Keith Frederick Peters , Scunthorpe, United Kingdom

Executive Summary


• For years i have operated at Executive / Senior levels and have interfaced with people at all levels of our client operations that i have been involved with. Over a period of four (4) years i was involved with the Exco Board of Airborn (A division of MTN Group and Johnnic) using my Strategic, Managerial and Leadership skills to craft and implement the Business Plans for this successful E Commerce division.

• I also successfully implemented all tasks that Airborn had to deliver over the years by using my Programme Manager and Business implementation skills to get the Airborn team to achieve it targets. To achieve these results i have interacted with Local and International GSM Networks, their Service Providers, Supply companies both international and local plus clients selling the product offerings that Airborn brings to the market place.

• I am a people oriented person / leader who realised the benefit of approaching endeavours as projects early on in my career. I try and make it a way of life in everything that i do.

• Over 37 years I have been active in a management/executive environment. I have the ability to motivate and coerce team members from near impossible situations into achieving successful results, challenging and excelling beyond normal boundaries. My mantra is "I am here to make you look good". I manage expectations to achieve required results.




Katzenbar July 1993- Present
Owner / Joint Managing Director
Paracon 1999 -2003
Senior Project/Programme Manager / Business Consultant
BMW South Africa 1986 - 1993
Senior Marketing Manager Parts & Accessories

Sigma Motor Corporation (SAMCOR) 1981 - 1986
Auto Electrical Engineer
Project Manager Parts & Accessories

E.U.C. Trucks (UK) 1977 - 1981
Electrical Field Engineer
Turriff Corporation (UK), Auto Electrical Engineer, Lucas Industries (UK),
Auto Electrical Engineer (Apprenticeship)


Katzenbar Business Assignments

Over the years, I have been involved in many interesting 'business assignments', which have often required 'thinking out of the box' and using cross-industry experience, some examples are:

Rufaro (Pty) Ltd 2019

Requested by Grinrod Bank, South Africa to conduct an audit on the complete business operation of Rufaro (School and Corporate clothing manufacturer) prior to Grinrod Bank purchasing shares in the company. Grinrod Bank also requested Implementation of our findings and recommendations.

SolEco Africa (Pty) Ltd 2015

We were awarded the exclusive distribution rights for South Africa and up into Africa for the 100% Organic "Solutek" waste water treatment range of products. Also, our product range includes containerised waste water treatment plants, Reverse Osmosis and Desalination plants in 20 and 40 foot containers. SolEco Africa has also solutions for turn both wet & dry waste materials into Energy or Bio Gas.

Deal Makers 2012
The international manpower development company's sales were drying up. They had traditionally relied upon their facilitators (trainers) to bring in new customers.
We designed and implemented a new sales channel for them.

Mobacomm UK 2012
Unfortunately, our consulting advise and recommendations was not what they wanted to hear. We found that their SA pipeline of business was just wishful thinking and their IT developers were not able to produce what they had promised.

Orange Diamond 2011
They had 400 tonnes of waste nappies (unused) for recycling; and having found that manual processing did not work, they had locked out their 200 temporary staff. The nappies continued to arrive at 4 tonnes per day!
Our process engineers designed machinery to process and pack the recycled material for export.
Bevco 2011
We advised their new financial manager how to reduce their production wastage and prepare the company for sale. After implementation of our recommendations the company was relocated to Cape Town by the owner.

MTN 2005
MTN's Technical Warehouse was grinding to a halt, receiving and despatch areas were unable to cope and it was taking over 8 hours to pick the parts for a mast installation.
In our initial 3-week assignment, we implemented new receiving procedures and cleared the bottleneck.
Over the next 9 months, we implemented changes that reduced picking time from 8 hours to 1½ hours and moved the entire obsolete stock to a new warehouse location.

Omni Graphics 2005
We were called in at the last minute when they were unable to pay salaries in 2 weeks' time.
We used our legal and accounting experts to resolve some financing problems and restructured their top management. They subsequently moved to more suitable premises in Midrand and remain in business today.

Mitchells Breweries 1998
We took over the failing beer distribution business and we were appointed by the parent company Scottish & Newcastle. In 5 months, we converted the operation from a loss of R 100,000 per month into a profit.
As well as launching their first properly packaged Off Consumption product line, we introduced wines and other beverages. Plus, we sponsored shows at our largest customer - the Sun International Carousel Casino.

Chaka Thatching 1996
This small business was about to close their doors and run away from their debts.
Our forensic audit found so many overcharges and non-deliveries that they were able to pay the tax man and sell the business as a going concern.