Ascendis Health
Carl Neethling has held various roles and positions throughout their work experience. In 2009, they became the Chief Executive Officer at ACN Private Equity. In 2014, they took on the role of Non-Executive Chairman at Montagu Dried Fruit & Nuts and also became the CIO at Acorn Agri & Food. In 2015, they joined Suiderland Ontwikkelingskorporasie as a Director. In 2016, they became the Chairman at ANCA and Durbieland and took on the role of Director at ACG Fruit. In 2019, they became the Chairman at The Health Food Group. Lastly, in 2022, they became the Chief Executive Officer and Director at Ascendis Health.
Carl Neethling obtained a degree in Accountancy and Auditing from SAICA, where they studied from 2003 to 2005. Prior to that, they pursued a Bachelor's degree in Accounting at Stellenbosch University from 1998 to 2001. However, there is no available information on their educational background before attending Stellenbosch University, as well as any further education after completing their degree at SAICA. It is also noted that Carl Neethling attended Paarl Boys High, but the specific details regarding their tenure and area of study at the institution are unknown.
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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