in its 2007 supplement, as the 8th best performing share on the JSE over the previous 5 years.

     

    The group operated subsidiaries in Australia, in the retail and wholesaling sector. I was involved in the strategic decision making and ensuring compliance and accurate reporting for these subsidiaries. I was a member of the Australian remuneration committee. My main focus was ensuring the success and viability of these operations, as well as giving input on financing requirements and the deployment of capital.

     

    As Group Financial Director I was responsible for all aspects of the finance function, including complying feasibility studies, due diligence investigations and ensuring that all the subsidiaries reported on time and accurately. I prepared and presented analyst presentations and ensured we complied with all aspects of the JSE listing requirements. I was responsible for ensuring that the Australian subsidiary complied with Australian regulations and setting the financial policies for the subsidiary in conjunction with the local management team.

    My role encompassed more than the traditional Financial Director role and included the following (all reported directly through to me):

    •  Marketing
    •  Information Technology
    •  Human Resources
    •  Operations
    •  Company secretarial

    I was responsible for the group’s performance in each of these sectors.

     

    As Chief Operating Officer I was responsible for group strategy as well as the project to redesign the organization to meet the objectives of the new Private Equity owners

     

    Buffet Investments/ Mithratech South Africa

    Chief Financial Officer

    16 February 2004 – 31 December 2004.

  • On returning from the Czech Republic, I joined Mahler Management Company, a private equity firm owned by Jonathan Beare. Initially, I was hired to help a US investment to grow its business. I was temporarily assigned to Mithratech South Africa in the role of Chief Financial Officer to rectify a few minor problems.

     

    On further investigation the minor problems masked severe problems; the business was losing R1.5 Million a month, I embarked on a business re-engineering project. The net result was that we managed to make a profit exceeding R1.5 million by September 2004. The output tripled, with a doubling of productivity per employee. The management accounts closed within 3 days of month end. The business was sold to Black Empowerment Investors in November 2004 at a substantial profit and having garnered significant new contracts. This company is now a subsidiary of a listed company.

     

    broken image

    My role encompassed

    •  Instilling a sense discipline and a professional approach to management
    •  A strategic review of the business
    •  Aligning all aspects of the business towards a common goal (IT, Production, and sales)
    •  Managing the cash flow and foreign exposure of the business
    •  Redesign of the financial system
    •  I took over the HR role which included
    •  Developing a resourcing model
    •  Retrenchments and disciplinary
    •  Recruitment
    •  Standardizing employment contracts
    •  Implementing appropriate performance bonuses
    •  Reviewing all procurement related issues
    •  Negotiating with suppliers
    •  Developing a material resource plan
    • Agreeing stock levels

  • South African Breweries International Management

    16 August 2001 – 31 July 2003.

     

    On completion of my MBA studies, I returned to SAB to take up a post with South African Breweries International Management in the Czech Republic (following the acquisition by SAB of Plzensky Prazdroj (Pilsner Urquell)). Initially, I worked in strategic planning, ensuring that merger synergies were realized, streamlined the financial projects division and helped to develop the 3 year strategic plan, I also ran various ad hoc projects. In September 2002 I was seconded to the SAB Miller Europe Procurement department as a commodity manager (non production spend). My responsibilities included

     

     

    broken image
    •  Ensuring that the synergy benefits identified in the merger were realised
    •  Financial evaluation of various projects
    •  Primary Distribution optimistaion
    •  Customer profitability
    •  An evaluation of various IT related projects
    •  Developing a planning model
    •  Liaising with foreign divisions to create a global recharge and container optimistion model.

    .

    broken image
    •  Re-engineering the value chain for the procurement function
    •  Developing the strategy for the procurement of electricity in a deregulated market
    •  Evaluating strategic alternative for key accounts
    •  Helping to develop a 3 year business plan
    •  Supply chain review
    •  Assessing the optimal capacity allocation
    •  Preparing the business case for the SAP implementation project
    •  Analysing all the non production spend items in Europe, to determine possible costs saving initiatives
    •  Negotiating with suppliers to reduce the cost of non production items
    •  Project manager on various projects.

  • South African Breweries (Beer Division) (Now SAB Ltd)

    1 January 1998-30 May 1999

    I was employed at South African Breweries: Beer Division as a Development Accountant in the Core Strategic Support Division. My duties include the following:

     

     

    broken image
    •  Feasibility studies on launching new brands
    •  Evaluations of promotions
    •  Evaluation of pricing as well as recommendations
    •  Post excise price increase calculation
    •  Distribution channels financial evaluations
    •  Training and integrating SAP profitability into brand managers commercial competency understandings
    •  Setting up Joint Venture companies
    broken image
    •  Analyzing structured finance proposals
    •  Group fixed asset revaluation
    •  Analysis of distributor compensation
    •  Packaging capital feasibility studies
    •  Brand profitability
    •  Documented the finance sub-project for the SAB online procedures manual
    •  Set up evaluation tools to analyze special events
    •  Analysis of competitors
    •  Evaluating supplier proposals
    •  Financial evaluation of various contractual issues
    •  Advanced Excel based financial modeling
    •  Team member of the Finance Process Re-Engineering project.

  • Grant Thornton Kessel Feinstein

    1 January 1995 to 31 December 1997

     

    I completed my articles at Kessel Feinstein, which is part of Grant Thornton International. My client portfolio was very diverse. In 1997 the firm restructured. I was placed in the services division but maintained my client portfolio. A brief list of industries in which my clients were involved in is listed below.

     

    • Manufacturing (a complex environment with standard costing and over 1500 finished manufactured products)
    • Commodity Brokering (dealing mainly in animal feed and animal antibiotics, turnover in excess of R500 million)
    • Hotels (a hotel and share block)
    • Diamonds Mine (an audit of a diamond mine in Kimberly. I was very involved in the documentation required for listing of this mine together with the preparation of the prospectus for the IPO).
    • International Tour Operators
    • Truck Hire and Distribution
    • Property Loan Stock Company
    • In-store Marketing Company
    • Apart from the above, I was also involved in numerous due diligences.
    • I was involved with the review of the computer controls of Sage Life. (This review encompassed both mainframe and the network environment.)
Cookie Use
We use cookies to ensure a smooth browsing experience. By continuing we assume you accept the use of cookies.
Learn More