Ascendis Health
Lihle Mbele CA(SA) has a diverse work experience in the finance and accounting field. From 2009 to 2012, Lihle worked as an Articles Clerk at PricewaterhouseCoopers. Following this, in 2012, Lihle briefly served as an Audit Manager at PSTM Chartered Accountants. From 2013 to 2015, Lihle worked as an Audit Manager at Leruo Corporate Consulting Pty Ltd. In 2015, Lihle joined Barloworld Equipment as a Management Accountant. Lihle's next role was at Ascendis Health, where they worked as a Finance Manager in the Skin Division from 2016 to 2019. From 2019 to the present, Lihle has been serving as the Head of Finance for the Consumer Brands division at Ascendis Health.
Lihle Mbele CA(SA) completed a Bachelor of Accounting Science degree from the University of the Witwatersrand between 2004 and 2008. In 2010, they obtained a Postgraduate Diploma in Accounting Sciences from the University of South Africa/Universiteit van Suid-Afrika. Later, in 2012, they completed a Bachelor of Commerce Honours (CTA) at the same institution.
Additionally, Lihle Mbele obtained a certification in Coaching Skills for Leaders and Managers from LinkedIn in April 2019.
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Ascendis Health
Background Ascendis Health is a health and wellness company founded in 2008 and listed in the healthcare sector of the JSE in November 2013. In 2015, the Group embarked on an international growth strategy and acquired four businesses in Europe: Farmalider in Spain (2015), Remedica in Cyprus (2016), Scitec in Hungary (2016) and Sunwave Pharma in Romania (2017). Today Ascendis Health has a global reach with well-known brands and products sold to more than 120 countries across all continents. Strategic focus Against a backdrop of too much debt and limited operational flexibility we have set out a three-pillar strategy with the following focus areas: Pillar1: Stabilise (‘Fix the balance sheet’) • Set the medium-term portfolio strategy – which companies we should keep and which we should sell • Restructure existing debt to match the long-term portfolio strategy • Introduce sufficient new money to restore operational flexibility and ability to execute ‘Optimise’ Pillar Pillar 2: Optimise (‘Right-size and create platform businesses’) • Set the operating model to align with portfolio strategy and reduce complexity • Implement Project Office discipline to drive efficiencies, capital allocation optimization, and margin management strategies in each Business Unit • Create Business Unit specific incentivization programs and develop owner-manager mindsets Pillar 3: Grow (‘Maximise value and grow the platforms’) • Deleveraging strategy to take onto account the interim cash conversion profiles of the underlying business • Remain flexible to access attractive market windows • Deploy capital to underpin steady state portfolio