Yolande van Biljon

In the course of the past 10 years I have grown from Financial Management to Financial Leadership, based on active operational involvement and, as a result, from accountant to a strategic and innovative partner and enabler of the organisation.As the Chief Financial Officer of the Road Accident Fund, other than the traditional financial responsibilities, I was part of the team executing a turnaround strategy in the Institution as well as overseeing the imminent transition to a new legislative dispensation. As a member of the Executive team of Denel Dynamics, I contributed to and participated in the turnaround of Denel Dynamics. An organisation that was significantly lossmaking, had weak internal controls, was non-transformed, unsustainable and with a personnel corps that was disengaged and de-motivated but, at the time of my departure could report industry acceptable financial results, strong internal controls, exceptional client relations, investment in human capital, product development, facilities and a healthy orderbook – all indicators of medium to long term sustainability. The in-depth and broad experience in the Finance Departments of a number of small, medium and larger concerns as well as my ability to adapt, function and excel in complex and dynamic organisation created the baseline for what I managed to achieve at Denel Dynamics and the RAF. I excel, as a person and team member, in an ethical disciplined organisation where the culture is grounded in values that are actively ‘lived’, where innovation is encouraged, talent management and performance excellence are taken seriously, long term sustainability is pursued, that is led by a leader that is inspirational and visionary yet humble, and where the people are passionate and energized by what they do, and they work and strive to achieve a common goal.