An interview with our new General Manager, Daniel Martins

An interview with our new General Manager, Daniel Martins

It is our pleasure to introduce our new General Manager, Daniel Martins.

AIMS being the leading Assistance company in Sub-Saharan Africa, we interviewed Daniel and asked him a few questions about his new role in the company. Daniel transitioned from the luxury goods industry to the world of assistance. Daniel is a great fit for the role of General Manager for our team because of his attention to detail and ability to manage a high-pressure environment.

Daniels passion is to work towards bettering humanity.

Bernadette Breton, our CEO, was overjoyed to promote Daniel to GM after he first joined AIMS as the Logistics and Compliance Manager. Daniel demonstrated tremendous potential in managing and dealing with this fast-paced environment and team.
“Daniel is an asset to AIMS because he has an inherent ability to see all aspects of a situation without prejudice, a “Devil’s Advocate” if you will, genuinely looking for and at, the best outcomes for staff, company, and client relationships.”

Daniel shares his thoughts and insights about his new position at AIMS

  1. Why are you interested in AIMS? What is the relationship between this job and your career goals?
    What drew me to AIMS initially was the medical assistance aspect, with assistance being the operative word here. For many years I had managed teams in the luxury goods industry, which is a completely different animal. Yes, we helped create special memories and assisted clients in celebrating their special moments, but the main industry driver was sales, profits, and targets. Being assistive to others is what should drive humanity and that is what brought me to AIMS. We assist international insurance clients with local knowledge and cost containment, we assist our service providers with peace of mind that their financial interests are looked after and most importantly, we assist patients with their medical needs and recovery through our operations department and case management.

  2. How would you describe your leadership style?
    If you ask some of my previous employers about my leadership style, they might say I have a soft approach. I would not categorize it in that way; I like to think of my approach as inclusive, truly understanding of all factors in any situation holistically, such as personalities, motivational triggers, historical trends, and current influences, both internal and external. When you have all of these facts and incorporate them into your processes, you are more likely to succeed because all stakeholders will be on board. Everyone wants to be heard and felt in order to contribute to the solution.

  3. What will you do to support the team and add value to the company?
    A general manager is responsible for all or part of the company’s operations, including revenue generation and cost control. So, to be a general manager, your thought process must be quite broad. I am an analytical thinker, and I understand how a process change can affect a business both positively and negatively. Yes, we all know that leaving the lights and water on will increase your overheads, but how many businesses realize that if you have untrained and demotivated employees, your loss in income and potential reputational damage could be exponentially more costly than your utility bill? Employees are possibly the biggest asset to any company, regardless of industry. They are at the coal face and represent the company’s ethos daily. My contribution to any company has always been an open-door policy and making decisions that incorporate potential risks, to avoid damage to a company’s profitability and reputation.

  4. What are some industry trends that have an impact on your role as a manager?
    Medical assistance is a very niche industry. Fortunately, I am surrounded by colleagues with many years of experience so the trends that have an impact are usually external, such as international policies. We must be aware of their policies because we have an international reach.  For example, when it comes to personal information, we must comply not only with local legislation such as POPI, but also with international legislation such as GDPR.

  5. What do you intend to do with your role that will better the company.
    The most important step is to master the fundamentals. Concentrate on what we as a team do well and build on that. Then, pay special attention to the gaps in our space. I am confident that this formula will be the winning one.

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