1. CV Rory McWade Page 1
CURRICULUM VITAE
RORY MARK MCWADE ( BORN: 26/11/1963 )
IRISH PASSPORT: PT1622090 / SOUTH AFRICAN PASSPORT: M00102252
:CURRENTLY RESIDENT AND RESIDING IN ZIMBABWE:
My Wife: Karen McWade – 01/05/1967 – Married nearly 29 years.
Two sons: David is 26 years of age, about to complete his Master’s Degree UCT year-end 2014.
Johnathan is 24 years old, employed in marketing and operations in a transport logistics company in
Harare.
Daughter: Heidi is 19 years old studying at Stellenbosch University.
23 Glen Clova Avenue Highlands Harare Zimbabwe.
Home: +263 (4) 498094
Rory: +263 772-255-834
Alt Mobile: +263 712 201-246
Karen Wife: +263 772-147-804
E-Mail: sumting@zol.co.zw
Karen: silveroaks@zol.co.zw
Skills and Qualifications – Senior Executive Management + 17 years and Motor Industry and
Transport Logistics + 29 years.
(Active self-starter hands on style of management along with strong leadership)
Pre - 1995, I was the Southern Africa Director for NGO – World Food Grains Bank, Childcare
Ministries overseeing all projects and operations in Zimbabwe, Mozambique, Zambia and
Swaziland. I was actively involved in relief aid development and the final refugee repatriation
encompassing bata trade agreements, Government liaison and negotiations.
I attained the prestigious Customer Excellence Award from Ford World Wide Direct Market
Operations. Only 23 Ford Dealers World-wide had at this time received this of which we were the
only Ford Dealer in Africa. 1999 – 2000.
On 20th June 2004, the company to which I owned and ran as Managing Director, Nuffield Toyota,
was awarded a Gold Medal under the “Foundation for Excellence in Business Practice” (FEBP) based
out of Geneva Switzerland.
This medal was awarded based on:
1. Corporate Governance.
2. High level of corporate achievement.
3. Innovative policy and the use of modern technologies.
4. Excellent quality of goods manufactured and services provided.

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5. Skilled personnel that respects high ethical principles in business activity.
6. Stability and sustainable economic growth.
7. Customer satisfaction.
8. Environmental protection.
9. Human resources development.
Other
 Within the Enrc Group I am rated E1 under the Patterson Grading scheme and was a
preferred top 150 employee out of 70 000 plus employees world-wide 2012 – 2013.
 FCILT – Fellow Chartered Institute Logistics Transport - UK
 Zimbabwe Manager of year runner up – 2012 / 2013
 Bachelors (Diploma) in Business Management
 Business Management Certificate in Business Functions,
 Business Management Certificate in Business Techniques
 Certified 901 Product Knowledge - Mercedes Truck
 Certified 902 Mass Distribution – Mercedes Truck
 Ford Dealer General Management: Certified Level 2 (highest)
 City and Guilds of London qualified certified Technician 1 (Mechanical)
Interests
 Sport – musician – drums and saxophone, golf, master athletics, rugby, eventing, fishing and
boating. Passion for cars and playing music with bands.
I have been in Managing Director and senior executive positons for the last 17 odd years. I am a
second generation motor / transport industry person and have owned, managed and operated my
own companies in transport logistics and motor franchise, namely Toyota.
Last Position - February 2010 to 1st December 2014
Group Chief Executive Officer (CEO) Cargocarriers International Hauliers (CCIH) Sabot Group
Africa
Strong leader, self-motivated, competent, able, perfectionist, resourcefulness, courage, foresight,
resilient, communicative, dominant, decisive, goal setter and goal getter, visionary, intelligent,
adaptable, committed, team player. (As indicated by my fellow colleagues and executive
management team)
I joined the company in February 2010 and was by June of the same year, placed in charge of the
Group in Africa as COO. In 2011, I was appointed the Africa Group Ceo and by leading a committed
and dedicated team, we achieved growth and outstanding performance.
I am a fully chartered member FCILT (Fellow Chartered Institute Logistics Transport UK) member. I
was also the runner up Zimbabwe Manager of the year in 2012 / 2013.

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My experience of nearly 30 years along with the knowledge and application in business
management, systems, functions, techniques, technical and transport and logistics, saw the group
grow from a 350 odd fleet to a group employing in excess of 1700 employees, 18 depots in the
region and 600 odd fleet, to an internationally recognized ISO certified transport and logistics
organization, operating in 7 countries of sub Saharan Africa.
I took point guard, leading from the front and sponsor as head of projects for the CCIH / Sabot
group, and overseeing and assisting in the drafting of 300 odd standard operating procedures which
were instrumental in ISO certification in February 2014.
In my tender of nearly five years with the group, my team and I established an international ISO
registered company with systems procedure’s and business ethos and ethics extremely comparable
to most first world countries. I believe by leading from the front, I have ensconced a well-
established and highly motivated and experienced team within the group to carry the baton
forward. (www.cargocarriers.co.zw)
In such a volatile and unstable environment to which Africa can be, I believe the vision and
direction to lead and head the team through difficult circumstances bringing together the various
teams such as, finance, operations, sales and marketing, technical and many others resulted in new
business development and growth.
I believe as mentioned by colleagues and staff alone, that my visionary approach, drive and passion,
dedication and commitment, have seen the group grow, expand and stabilize over the years to an
organization with revenues in excess of US$110 million.
I have unique business acumen and a good feeling for what is necessary to achieve the best results
under pressure and time constraints. In 2014 through the presentation of my business strategic
plan, we made huge in roads in cost cutting within the company across the region in excess of
US$6.5 million.
Out of a total staff compliment within Enrc Group of 70 000 people, I was in 2012 selected as one of
the top 150 employees and a preferred employee and in 2013 was graded under the Patterson
grading system as an E1 employee.
I believe that I am capable of bringing fresh and new ideas to the front and my pro-active hands on
approach ensures those idea’s receive the attention they deserve through execution and
implementation resulting in positive achievement.
This approach and team “buy in” has in the past seen the CCIH / Sabot Group in Africa, through
some very trying and difficult times, allowing us to stabilize and sustain revenues and profitability.
I believe that my leadership skills have a modern approach of incorporating youthful passion and
aged experience and producing excellent team work and results.
I believe that my track record within a rather unstable and somewhat unpredictable economic
environment within Africa, has prepared me adequately and placed me strategically in outside the
box thinking, to be open minded to handle, deal and create uncommon solutions along with the
talent to ask the right questions in complicated situations.

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My Mandate - Roles & Responsibility
The mandate of the CEO is to manage the day-to-day operations, procedure’s functions and
techniques of the Sabot / CCIH Group in Africa and ensure that they are all consistent with the
policies developed from within and by the CEO ENRC Africa and ENRC Board and shareholders.
Main targets of function:
Group company business management, Group strategic planning, Operations, project
implementation overseer, business analysis, business systems functions and techniques, group over
sight, operations and procedure oversight, marketing, technical, finance and budget compilation
and oversight, contracts supervision, franchise agreements, customer liaison, HR issue’s, fleet
management oversight, technical assistance and oversight, SOP compilation implementation and
oversight, CEO Africa ENRC group reports, KPI monitoring HOD’s, new business development,
external and internal business networking.
Accountabilities:
As the CEO I am accountable to the CEO ENRC Africa.
 contributing to the development of annual goals and objectives and strategic plan of CCIH /
Sabot Group Africa.
 ensuring that procedures and overall management are designed in accordance with
established ENRC and company policy.
 keeping staffs informed as and when necessary of existing or impending ENRC policy issues.
Duties and Responsibilities:
The CEO is responsible to the CEO ENRC Africa and ENRC Board. The ENRC Africa CEO and myself
work together to develop policies and plans consistent with the mandate as expressed by the
Shareholder to ensure profitable returns and business development and growth. Day to day and
operational function and mandate portfolio of duties and responsibilities was created in 2012
December. This has barely changed over the years. (Additional attachment available on request)
Operations:
1. Develop and implement operational policies, strategic plans, and Annual Operating Plans to
guide the Group within the limits prescribed, delegated authority, and the framework of the
strategic directions submitted by myself and approved by the CEO ENRC Africa.
2. Operate the Group within established policies, maintain a regular policy review process, and
revise or develop policies for presentation to the CEO ENRC Africa.
3. Ensure the Group operates within all regulatory requirements of policy and procedure and
within all Government requirements stipulated within the region.
4. Ensure the group operates within approved budgets and operating plans
5. Keep abreast of issues which may significantly impact the Group
6. Ensure the group meets audit requirements.

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Human Resources:
1. Create and maintain an organizational environment that promotes positive staff morale and
performance
2. Ensure effective human resources programs are developed and maintained to support the
strategic goals of the group (including recruiting, performance management, training,
succession planning, employee relations, and compensation)
3. Direct, motivate and maintain a competent, well-trained, flexible and responsive staff
capable of meeting current and future needs.
4. Develop and recommend the overall group organizational structure and staffing to the CEO
ENRC Africa.
5. Develop and maintain an annual ENRC Group approved plan for the development and
succession management.
Role:
The function and duties and the delegated responsibilities of the CEO (specified by the CEO ENRC
Africa) are to:
 Develop annual planning guidelines, oversee the development of the Companies
annual Business Strategy plan and recommend best practice to achieve the
companies and ENRC Corporate goals and objectives.
 Develop, and recommend to the CEO ENRC Africa, the annual operating and capital
budget.
 Upon approval of the service plan and annual budget and with full delegated
authority, implement the plan in its entirety.
 Inform CEO ENRC Africa of expenditures out of CEO contingency.
 Monitor the company’s performance against objectives and provide a monthly
performance report to the CEO ENRC Africa.
 Oversee the day-to-day operations and activities of the Group.
 Upon informing the CEO ENRC Africa and obtaining approval, exercise authority to
approve: all goods and services purchases, all capital purchases under $ 500 000.00,
lease commitments under and disposition of tangible assets with a market value of
less than $ 250 000.00.
 Oversee the preparation of quarterly budget variance reports, the annual report and
annual financial statements.
 Be accountable to the CEO ENRC Africa for the activities of the Group, carry out the
functions and duties that the CEO ENRC Africa specifies and provide a highlight
report featuring issues that management has or will be addressing.
 Maintain overall responsibility to the CEO ENRC Africa for the implementation of
policies and the efficient and effective operations of the business.
 Work to support ENRC group members and the CEO ENRC Africa.
 Participate in an annual CEO performance evaluation.
 Provide as and when necessary interpretation of government policy to the CEO ENRC
Africa.
 Provide leadership and direction to staff of the Group.
 Exercise delegated authority to appoint HOD’s and employees necessary to carry on
the business and operations of the Company, define their duties, determine their

6. CV Rory McWade Page 6
remuneration, evaluate their performance, take disciplinary action as required,
negotiate the collective agreement and handle all government and union grievances.
 Act as a primary spokesperson for the Company.
 Communicate closely with the public regarding the operation of the Group.
 Perform such other duties or activities as required by the CEO ENRC Africa from
time-to-time.
 Oversee the day-to-day operations and activities of the Group.
 Strategic planning and resource allocation.
 Exercise delegated authority to appoint HOD’s and employees necessary to carry on
the business and operations of the company, define their duties, determine their
remuneration, evaluate their performance, take disciplinary action as required,
negotiate the collective agreement and handle all labour and government union
grievances.
 Establish operational processes / process improvement.
 Ensure quality control of all company output as pertains to customer acquisition and
delivery of services.
 Manage strategy implementation on budgets and timelines.
 Monitor departmental performance against performance goals to ensure that
progress is being made.
 Conduct regular meetings with departmental heads to ensure that priorities are clear
and co-ordination is good.
 Take charge in high priority crisis.
 Assist in assessing the costs of facilities, overheads and marketing approaches for
specific product and services.
December 2007 to January 2010.
Three business operations and functions:
Assistant Managing Director Beta Coal & Group Operations & Logistics Manager Coalzim & RSC
Tobacco.
Beta Coal assists in the excavating, blasting and processing of coal in Hwange, but Beta Coal’s own
designated coal mine is in Sengwa to which I had a strong affiliation and oversight. From
management, administration to transport and logistics of mining equipment to processed coal to
end user.
Sengwa is an open cast coal mine and I was involved in the purchasing of machines and equipment,
tools and accessories for the mine along with the overall operations, administration and
maintenance of the mine. I offered technical support and assistance, staff training, production and
systems administration, warehousing along with other functions.
I also assisted in the negotiations and handled all labour issues of the mine. I was involved in the
oversight of production and quality along with the arrangement and administration of exports, bata
trade agreements and fuel schemes for coal agreements.
I assisted, delegate and work with various teams towards ensuring the environmental plans and
projects met all requirements along with ensuring that the mine met all safety measures expected
and imposed.

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Beta Coal operates its own mine whilst, Coalzim is one of the marketing / sales arms of Hwange coal
products for the industrial sector of Zimbabwe, and RSC Tobacco takes care of the farming sector.
The general day to day running, administration and oversight of the three companies which also
incorporates the Head Office and staffs, fell under my jurisdiction.
I reported directly to the Managing Director to who all monthly reports with detailed budgets, cash
flows, set of accounts etc., were compiled and delivered.
October 2005 to December 2007:
I was the Managing Director and shareholder of Dumile Investments, which entailed the operations
/ logistics, administration, procurement, exports and imports of product from neighbouring
countries, for a heavy haulage transport company in Zimbabwe. Covering all local destinations and
surrounding countries namely, South Africa, Mozambique, Zambia.
January 2000 to 2005
I was the Managing Director / Joint Shareholder of Nuffield Toyota which was a Triple “S”
Dealership, Sales, Service and Spares. This was one of the biggest dealerships in Zimbabwe.
January 1995 To Dec 2000.
My position was Group Operations Manager – Duly Motor Dealer Principle – Motor City Ford
My position was Group Operations Manager – Technical (I held two posts concurrently)
I was employed by Duly Motors one of Zimbabwe’s leading Motor Vehicle distributors, Parts
Suppliers and Service organisations.
Duly Motors is also the Franchise holder in Zimbabwe for Ford of which as part of my portfolio I was
Dealer Principal. (General Manager). I controlled and ran the full operations of the company from
the workshop floor to warehousing, stock imports, accounts, budgets and monthly reports
including presentations and updates on company performance to the board of Directors.
A few of the many functions I performed within the Motor and Transport Industry.
 To create and implement systems of operations within the Motor and Transport
Industry in Zimbabwe.
 As past chairman of the Vehicle Imports and Vehicle Sales sector within the Motor
Trade Association of Zimbabwe, I was part of a team that assisted in submitting
documentation to Governments Ministry of Transport on positive policy changes to
assist the industry.
 Assisting in the compilation of financial accounts and operating reports.
 Debt collections and financial controls.
 To develop and train staff in technical areas and brand training within the franchise
environment. To ensure the efficient and effective running of workshops, vehicle
sales and parts sales including warranty procedures.
 To manage, operate and run an efficient Franchise branch in all aspects of business
operations ensuring to adhere to Franchise policy and procedure and meet customer
demands.

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 Negotiations, procurement, costing, marketing and the delivery of Franchise
product.
 I assisted in establishing marketing strategies, product promotion, brand awareness
and product knowledge.
 Directly involved in the fulfilment of strategic marketing, operational and financial
objectives of the Franchise.
 Assist in the training and organisation of staff countrywide to develop towards
international standards and customer satisfaction.
 Factory production, stock control and implementation and quality control.
 Specific Brand Marketing & Sales and customer awareness.

REFERENCES
 George Makings - +263 772 377 653 or +263 4 302226
Legal Practioner
Mark Vickery +263 772 126 103 or +263 772 133 702
Dulys Group
 Moses Chingwena - +263 772 426 620 or +263 712 601 372
Jaguar / Croco Group
 Alexio Maseka- +263 772 354 966 or +263 736 910 520
Fleet Consultants
 Mark Warhurst - +263 775 223 055 or +263 712 867 555
Legal Practioner
 Farai Matsika - +263 712 201 838 or +263 772 201 898
Croco Group
 Stanley Flowers - +263 772 239 819 or +263 771 600 983
Ryan Scott Associates