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KNKhuthaza Ndima

SAP Programme Direction · Enterprise Transformation

Khuthaza Ndima

SAP Programme Director | Enterprise Transformation Leader

Portrait of Khuthaza Ndima

Complex programmes. Clear direction.

I lead complex SAP and enterprise transformations across strategy, governance, delivery, integration and adoption—aligning executive stakeholders, multinational teams, partners and commercial priorities around clear outcomes.

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01S/4HANA02Enterprise Transformation03Programme Governance04Executive Stakeholder Leadership

Selected impact

Evidence over adjectives.

Four verified measures from complex SAP delivery.

  1. 01

    18+Years

    Leading SAP and ERP delivery across multinational enterprise environments.

  2. 02

    20+People

    Cross-functional consultant and developer teams led on complex SAP implementations.

  3. 03

    15%Faster

    Reduction in project timelines through SAP implementation best practices at Deloitte / Keytree.

  4. 04

    95%Adoption

    User adoption achieved through structured change-management strategies in SAP delivery.

Perspective

Transformation is rarely just a technology problem.

The difficult part is aligning the business case, delivery model, governance, technology, partners and people behind it.

My career has been built in that intersection. I have led SAP delivery in consulting and enterprise environments across retail and fashion, financial services, public services, media, maritime and logistics, working from strategic implementation planning through integrated delivery and organisational adoption.

The technology matters. So does everything around it.

01

Selected transformation experience

Work that holds up under scrutiny.

01

Deloitte / Keytree

2020–2023

Senior Manager, Head of SAP Delivery ETP

SAP delivery at enterprise scale

Led SAP delivery across media, public services, maritime and financial-services environments, combining implementation strategy, governance, stakeholder alignment and leadership of cross-functional delivery teams.

  • 15% reduction in project timelines through implementation best practices
  • Teams of 20+ consultants and developers
  • Client-specific strategies associated with 90% stakeholder satisfaction
02

Rizing / Wipro / Attune

2015–2019

Senior Project Manager

Complex SAP integration in retail and fashion

Led multimillion-pound fixed-price and Time & Material SAP implementations spanning Fashion Management, S/4HANA, CAR, e-Commerce, POS and warehouse logistics, with multidisciplinary teams, vendor relationships, commercial discipline and organisational change.

  • 12% average cost savings through resource optimisation
  • 95% user adoption through structured change-management strategies
  • Led SAP Fashion Management implementations for Burberry, GStar, Gucci and Missguided
03

SAP

2008–2012

Senior Change & Project Manager

International delivery and enterprise adoption

Managed international teams across South Africa and Germany, translating complex business requirements into SAP change and implementation strategies for major enterprise environments.

  • Reduced month-end close time by 40% on a major enterprise programme
  • Led SAP change and implementation work across multinational environments
  • Directed a major ERP implementation with a strong communication and training focus
04

Royal Bank of Scotland Group

2012–2014

Head of Corporate Finance Ledger Reference Data

Finance data, governance and integration

Led Reference Data Management and SAP-related finance transformation work, strengthening governance and financial reporting while aligning technology capabilities with corporate finance strategy.

  • Strategic SAP integration roadmap increased operational efficiency by 20%
  • Strengthened data governance and financial reporting
  • Aligned SAP capabilities with senior finance stakeholders
02

How I lead

Clarity, commercial discipline, and adoption.

01

Governance that creates clarity

Governance should help decisions happen, not simply create another layer of reporting. I build frameworks that give sponsors and delivery teams a clear view of accountability, progress and priorities.

02

Business and technology in the same conversation

SAP programmes succeed when technical decisions remain connected to business outcomes. My background spans both sides of that equation, allowing me to translate between stakeholders without losing the substance of either.

03

Commercial discipline

Complex programmes require more than delivery momentum. My experience includes multimillion-pound fixed-price and Time & Material engagements, budget compliance, resource optimisation, vendors and third-party relationships.

04

Change that reaches the organisation

Implementation is not the finish line. I have led change and training strategies focused on adoption, including work associated with 95% user adoption and significant improvements in system utilisation.

03

Capability

Deep enough in SAP. Broad enough for transformation.

Enterprise SAP

S/4HANA · FMS · CAR · ERP Financials · POS Integration · e-Commerce · Warehouse Management · Logistics

Programme Leadership

Programme Governance · Budget Management · Stakeholder Relationships · Cross-functional Leadership · Strategic Decision Making · Team Coaching & Development

Transformation & Data

Change & Adoption · Data Governance · Integration · Migration · Analytics · Process Modelling

Delivery

Agile · Scrum · Kanban · Waterfall · ITIL · SDLC · BPMN · JIRA · Confluence · MS Project · SAP Solution Manager

Industries
Retail & FashionFinancial ServicesPublic SectorMediaMaritime & Logistics
04

Career progression

A career built inside complex systems.

Most recent roleSAP Programme DirectorCapgemini
2020–2023Senior Manager, Head of SAP Delivery ETPDeloitte / Keytree
2015–2019Senior Project ManagerRizing / Wipro / Attune Consulting UK
2014Program ManagerLincoln College Group
2012–2014Head of Corporate Finance Ledger Reference DataRoyal Bank of Scotland Group
2008–2012Senior Change & Project ManagerSAP, South Africa & Germany
05

Global perspective

Technology changes systems. Perspective changes decisions.

My academic background in International Relations & Economics at Wellesley College gave me an early interest in the relationship between institutions, economics and complex global systems. My professional career has since taken that perspective into multinational SAP environments, cross-functional teams and transformation programmes.

EducationBA, International Relations & Economics

Wellesley College, Massachusetts, USA

LanguagesEnglish — Native or Bilingual · German — Limited Working · French — Limited Working · Xhosa — Limited Working

Beyond the programme

Serious programmes. A willingness not to take myself too seriously.

Outside formal programme environments, I have supported nonprofit organisations through stand-up comedy fundraising in London.

It is a different kind of room from a steering committee, but both reward preparation, timing, communication and the ability to read an audience.