Our Operating Board of Directors from left to right:

S A Baird (52)

Group Director – Foschini division, TFG London Joined the Group in 1986

A E ThunstrÖm (47)

BCom (Hons Acc), CA(SA)
Chief Financial Officer
Joined the Group in 2015

G S Naidoo (50)

BSocSc (Hons), MA (Ind Psych)
Group Director – Jewellery division, @home division, Digital Transformation
Joined the Group in 2005

M Mendelsohn (59)

Group Director – Exact, Hi, The FIX, TFG Design,
TFG Merchandise Procurement
Joined the Group in 1982

D B Gedye (59)

Group Director – Sport division, TFG Property, TFG Store Development
Joined the Group in 1979

S E Morley (48)

Group Director – TFG Human Resources
Joined the Group in 2002

B J Curry (56)

Chief Information Officer – TFG Infotec, TFG Logistics, TFG Services, TFG Marketing & E‑commerce, Digital Transformation
Joined the Group in 1988

J Fisher (45)

BSc (Hons) Mathematics and Computing Science
Group Director – Financial Services, TFG Rewards
Joined the Group in 2013

A D Murray (61)

Chief Executive Officer
Joined the Group in 1985

M Maritz (50)

Group Director – Markham division, TFG Australia
Joined the Group in 2001


The Operating Board is responsible for the Group’s strategy formulation and the day-to-day management of all aspects of the operations of the retail trading and service divisions.

In addition, they are responsible for deliberating and making decisions or recommendations on all matters affecting TFG’s strategy and operations including risk management, and the succession of executive and senior management. This includes all operational matters such as:

  • merchandise sourcing, buying, planning, warehousing and distribution
  • store location, leasing, operations, design and architecture
  • human resource recruitment, training, development and remuneration
  • information systems acquisition, development and maintenance
  • credit management and customer relationship marketing and systems
  • financial management and administration
  • strategic plan formulation, development, execution and refinement
  • development, review and achievement of budgets in relation to sales, operating expenses and capital expenditure
  • identification, assessment, mitigation and risk management
  • development and refinement of business philosophy and the value system
  • development, monitoring and audit of internal controls
  • development, review and implementation of the employment equity plan
  • development and monitoring of operational policies and procedures
  • development, implementation and monitoring of transformation strategy
  • approval of transactions regarding investment, disinvestment, refinancing and restructuring in accordance with parameters set by the Supervisory Board
  • adoption and implementation of corporate governance practices and meeting standards set out in King IV™