Mark Shelley has over 30 years of experience in finance roles in various industries including aviation, accounting, and mining. His most recent role is as CFO of SA Express, where he has helped return the airline to profitability. He holds multiple qualifications in accounting and is a Chartered Accountant.

1. Curriculum Vitae
Name Mark Robert Shelley
Address 27a Sugarbush Road
Morninghill
Bedfordview, Johannesburg
2007
Nationality South African
Languages English
Afrikaans
Date of Birth 11 April 1965
Schooling Matric- Forest High School 1982
University exemption
Qualifications 1987 B.Compt – UNISA (Part time)
1989 B.Compt (Hons) – UNISA (Part time)
1992 Chartered Accountants Qualifying Examination
Professional
Membership 1992 – SAICA
2004 – IRBA (Independent Regulatory Board of Auditors)
Computer
Literacy SAP R/3
ACCPAC
SYSPRO/Pastel
Microsoft Office
Telephone 083-463-2737
011-615-9096

2. EMPLOYMENT HISTORY
Name of Organisation SA Express
Type of Business Regional Airline
Period of Service May 2014 to date
Position CFO
I was approached by the CEO to assist in returning the airline to profitability, as I
have had extensive airline experience which I gained at SAA.
I am responsible for a team that includes Finance, IT, Procurement and Treasury,
which numbers approximately 80 people. The responsibilities include the full finance
function, managing the commercial agreements with alliance partners, fleet renewal
strategy, management of internal and audit processes, as well as the IT strategy and
`supply chain management for the airline.
We have successfully returned the airline to profitability, enhanced co-opeartion with
alliance partners and remodelled the route network to maximize profitability.
Name of Organisation Indigo Chartered Accountants
Type of Business Accounting, Auditing and Business Consulting
Period of Service September 2005 to May 2014
Position Owner
I run a consulting, accounting and auditing practise. Clients included companies in the
manufacturing, steel, diamond and motoring segments, and several smaller
businesses, including FMCG retail stores in the emerging black markets, estate
agencies and property management companies.
I provide a full range of accounting work, including the attest function on financial
statements, forensic audit investigations, business acquisitions and due diligence
assignments. Billings for the last financial year were in excess of ZAR2 million.
Major assignments have included due diligence reviews for acquisitions, reviews of
systems, both financial and operating, in the manufacturing sector (PVC/HDPE) and
project review work on construction contracts.

3. Name of Organisation AVIATION SOLUTIONS
Type of Business International Airline Maintenance Organisation
Start up business
Period of Service September 2005 to February 2006
Position Finance Director/Owner
The business is a start up, based at Denel Aviation. The ownership is a five person
structure, all with either airline maintenance or airline backgrounds. Turnover in the
first 5 months is some R3m, with plans to expand into training, procurement and
consulting. We have already completed “C” checks for SAFAIR, Air Gemini, and are
busy setting up contracts with other European and African carriers. I also set up an
accounting and consulting practise.
My consulting business has grown to the extent that I cannot manage both
businesses, so I decided to focus on the consulting and accounting business.
Name of Organisation SOUTH AFRICAN AIRWAYS
Type of Business International Airline
Turnover ZAR 13bn, with offices worldwide
Period of Service June 1998 to September 2005
Position VP Finance
Reporting to Chief Financial Officer
Responsibilities Appointed as Management Accountant, and promoted
to Financial Manager after 2 months,
Promoted to VP Finance in 2001
Responsible for full financial function for Passenger
Airline worldwide, and consolidations and reporting for
Cargo and Technical divisions as well as all
subsidiaries.
Finance function includes financial accounting, IFRS,
revenue accounting, station accounting, management
accounting, credit management and SAP and Business
support.

4. Recruited suitably qualified accounting staff at all levels
and implemented new processes in debtors, creditors
and reporting, to streamline and improve controls
Implemented new processes in revenue accounting, and
together with external auditors enhanced IT platforms to
achieve controls based audit approach, as well as
ensuring that revenues are correctly reported, and leaks
are detected and prevented.
Enhanced automation of processes to reduce manual
intervention to 13 %, from 22 % of volumes processed
Project sponsor to select and replace existing revenue
accounting system with “world class” system
Re-engineered finance departments worldwide to
improve controls and reporting
Involved in business plan for privatisation and sale of
20 % equity stake in SAA
Selected and recruited 12 Chartered accountants,
including the USA, London and Asia
Member of the team responsible for the closure of
Alliance Air in Uganda
Project Executive and Co-chairman of steering
committee for SAP R/3 implementation worldwide.
Modules include FI, CO, MM and SD. SAP R/3
implemented successfully, on 2 April 2002.
Project team member for Ariba implementation
Trustee of offshore pension funds
Member of IATA Finance Committee
Secretary of SAA Audit Committee
Chairman of Audit Liaison Forum
Manage external audit relationship
Monthly, half yearly and annual reporting
Budgets and forecasts, including 5 year plan for fleet
acquisition, as well as presentations to financiers.
Extensive involvement in various outsourcing deals,
including IT, Duty Free and Fare audits in the UK and
RSA.
Extensive involvement in conversion of systems to
ensure Euro compliance
Involved in major deals, including Voyager/Accolades
swap, Airchefs acquisition and Air Tanzania project
Project sponsor for data warehousing projects
Responsibility for managing the audit of SAA by
external auditors
Preparation of monthly Board packs and Board
presentations
Member of Financial Risk Sub Committee, and Funding
Committee, set up after hedge book issue for
determination of Risk Management policies and
instruments for hedging, as well as managing funding
and sourcing of finance.

5. Total staff complement of 400 worldwide, including 48
managers.

6. Name of Organisation Spar Group (Pty) Ltd
Type of Business FMCG warehousing and distribution to retail
outlets
Turnover ZAR 1,3bn. at each DC
Period of Service July 1994 to June 1998
Position Financial Manager West Rand
February 1996 to June 1998
Reporting to Managing Director West Rand
Responsibilities Full financial function, including Head Office reporting,
budgets, forecasts and annual accounts
Review and sign off of Tax packs
Salaries review function
Responsible for internal and external audit of the
division
Development of stock models for optimal stock
holdings as well as working capital requirements
Daily cash management with focus on debtors, creditors
and stock days
Full financial and operational control for two corporate
stores acquired after defaults by owners
Feasibility studies for new stores
Provide advice to retailers on cash flow and other
finance issues
Member of project team for implementation of
procurement system
Involved with attorneys for securities and liquidations
Management presentations
Weekly reports on Gross Profit per buyer, as well as
stock holding per buyer
Creditors, debtors and finance and administration
department control
Co-ordinated the closure of West Rand Distribution
Centre, and integration into East Rand Distribution
Centre, including the retrenchment process for finance
and administration staff
Received Spar Chairman’s award for Financial Manager
of the year in 1997
Staff complement of 40, including 5 managers
Position Divisional Accountant North Rand
July 1994 to January 1996
Reporting to Financial Director North Rand

7. Responsibilities Financial function, including Head Office reporting,
budgets, forecasts and annual accounts
Compilation of Tax packs
Salaries review function
Working capital management, with specific focus on
creditors days and stock days
Provide advice to retailers on cash flow and other
finance issues
Management presentations preparation for FD
Creditors, finance and administration department
control
Involved with buyers/suppliers negotiations
Staff complement of 20, including 3 managers
Name of Organisation Tongaat Foods Distributors
Type of Business FMCG sales, warehousing and distribution to retail
supermarkets
Turnover ZAR 1,bn.
Period of Service November 1992 to June 1994
Position Financial Manager
Reporting to Financial Director
Responsibilities Financial function, including reporting, budgets,
quarterly forecast updates and annual accounts
Compilation of Tax packs
Management of external audit for the company
Daily cash management
Daily sales reports, and monthly estimates
Board Pack preparation
Creditors and finance department control
Insurance claims administration
New business models
Closely involved with warehouse and distribution staff,
specifically relating to administration procedures
Staff complement of 20

8. Name of Organisation Chamber of Mines of SA
Type of Business Provision of centralised services to the mining
industry
Period of Service February 1988 to October 1992
Position Management Accountant
January 1990 to October 1992
Reporting to Chief Financial Manager
Responsibilities Financial function, including reporting, budgets,
forecasts and annual accounts
Daily cash management
Monthly reporting for all COM subsidiaries, including
Rand Mutual Hospital, Rand Mutual Assurance,
NUFCOR and Rand Refinery
Annual budgets for the group, including all subsidiaries
for submission to and approval by the mining industry
Statutory reporting on an annual basis to the industry
Team member on project to restructure revenue
collection model
Team member on the IT outsource project
Period of Service February 1988 to December 1989
Position Corporate Planner/Internal auditor
Reporting to General Manager Corporate Planning and Internal
Audit
Responsibilities Development of Internal audit tools
Set up the internal audit department, including
programs, audit teams and models.
Liaison with the external auditors
Team member involved in the restructuring of the CoM
Major components of this program included:
The integration of the 2 hospitals into one mixed race
facility
The closure and rebuild of the Rand Refinery, the
largest gold refinery in the Southern hemisphere
The closure and split off of the CoM Research
Organisation into the research arms of the respective
mining houses
The outsource of the Medical Aid department
The restructure of TEBA, the migrant labour
recruitment company used by the mines
Name of Organisation D.C. Irish Smither and Co.

9. Type of Business Chartered Accountants and auditors
Period of Service January 1983 to January 1988
Position Articled Clerk
Reporting to Audit Partner
Responsibilities Audit Senior at various clients, including
Davis,Borkum,Hare,Inc. now Merrill Lynch, and PPS,
an insurance company for qualified professionals
Involved in al aspects of audit and accounting work,
from working paper preparation to drafting of statutory
financial statements.