What transforms around the corner to around the world? - EYFILE/EY... · What transforms around the...

What transforms around the corner to around the world?Introducing our 2015 Finalists

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Welcome to an unrivalled business network ....................................... 3

Introducing the 2015 judges ............................................................ 5

Emerging Category ....................................................................... 8 Exceptional Category .................................................................. 16 Master Category ......................................................................... 28

Lifetime Achievement Award .......................................................... 37

Working with entrepreneurs through their entire life cycle ................ 41

EY Junior Academy Program 2016 ................................................. 44

Contents

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World Entrepreneur Award | Southern Africa 2014

Raymond Ackerman

Koos Bekker

Asher BohbotKK Combi

John Copelyn

Jenna Clifford

Nicos Criticos

Alison D

Deborah Fry

Andrew GoldingAdrian Gore

Brian Howarth

Marti

Selwyn KahanovitzArnaud Marie Cyil Lagesse

Sipho Nkosi

Willem Roos

GloriaStephen Saad

Patrice MotsepeJohannes (Jannie) Mouton

Bill Venter

Moss Ngoasheng

Louis Norval

Kumaran Padayachee

Julia Raphaely

Rajendran Reddy

David R

Elmien S

Rob SussmanM

Justin Letschert

Brett Levy

Sharon Eades

Willy Govender

Robert Gumede

Kananelo Maketha

W

Marko SaBM

R

Mahomed Cassim

Asgar Mahomed

Colin Lazarus D

Paul Galatis

Welcome to an unrivalled

Jad Pereira

Gavin Lucas, Stephen Lucas and Steve

Anthony Leal

Thompson Family

Pratt Family

Gil Oved

Charl Fouche Lex van Wyk

Roland SassoonAsher Bohbot

Pria Hassan

Craig Venter

Sol KerznerJoe Swart

Kim Thompson

GlGavin Lucas Magnus

Johann Vorster

John Nicolakakis

James FisherJustin Clarke

Arnold Prinsloo

Steven Horton

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Deeb

n Kahanovitza Serobe

Ryan

choltz

MarcelWalter Fry

aravanja

Ivan Epstein

Prakash DevchandGrant Dutton

Lance Fanaroff

Carlo Gonzaga Dale Hefer

Frans Indongo

Brian JoffeVusi Khanyile

Richard Maponya

Iqbal Survé

Timothy TebeilaBraam van Huyssteen

Ndaba Ntsele

Mark Lamberti

Betram (Bertie) Lubner

Mark Levy

EddieMaila

Khethi Mkonza

Louisa Mojela

Anna Mokgokong

Johanna Mukoki

Khudu Pitje

Fred Robertson

Greg StarkeOtto Stehlik

Rachel Tladi

GoldingBrandon Leigh

David LetschertReg Lascaris

Marshall Dlamini

Patrick Dickens

Pieter NouwensLuci Nouwens

Bassie Maisela

Dr Lelau Mohuba

Vejandran Pillay

Rob Stokes

Dr Chris van der Merwe

Andrew Smith

Stephen Koseff

Shane Dryden

global business network

Craig Venter

Douglas Munatsi Joe Swart & Jonathan KelseyDivine Ndhlukula

en Horton

Priakumari Hassan

James Fisher

Justin Clarke

Angela DickAhmed Mohamed

enn PrattRademeyer Shaazim Khamisa Ran Neu-Ner

Nadir Khamissa

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Introducing the 2015 judges

Master Category Exceptional

Judging Chair:Ivan EpsteinCEO Sage AAMEA and Chairman Sage Foundation

Judging Chair:Braam van HuyssteenExecutive Chairman Tekkie Town

Stephen KoseffCEO Investec Plc

Willem RoosCEO OUTsurance

Bridgette RadebeCEO Mmakau Mining

Giovanni Ravazzotti Founder of Italtile Group and Chairman of Ceramic Industries Limited

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Emerging Category Category

Rob StokesCEO Quirk

Dr Herman MashabaCEO Lephatsi Investments

Louisa MojelaGroup CEO WIPHOLD

Dr Marko SaravanjaCEO Regenesys Business School

Clive ButkowDirector: Grovest

Judging Chair: Johanna MukokiCEO Travel with Flair

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Meet our

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Emerging Category8


That, in a nutshell, is Khudusela Pitje, the driving force behind New GX Capital, a company that delivers on projects worth billions. To see where this mogul with a soft heart comes from, one need go no farther than the dusty streets of a Pretoria township. His father was a highly respected community leader,

businessman and a trader, and the young Khudusela learned the rudiments of entrepreneurship as a very little fellow. Recalling those days, Khudusela says, “I was raised as a trader’s son. I used to go and work for him, even in primary school. I started getting that trader mentality, and after my articles I was going for interviews at banks, and they asked me where I

my own business”, which wasn’t the correct answer when you’re looking for a job!”

As the young Khudusela climbed the banking ladder, his entrepreneurial genes kicked in, and he bought an apartment as an investment, later selling it at a

lesson in that venture, he says. “It just shows that you don’t necessarily have to be running your own business to be entrepreneurial. That is why we call our environment [at New GX] an entrepreneurial environment that empowers intrapreneurs. There are about four people in my group who are intrapreneurs, running their own business units under our umbrella.”

Khudusela tells of his taking the plunge into going it alone as a risk-taking entrepreneur. “I knew it was time to leave JP Morgan. I had actually just arrived

a business with your account. I will build it at my own risk.”

It was a brave (though not foolhardy) leap of faith, as subsequent events have proved. But Khudusela felt then, and still does, that his two ‘halves’ – trader’s

offsets. “Our business is expanding fast, so we have a very stringent risk management process. If it is something small, that I can contain, I’ll take the view on it myself. If it is something that has a material impact on the business, I’ll call in our Financial Director and our other Director, just to go through it. And if it’s really big, we’ll even get an external adviser to work with us, just to make sure, because I always say to people that you can start believing in your own propaganda, when in fact it’s really not good for your business.”

That same humility informs his own skills, even though he has a substantial track record and a string of successful ventures to his name. “I see a mentor on a regular basis, who will share his experience with me - and when I apply his advice, it helps me in my decision-making.”

One of the other striking facets of both Khudusela’s business persona and his personal value system is the fact that he believes in making social and economic transformation really happen. When he left JP Morgan, he says, he mistakenly thought that his status as a young black CA with international experience would be an attractive proposition to banks partnering business growth. But it wasn’t the case, and a steep road lay ahead.

Says Khudusela , “It’s fair to say that in 2004 few people within banks believed in the young black entrepreneur. You’d pitch up at a bank and the banker

special funding created for black empowerment. There was a team at Absa that recognised the value of what we proposed, which is a value-adding BE

of the business that we operate in, and where we

transformation.”

Mr Pitje speaks with obvious pride of the projects that he has been involved in. These projects bring about employment and value to poorer communities, notably the townships in which he grew up. He says that the company’s organic growth is unique because they develop projects, as opposed to bidding for work, meaning that he and New GX are pro-active when it comes to community upliftment and economic progress in those under-resourced communities.

All this is built on the strong backbone of a well-

all get MBAs. It’s all to build a team able to handle the growth that they anticipate. “I don’t want to call it abnormal growth. I want to call it blessed,” he says. It’s a word he uses throughout his conversation. “The team and I have been very blessed, because we’ve managed to create a reputation for being able to come up with projects, incubate them, and grow them into substantial and medium sized businesses.”

Khudusela Pitje has never been one to sit and wait for

made them happen.

Khudusela Pitje | New GX Capital

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“I’m quite a tough individual when it comes to the corporate side. I’ve got a very soft personality when I look at social and economic issues, and helping others. But when it comes to the professionals I work with, I require the best out of them.”

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“ I’ve never thought of myself as an entrepreneur. I simply think of myself as someone who builds something from nothing and makes it work.”

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Lex van Wyk | Teraco Data EnvironmentsLex van Wyk might possibly agree that he is something of a serial entrepreneur. Starting small businesses is what makes him tick. “As soon as it grows, that is my signal for moving on - for giving it to someone else to take it farther. I’ve never thought of myself as an entrepreneur. I simply think of myself as someone who builds something from nothing and makes it work.” His evolution as an entrepreneur

fax over IP business in Africa. After that, he joined

changed the business model that it was using, grew it for seven years, and then sold it and started Teraco. Perhaps it is the fact that Teraco is still constantly evolving that keeps him there, despite its considerable growth since those small beginnings. That, and the fact that IT is clearly a passion of his.

Teraco is a property business for IT companies.

physical security, renting space that provides the facilities peculiar to an IT company’s needs.

Having started off, somewhat experimentally, in Cape Town, Lex van Wyk tested the business model with 500 m2 – but even as they were in the initial stages, people were insisting that Johannesburg was the place to be, because of the volume of business in Gauteng. However, this was in 2007, when the economy was less than buoyant, and raising money

build, and, very close to the end, we went back to the shareholders and said, ‘How do we get Johannesburg going?’ - and they said, ‘Bring us the pre-sales and we’ll put up the money.’ So we did.” Fortunately, one of the key shareholders at Storm had done well out of that company’s sale, and he was willing to take the plunge as the lead investor.

According to Lex, Teraco will soon be the biggest operation of its kind in Africa.

The learning curve has been steep, but immensely valuable. “By the time you build the second centre,

can improve. It’s been like that through every phase, and we’ve done seven or eight phases now. It changes overnight, though, because there are all these different elements to it. Tomorrow something new comes out. It can change overnight.”

Given the rapidly-developing world of IT, and the

Teraco launched and built the peering point called NAPAfrica, to bring content into Africa . “In three years we built NAPAfrica up to become the largest peering point in Africa, and it’s a huge drawcard for Teraco. Now, with the cloud, we came up with a little concept a year ago, called The Africa Cloud Exchange, which we are busy building. If you look back over the last eight years, we’ve in fact started three new businesses. They are all very challenging and exciting, and very rewarding, because we are changing the way the internet works in Africa.”

When asked about the fact that the company’s

to exploit an opportunity with immense potential that others weren’t seeing. As Lex tells it,

Cape Town, and Johannesburg, and then we realised we might leave a gap for our competitors in Durban, so we built a centre there, even though it was a big risk at the time.”

With Teraco’s success in South Africa, the obvious next step is to expand up the continent. Having recently visited Kenya, Ghana and Nigeria, he’s been

centres there. like this in the rest of Africa at the moment. But we are helping quite a few different players in Africa, and if they can build something and provide the management team, we should be willing to invest. There is huge scope for where we are going.”

In the same way that Teraco has been leading the

example. People learn by imitating others, says Lex. “I feel that if I do it right, they will do it right. There are different cultures and different religions and beliefs but as long as the business is going in one direction I’ve got no problem with that.”

His own brand of courageous entrepreneurship certainly sets an example for others to follow. Employment issues actually push people into entrepreneurship here, according to Lex, so he’s particulary concerned with educating entrepreneurs to make the best of the South African business environment.

Characteristically, Lex’s humility emerges when asked what he’d most like to be remembered for. “I don’t know. I don’t need to be a hero or a legend. If they say

He is likely to be remembered for his epic contribution to the IT industry in Africa, too, of course.

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A warm and palpable camaraderie underlines a friendship formed nearly 30 years ago, when Charl Fouche and Magnus Rademeyer met in high school. After completing their tertiary studies, Magnus expected to spend his life as a civil engineer, while

studies, Magnus went to Chile, and was introduced to GIS while he was there.

Magnus says, “It got my imagination going, because

looks interesting.’ I ended up going to Boston and getting the rights for the software, and then coming back. But I had to repay a bursary with a civil engineering consulting company,before I could focus on the system”.

Charl quips, the day was that we were too stupid to be afraid.”

One of their original colleagues spotted a tiny notice in a newspaper, calling for tenders for a commission by the Independent Electoral Commission. Says Magnus, “I think it was the night before the

Fortuitously, we managed to get the tender - and that fundamentally changed a lot of things permanently.”

Indeed, AfriGIS had taken off, in what was soon to be a big way. Magnus says that the funds generated by the IEC job were then applied to building product.Charl and Magnus realised that owning data sets wasn’t enough. “Our customers couldn’t get their problems solved, because in the old days you needed to have data, and then you also needed to have

software, so by the time you could sell something to the client – or you tried to solve their problem - there

up the chain. Today we own the complete value chain.”

Characteristic of their approach to life and work, they recently gave their staff an exercise, in which people were asked to think of a cartoon character that best described AfriGIS. The result of the poll, not altogether expectedly, was Tinkerbell, ‘a tinker-fairy

it’s an analogy that pleases Charl and Magnus. “I think there is a culture of learning, one of improving.

yesterday,” Charl says. “And we like to solve a problem.”

Indeed, the two entrepreneurs see AfriGIS as a technology and innovation company. They like to build their products themselves.. new concepts,” says Magnus.

the market out there is indicating, what is likely going

in what we foresee, we will be at the concept of businesses.”

This attitude, of looking to be in the right place at the right time, has stood them in good stead over the

uses, when talking about the synergy of hard work, passion, commitment and luck . “You have to prepare for it,” Charl says. “To prepare for it means you have to do something without knowing what is going to happen. I compare that to a spider. I have spent a lot of time watching them, and I’m reasonably certain

that they spin a yarn of a metre or two, so that the lift on that from wind will be equal to their weight; and if they’ve spun it, and the wind picks up, it will take them somewhere. They don’t know to where yet. They just know that when they land there they are going to build a beautiful structure. And that is how an entrepreneur should work : spin into the wind and then hope it takes you in the right direction. But, unless the spider spins, the wind won’t take it - and even if a beautiful wind comes along, and it’s sitting there, nothing will happen.”

There is nothing random about the way these two men work, however. The aim of being a billion Rand business is not what fuels the strategic direction of AfriGIS. Rather, they talk of creating a working environment where staff feel that it is a good place to

society, as well. make a positive contribution to society,” says Charl.

Both Charl and Magnus speak often and appreciatively about the advice and mentoring they have received at various stages of their journey. Many years ago, one adviser did, however, say that they were too young to start what they had undertaken. With the wisdom of hindsight, Magnus disagrees. “If you can start early, you are giving yourself a lot of runway,” he says. Starting something new today,

obligations, would be so much harder.

Magnus and Charl used that runway to good effect, “I think we’ve

been blessed.”

Charl Fouché & Magnus Rademeyer | AfriGIS

World Entrepreneur Award |

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“We were 23 and

slogan of the day was that we were too stupid to be afraid.”

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Exceptional Category16


Angela Dick is a woman whose deep compassion has translated itself into a quest to make the lives of disadvantaged people truly better. The reasons for

mother passed away when she was three years old. Angela and her father were all alone in the world. “Ithought I was a boy until I was about twelve - and then I realised I was supposed to be a girl, which was a bit of a problem!” But what she did realise, even at the age of three, was that there was no back-up. always been a bit of an adventurer. I’ve always been responsible, and I’ve always liked a challenge. I didn’t ever want to rely on anybody else for my income.”

Former tomboy Angela’s resistance to the orthodox

job and then marriage and ‘settling down’ - meant that she went into teaching, because “I found it incredibly rewarding to see that I actually had the ability to give information and help the children understand the information that I’d given them, and then do something useful with it.” After leaving teaching, she went into sales. “I applied for a

Subsequently, she was offered a job selling industrial training programmes and became acutely aware of the problems related to skills and skills training that bedevilled the country, in the early 1980s.

Her work took her to industrial areas, to meet with customers and clients. It was there that she came face-to-face with the harsh reality of so many unskilled job-seekers standing outside factory gates, waiting for the slim possibility of a day’s work. “I cannot bear to see the look of hopelessness and despair in people’s eyes,” says Angela. “I don’t want them to think there is no hope and no opportunity

people dependent on them. I could just see that whole poverty cycle going on and on and on. And I thought,

Transman was born. In hindsight, it’s perhaps easy to see that Angela’s whole life had been leading up to this point. “Completely blindly, because I really didn’t know anything about wages or legislation at that time I thought, ‘OK, what I can do? I can test these people, and see what work they have or haven’t done. I can understand whatever level they are operating at. I can take that person and say to employers, “This man has so many years’ experience and he has this much potential” - and I can phone the CEO of that company, or the HR manager. I can get an appointment with that person. I can talk to that person and I can convince them to take this individual and give them an opportunity.’”

Angelas altruistic impulse – however naïve she might consider it now – sparked the growth of Transman, and today she can talk of the effect that her company has had on literally millions of lives. Suddenly,

conditions of employment without a visit from Angela Dick. She says that when she registered as a labour broker, she effectively took on the responsibility of being the employer of her labour pool. That had never been the case before. Recollecting her encounters with less scrupulous labour brokers,

Angela says, “I’m the one who changed the law in this country in terms of brokers and temporary staff and so on. And it meant that everybody had to pay

Her contribution to the improvement in employment conditions of workers is perhaps immeasurable, yet Angela speaks with pride of the fact that Transman has placed around 3,000,000 people in employment. Given that each breadwinner is probably supporting

Transman has positively impacted the lives of more than 15,000,000 people. “And if there is one word

take it away.”

Transman is making a considerable contribution to community upliftment, and Angela insists that her staff members all spend a few days a year volunteering in community upliftment programmes.

However big and successful Transman has become, Angela has never lost sight of the needs of the vulnerable members of our society. As part of her own volunteering, Angela recently spent time with the Children of Fire, a charity that looks after children who have been very badly burned, and, in many cases, abandoned. “I wrapped some toys in a package and took them through to the kids and I said,

about 8 years old, and horribly scarred, picked one of

sat at the kerbside, rocking backwards and forwards with a little smile on his face.”

The orphaned toddler, whose destiny as an entrepreneur and businesswoman was to create hope where previously there had only been despair, is still a very compassionate human being.

Angela Dick | Transman

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“If there is one word that I absolutely hate it is ‘retrenchment’. My whole life is devoted to trying

somebody, not take it away.”

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“It’s important to focus on the many, many small wins that happen every single day.”

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After meeting at high school, Gil Oved and Ran Neu-Ner both quickly recognised that they were (and still are) kindred spirits.

and we wanted to do it our way.” Ran claims that he

“At the age of 4, I learned to use scissors, and I cut up pictures from an old calendar that my parents threw away, and I went door-to-door, selling the pictures.

persons report - but I managed to make money, and that was important.”

Their road to the success of The Creative Counsel has had its share of potholes and dangerous bends. One in particular, a failed internet venture, taught them some very valuable lessons. It was, they say, a time of

of them now realise that what seemed and felt like a breakdown was, in fact, something of a breakthrough. Ran adds, mistakes. I don’t think I’ve learned any lessons from a success - I always learn my lessons from failures.” Gil agrees, and gives an extra perspective. biggest opportunities I’ve had in life have come from people who believed in me - and knowing who I am, I’m not so sure I would have given that young man those opportunities,” “But somehow it’s worked.”

The Creative Counsel came into being because Ran had a girlfriend who was doing in-store promotions. “There were sixty other people like her doing promotions in the store, and they weren’t doing it very

this into an industry.’ And two years later we were the biggest in the market, and four years later we had a

industry. I saw an opportunity, and we harnessed that opportunity - and basically we are where we are today as a result of that one opportunity that we seized.”

According to Gil, “… we never had a big idea. There wasn’t a big vision to become what we are now. The economy changes so quickly that you can’t really predict where your business is going to go. But you have to start somewhere. In-store promotions are a tiny part of our business today. But back then we just wanted to survive, and we found ourselves in the right place at the right time, and we seized opportunities as they presented themselves.”

Gil reiterates that the non-traditional advertising industry is constantly changing. It’s very dynamic

“…the day we can

They were very nearly out of business before they’d

and a Yellow Pages, recounts Ran.

start phoning. And I’ll never forget phoning one of

Creative Counsel!”

Slowly, constantly urging each other not to give up hope, they built the business. Gil says, “It’s important to focus on the many, many small wins that happen every single day.” Ran adds, “I know entrepreneurs have this bad habit of looking too far ahead and never celebrating the now. I think if I could go back and

change one of the things in our company culture, I’d make sure that people really celebrate successes, no matter how small the success is.”

Company culture is extremely important to these two men who have built a hugely successful company from very humble beginnings. Clearly, The Creative Counsel has been the success it is because of the ethical and philosophical pillars on which Gil and Ran built the company. “Organisations are driven by culture,” says Ran, “Culture must be driven by the

brilliance or not delivering anything at all; in looking after our colleagues before anybody else - making our colleagues family; in integrity and honesty and trust and respect. Gil and I are extremely competitive; we are perfectionists, and we have a very high expectation of ourselves and that is where the pillar of

Gil continues : that we live and breathe by. Once we extracted them,

we set up to scream them out in everything that we do. And we decided our last step was to act on them every single day, all day.”

They’ve come a long way since their Hillbrow days – but Gil and Ran are clearly still thinking entrepreneurial thoughts each and every day.

Ran Neu-ner and Gil Oved | The Creative Counsel

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John Nicolakakis comes from a warm-blooded

not very corporate. Instead, we have an amazing

If somebody wants to work in - for want of a better word - a civilised environment, I don’t know whether

It’s a company he’s incredibly proud of. His father started the company in 1999, and John joined in 2000.

John speaks with refreshing candour about himself his career, and Romans Pizza (“I sold ice-cream and lollipops at school. I had a brilliant business idea of lending money to kids for tuck shop and taking their calculators as collateral, but unfortunately one of the mothers found out about it and they blocked it quite quickly. I’m a trader at heart.”).

He tells the story of how the two generations of Nicolakakis men occasionally bumped heads as they learned to work together.

trading exceptionally well. My father believed in doing everything himself, and he was happy with the size of the business. If he couldn’t manage it, see it or touch

that if we didn’t grow fairly rapidly we would have new competitors coming into the landscape - and they would literally eat our pizza for breakfast. That is the last thing I wanted, so being green played to my favour in many ways. I couldn’t see the risks. I secured a site in Joubert Park, and took my father to see

didn’t know where I was. It turned out to be one of our best sites. If I’d had the experience he had, I might not have been able to take the decisions that I took that allowed us to grow as quickly as we did.”

Roman’s Pizza certainly has grown in the relatively short period of around sixteen years. Because it is primarily a franchise model, the need for standardisation, uniformity and uniform quality is paramount. The growth also means that John, unlike his father, has to be comfortable with not managing everything himself. “Unfortunately I’m my fathers son,” John says. “I’m a bit of a micro manager too.

had to allow the team to take on more risk. I’ve had to allow them to make decisions for themselves. I’m not able to be involved in as many decisions as I was previously. Obviously on a strategic level I’m still very involved, but you have to learn to trust.”

That said, John has learned, through empirical experience, that the most successful people have to be absolutely passionate, be committed, be hard-working, and be blessed with plain common sense. As John says, “The hours are long, it is a challenging environment to work in, you are the procurement manager, the accountant, the staff psychologist, the sales director, the executive manager - and the

those hats on any given day. You’ve also got to be able to manage whatever gets thrown at you.”

Roman’s Pizza was founded on ‘Best Pizza Best Value’ as its slogan. John still feels that those four words encapsulate everything about Romans. He says, “I

has become more price-competitive. It’s the only way

the price leader, and we don’t limit our customers’

the customer to be able to eat the pizza that he chooses to eat. That is how we started, and that is how we have remained.”

Roman’s Pizza has grown its footprint in South Africa, and John will still focus the bulk of his attention on the local market. The entry of international players means there is a need to safegaurd and maintain his market positioning and “slowly and cautiously” grow into the African market place.

Nevertheless, it is John’s pride in the South African operation that he communicates with infectious enthusiasm. And he is particularly delighted by the fact that there are examples of employees who started off as security guards and kitchen assistants have progressed up through the ranks to become highly successful franchise partners.

With his characteristically mischievous sense of humour, John says, management if we can, and a large part of the team has stayed with us. They’re all as crazy as we are - all a bit mental. And if they weren’t when they came in, they probably are today. One of our important achievements is keeping our staff as long as we have; making them crazy is obviously an achievement as well!”

John Nicolakakis | Roman’s Pizza

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“Knowing, every day, the effect that decisions I take can have a positive or negative outcome for in excess of 5,000 families that we look out for at the moment, via our employees and our partners, reinforces the fact that I have a direct impact on each and every one of them.”

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“Our philosophy is that we only have one life and we want to explore our possibilities and maximise our

experience as much as we can. At heart we are experimenters. We love trying new things.”

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Nadir Khamissa and Shaazim Khamissa have created an enterprise that seems to run on rocket fuel, so rapidly is it growing and expanding. But what makes it so special is that it is an enterprise founded on the bedrock of philanthropy: a genuine desire to make the lives of poor people easier and better.

Entrepreneurial spirits both, the two young men seemed destined for careers in accounting and banking, but it was a particular “Aha!” moment that changed their destinies completely. Nadir recounts how

to another it’s the same price, so why is this price ten

out’.”

technology called Voice Over IP, a technology that converts traditional analog voice signals into a digital signal and transmits that over the Internet. “That allowed us to facilitate international phone calls at

of the elements that led to the birth of our business,”says Nadir.

Behind this discovery lay something deeper, however. Nadir, who had been living in the United Kingdom, and who had been so troubled by the discrepancy between phone call tariffs, recalls how “…whenever I

phone on my way home. And I would see a queue of people there, in the sun and in the rain and these guys were making international phone calls, paying

This was while Nadir was working for Deutsche Bank in

London, and completing deals worth millions. The contrast gave him pause. He started pondering whether he would look back on his life one day, and

be able to say that he’d actually made an impact.

Group; it’s what created our philosophy of being able to leverage technology for people at the base of the pyramid. I don’t just want to sound like a charity here,

space to be, and we plan to spend many years capitalising on it.”

commercial venture, but then “If the business doesn’t make money we can’t add value to our employees and the thousands of lives they touch. I think it is

years to come and realise that our legacy is that we actually created tangible value for people who are looked down upon, who are excluded and completely ignored.”

the lower end of the socio-economic food chain is at the heart and soul of everything they do, says Shaazim and Nadir. This manifests itself differently in the different industries that the Hello Group is involved in. They have a presence in the telecoms

travel and media.

In the ten years of the company’s existence, the Hello Group has grown rapidly, and seems to be growing exponentially. While Shaazim says, “Uncertainty and risk is really basically what keep us going.” Nadir says, “Our philosophy is that we only have one life and we want to explore our possibilities and maximise our potential; we want to experience as much as we can.

things.”

The rough and tumble of success and failure has taught them well. It forced them to simplify everything that they do, so as to get to the essence of value creation for customers. The numbers suggest that value creation is exactly what the Hello Group is about. They have over 40,000 spaza shops and street vendors who are totally loyal to the Hello Group. Nadir says, want to explore a new opportunity. This co-creation with our customers and merchants is an amazing innovation hotbed.”years is certainly going to be on their rapidly growing international money transfer business.

With expansion into Europe and the Middle East also planned for the next few years, both Nadir and Shaazim are aware that they are now only one part of a company that has taken something of a life of its own. “Ten years ago we were everything, but today it’s shared,” says Nadir. people are everything because we can only create so much. If you go all the way down to our people in the

product to their brothers and sisters and they feel a sense of pride from being part of this organisation.

to continue growing is that we want to give them opportunities to take their lives to the next level.”

Altruistic words from a dynamic duo who have made an enormous difference to the quality of life of many deserving people.

Nadir Khamissa & Shaazim Khamissa | The Hello Group

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Dr Tim Tebeila could have settled for a life-long career as a teacher. In hindsight, however, that was never going to happen. Even as a young teacher, Tim was looking for things to do to supplement his income, and that included something as unglamorous as getting up at 03:00 every morning to sell tickets to early morning bus commuters, before heading to the classroom and a full day’s teaching. And then, while Tim was still earning his modest teaching salary, a friend persuaded him to get into selling insurance part-time, because, Tim explains, “… insurance is all about relationships, and he saw that I was the kind of person who has good relationships with people. I

at the end of the year I had to go for an interview with the insurance companies.”

Very soon, Tim was making more money than he had ever thought possible – a fact that was not without its

was soon pressured by his peers to start living beyond

management. Still, driven by his basic goal of wanting to become somebody , Tim bit the bullet. “I started

develop your vision… to ask yourself where you want to go. Once you confront the challenges that stop you

If you retreat, you won’t achieve what you want to achieve.”

As Tim followed his dreams, and strove for his goals, his entrepreneurial journey inevitably changed his life and his view of the world. was not paying anybody’s salary. But now, when you enter this world of being an employer, everything is your resonsibility; salaries, rentals – it’s all you. And

when you are in the mainstream economy the river

you drown, or you learn to swim. I had to learn how to become a champion of entrepreneurship, to be able to survive this fast-moving stream.”

It was a steep learning curve. “I never had anybody

taught. I’d just look at what others were doing and they became role models.”

Dr Tim Tebeila’s self-taught style of entrepreneurship has brought him many successes. Sekoko Holdings operates in construction, insurance, and mining and minerals. Some areas of endeavour are more complex and complicated than others, says Tim. The mining sector is a particularly complicated one, with a myriad rules and regulations.. To go from identifying viable geological deposit to being able to extract and sell product can take years. It can be extremely frustrating, says Tim. when we approach the regulation boards. if you don’t do that, you lose out big time,” says Tim.

Tim’s ethical principles shine through in his

learns that his father was a clergyman, and Tim was, at the age of eight, doing gardening jobs to earn a little extra to help look after his family. He’s been betrayed by trusted employees on occasion – people who have stolen his ideas and products.

Experiences like these must have been bitter pills for

on integrity, one understands why. “The only way to

short cuts; we don’t do anything that is irregular; we don’t do anything which could be deemed questionable, because we have to protect the spirit

of entrepreneurship. Those that are coming behind you must know that you have set a good example for them. I have never wanted to use my connections

” he says.

Tim and Sekoko Holdings have plans to expand up the continent of Africa. He says,

only. Our aim was to be in Africa. You can only go to the rest of Africa when you have a licence from your own country.”

As regards Jet Patcher, a technology which is used for road and pothole repairs, in Sekoko’s Construction division, Tim says, Mozambique, Ghana - we are all over Africa when it comes to Jet Patcher.”

Turning to his mining interests, Tim says that security and political stability issues play a large role in his visions for the future. Countries such as Mozambique, Zambia and Tanzania feel to him like secure options, while others feel decidedly risky for these reasons.

I can go to Zimbabwe; it is no problem. I can go to Malawi. I can go anywhere I feel is good – even the

dangerous.”

Tim is one of a special breed. His hard-earned wisdom

his business ethics speak to his great strength of character.

Dr Tim Tebeila | Sekoko Group

World Entrepreneur Award |

25


“I never had anybody behind me saying, ‘This is how you do it’. No, I’m self-taught. I’d just look at what others were doing and they became role models.”

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27


Master category28


Roland Sassoon’s family history is woven from many

business that dealt in textiles. The Sassoon family’s business started in Baghdad, then move to Pakistan, and then via Burma to the UK, and to Zimbabwe and South Africa. When Roland joined the business straight from school, the industry was going through challenging times due to the government’s imposing tariff and import protection policies. For textile importers such as Sassoon Textiles, this was all but a death knell.

The company had import permits but almost no turnover, and this fact was the catalyst for Roland’s

at four different companies, learning about legal

Thereafter, he returned to the family business, and his father’s talents and his own created a viable symbiosis.

good on credit risk; he had a tendency to over-trust people, and credit risk was probably the biggest risk that we had to deal with. I compensated by putting more

understanding the securities, and understanding the

up a lot of skill in that area, and that is probably my strongest point : my ability to assess credit and to take credit risk.”

All good training for the man who was about to create

small business has. entrepreneurial businesses.

cover that whole spectrum - which was an unusual thing to do. Every time we went to see a client who needed

those are the three things that he would want. It made

point of view… but from a marketing point of view it was the right move.”

It was Roland’s understanding of the needs of the

unique – character.

enables us to give each client a comprehensive service; and secondly, it de-risks our business, because we don’t have all our eggs in one basket.”

is necessarily different from the culture in its wealth business and its business banking. “I’ve tried to create a culture of transparency and integrity - a family kind of a

division, because each division needs its own culture, its own personality.”

Roland mentions an example of the kind of situation

Roland picks up the story with a taxi operator arriving

shoes on, and he sits in the reception area and he’s even got a gun, which he puts on the table. And then you’ve got all the posh clients coming through the door dealing

of diversity in the business - which I actually enjoy. I like diversity. But of course one has to try to deal with these things in a tactful way!”

Conscious of the responsibility that goes with being a leading South African entrepreneur, Roland Sassoon bemoans the fact that so much more needs to be done to develop entrepreneurial skills in the country, at all levels. He worries that not enough is being done to create the right culture, and that not enough is being done to educate the people who could contribute to the economy as entrepreneurs. Pertinently, he raises a question that has no simple answer: “You’ve got to have basic language skills, basic numbers skills, a basic knowledge of commerce and bookkeeping and things like that before you can really build up a decent sized business. Otherwise how do you get from being a micro business into a medium sized business - and into a large

Turning to himself, he concedes that he might be too

life. But in the same breath he admits that his biggest fun is in fact his business. “I enjoy it,” he says. “I like coming to work.” It’s therefore no surprise that his

a marathon, you can’t really stop; you’ve got to keep running. I think a lot of very brilliant people don’t succeed because they don’t put enough effort into it. If

make a mistake - and one little thing can throw you out completely. People fail because they get distracted, and they don’t really put enough effort into it. ”

At nearly 70, Roland Sassoon has no plans of letting go

29


“I’ve tried to create a culture of transparency and integrity - a family kind of culture - but without imposing a

each division, because each division needs its own culture, its own personality.”

30


31

“Don’t be put off by fear, because people will give you ten reasons as to why not to do a thing. You are going to experience

that’s business. Many, many successful entrepreneurs have failed three or four times, because that’s reality.”

31


Ahmed Mahomed literally grew up in business, and having grown up in that environment, with his parents as his teachers and role models, it was almost inevitable that he would

moved away from the family business and began working in a clothing business in the Johannesburg CBD.

and I started opening stores for them and driving their growth strategy. I spent about a year or two doing that.”

Ahmed went on to work at Cashville, which was listed on

company’s growth to around 130 stores. When he was head-hunted by an IT company, he was able to apply the skills he

before Datacentrix snapped him up. He says, “I’ve been very fortunate. I’ve never really applied for a job in my life. I don’t really have a CV either.”

Ahmed has views on fear – something he regards as a potentially lethal enemy of entrepreneurship – that are probably informed by his own career path, and the responsibilities he’s worn lightly since his earliest days. “In opening stores in different areas, you have to have a view of what the potential is - and then hope that your view is correct. Nine out of ten times we’ve got it right, and so that has been a positive momentum for me. If you try and analyse everything to death, you won’t take an opportunity that is available.”

It is that courage, and vision, that has stood Mahomed in good stead in his years at Datacentrix, changing it, over time, from a hardware and commodity shop to a supplier of services within the IT industry. The industry evolves and changes at a very quick pace, and Ahmed spends a lot of time and thought on developing visions and implementing strategic goals in this industry. One has to be able to think in terms of months, not years.

Ahmed believes passionately in investing time and care in the power that education has, both to improve the quality of the company’s work and competitiveness, and to further empower his staff members. By improving the educational

that he will help them to uplift their families and their communities.

Likewise, impeccable business ethics are a non-negotiable facet of Datacentrix, and of Ahmed’s life. He speaks of how heartwarming it was to realise just how highly regarded Datacentrix is by the people who matter most - the customers. But, says Mahomed, same as we treat our customers. They are important to us; that ecosystem is important. Ethics is a main cornerstone of

you win, sometimes you lose, but in the longer term, that ethical value system prevails, and you are successful.”

Given that looking into the IT crystal ball to guess at the future is possibly hazardous, because of its dynamic and rapid development, Ahmed Mahomed does dare to venture some insights. He repeatedly uses the word ‘disruptive’ when discussing what the future holds, because the landscape is changing, and being changed, with such speed. Business models get disrupted equally quickly. “I think one thing we are very sensitive about is understanding the market dynamics, and those disruptive technologies, and what we need to do. From a business model point of view, we want to adapt our vision. Not necesarily to be the largest IT company around, to be honest; but we do want to be the most successful organisation around.” And longer term sustainability is therefore a key foundation stone in building the future. As he observes, “If we can’t achieve that, we are going to run into serious challenges as a country. Job creation, the number of guys who are living below the poverty line … all these issuesare the types of things that should be keeping us awake.”

While Ahmed has grasped the nettle of operating in a high-

pass on his own knowledge and experience to younger entrepreneurs. “It’s easier to be successful at something that you are passionate about,” he says, “Because if you are passionate about it you are going to drive it to its conclusion. If you enjoy something that you are doing it is a lot easier to be successful at that. But you also have to understand what the skills are that you have and don’t have, and how you are going

says Ahmed Mahomed, “Don’t be put off by fear, because people will give you ten reasons as to why not to do a thing. You are going to experience failure; that’s life - that’s business. Many, many successful entrepreneurs have failed three or four times, because that’s reality. But dust yourself off and start another venture and at some point you are going to hit success.”

Sage words from a man who literally cut his teeth in the world of entrepreneurship.

Ahmed Mahomed | Datacentrix

32


Johann Vorster is, by his own admission, a workaholic. He has a seemingly boundless energy,

years to turn what used to be National Co-Operative Dairies into the dynamic market-leading Clover.

Respect, trustworthiness, consistency and a positive approach to life are all values that matter deeply to Vorster. The story of how he transformed NCD into the successful enterprise that is today’s Clover is arguably the best illustration of how he puts his beliefs into practice.

Johann came from an entrepreneurial background of successfully turning dozens of small, under resourced

opportunity to change NCD from a co-op that had many limitations into a major company equipped

the business needed a new structure wasn’t easy. In 2002, the company changed from a co-op to a company, but, says Johan, “… it changed its jacket.

started.”

At that time, Johann remembers, “I knew that we had to change the capital structure to get rid of the debt. I couldn’t convince the milk producers of that.

a year or two - roadshows, informal meetings, tea parties at home, and so on. Once that was done, I had to change the structure, as it quite simply wasn’t a

members’ interest.”

money-making concern is an achievement Johann recalls with pride. with the help of a very loyal new management team that I appointed, I eventually got permission to list the

market, the whole company was properly set for the journey. Recalls Johann, “My next big challenge was an investor who told me I had no chance of listing a dairy company in this country. That really got me

December we listed the company very successfully.” The share price has almost doubled since then. “It was a very daunting journey, trying to change people who thought you weren’t going to make it,” he adds.

One of his enduring victories was the metamorphosis he brought about in the staff’s view of what they were doing, and their own worth. The self-belief wasn’t there, he says.

of them did not even know what a black tie event was.. But I got them there, and we had a big funfair

open bar. They had never experienced something like

you are spending the members’ money - so you feel guilty, and it’s not allowed. It was a case of getting them to understand that we were now looking at

enthusiastic crowd that we’ve got here today. That was certainly worthwhile from my point of view.”

Johann often talks about how much he enjoys a challenge and to be put to the test by his staff. they say true things that seem a little far-fetched, I also start to think a little bit. The next morning I’m even more determined to do exactly that. I believe that you should take calculated risks. If you take uncalculated risks, you become a gambler, not an entrepreneur. To be an entrepreneur, you must see the opportunities, and weigh up whether it is possible. It doesn’t have to be easy, but it must be able to be

implemented.” Characteristically, he adds, “A good team around you is necessary, and then everything is possible.”

Johanns emphasis on building trust through nurturing personal relationships extends into the often-problematic environment of labour relations and unions. Before he joined the company, Clover [NCD] had endured a strike in 1998, and had a very

he says, no change management to change the

spent in trying to rekindle the unions’ trust. Gradually, though, by paying attention to things like upgraded canteens and family days, and regular meetings with the labour representatives, the relationship began to heal.

Now, Johann can point to the fact that Clover came third in Deloitte’s Best Company To Work For survey, as proof that there is a very healthy culture within Clover. People are proud to work for the company, and they also take great pride in Clover’s social responsibility programmes, which impact on the communities within which Clover’s workers live. Furthermore, Johann points to the fact that most of the Clover workforce have been with the company for over twenty years.

Clover is clearly a company with a very healthy track record, both on the supermarket shelves and within the company itself. Johann’s leadership (and his workaholic energy) have played a vital role in that achievement.

Johann Vorster | Clover

33


“To be an entrepreneur, you must see the opportunities, and weigh up whether it is possible. It doesn’t have to be easy, but it must be able to be implemented.”

34


“Apart from acting quickly, and our ability to execute, we differentiate ourselves by being very innovative.”

35


When asked what his advice to young entrepreneurs would be, Arnold Prinsloo’s response – “Be honest, be energetic, positive and hard working - that’s it,”

image of who he is.

Arnold Prinsloo’s track record as the CEO of ESKORT is clear proof of his commitment to turning

ESKORT in 2004, it was a company making a loss of R17,000,000. Arnold launched a programme to streamline the business and to convert it into a professional food company. in terms of quality, and we improved productivity

had been told previously that there were capacity constraints, and that we would not be able to supply

supply the market, using the same equipment – but by

Throughout the turnaround process, Arnold gave especial consideration to motivating his staff to become more productive. He implemented a programme used by motor manufacturers Toyota, called Quantum Lean, designed to improve productivity. “The whole company started to improve,

to make a bit of money, which we used to buy new equipment, and we spent money on marketing. And from there on the company just grew,” explains Arnold.

achieved because of sharing his vision with the staff. “Once a year I have a roadshow and I go to the lowest level of employee in the company, to explain the vision, and what we are doing. Communication with your people is very important. Treating them well, with dignity, being fair, open and honest, is critical.

I use the Japanese method of managing. They call it

gemba.”

And walking the gemba is exactly whatArnold does.

see that you are passionate about the business. It is contagious and you create a culture of being positive and innovative.” It’s a family culture, he says. “I

soft on the people’.”

Keeping the staff happy and motivated requires pro-active input, but that isn’t the only secret to

realistic about making sure that the other balls he’s juggling stay in the air as well. “I measure myself

better than they are. But I still think we can improve. Entrepreneurs must always strive to do better and better, and never become complacent.”

challenges endemic in all industry in South Africa. The general economic situation, labour issues, and legislation are perennial headaches. But, as Arnold points out, all his competitors are facing the same problems, which makes the problems seem easier

particularly when it comes to innovation and the speed with which new ideas are put into practice.

Arnold sums it up this way: “Apart from acting quickly, and our ability to execute, we differentiate

go overseas, attend exhibitions, and visit factories

be world class - so we visit those plants, we observe what is being done there, and we bring it all back here.

look at products and packaging, with a view to what

than our opposition,” he says.

Arnold is delighted that the Banting diet’s fashionability has had a major impact on bacon sales. On the other hand, bacon’s popularity is a worldwide phenomenon. He recounts, “I’ve just been for a trip to America and you won’t believe it - the people are bacon crazy. They have bacon in everything. I even had bacon in a Bloody Mary, and on top of a butter cake. I have the photographs to prove it!” Pork is indeed the most-consumed meat in the world, and Arnold is making sure that ESKORT’s expansion will capitalise on the huge growth margins.

Not surprisingly, for a man who sets such store by sharing his visions with even the lowliest workers at ESKORT, Arnold is a man who believes in giving back, both in his private capacity and as CEO of ESKORT. Not only are ESKORTs staff members committed to the company’s success, but they are committed to improving the lives of their communities by way of various projects.

It’s yet another aspect of his greater vision that Arnold is very proud of, in his own self-effacing manner.

Arnold Prinsloo | ESKORT

36

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Lifetime Achievement Award 2015

38


Lifetime Achievement Award | Jannie Moutonhis approach to business. And the advice he gives to young entrepreneurs pulls no punches. “Understand yourself. I often tell younger people to draw up a list of their strong points and their weak points. It’s vital that you fully understand yourself.

Mouton’s advice is born of a long track record of personal

subsequently he had “this vision and dream to start something again”

has come about because of his choosing the right people to work with. He says,

fantastic people at the different companies.”

Jannie Mouton is deeply committed to developing and empowering people. In order to gain their commitment to his own visions and strategies, he has used a technique he refers to as Ultimate Empowerment. “You must trust the people; each and every one is different. You must convince them to join you. You must be there to help them raise capital, because

Project Internal Focus, to ensure that each and every company has the right CEO; we must trust him, and he must trust us.

him, and give him advice if he needs it, but at the end of the day you must have fantastic people in charge at the various operations.”

Together with this trust goes another vital ingredient in Mouton’s recipe for success : people must be challenged – to look for new ideas and valuable opportunities. The world is constantly changing, says Mouton, and entrepreneurial spirit

is a quality that needs to be nurtured and honed. Fostering

right people or ‘energy partners’, as he puts it. PSG has

with paternal pride and affection of names such as Capitec and Curro - and when asked what it is in his nature that has helped him build and grow successful businesses, he self-deprecatingly suggests that “…if I try to convince you that I have softer skills or that I’m a softer person, that won’t be a true story.”

Lateral thinking and an eye for opportunities are far more important qualities than soft skills, he suggests. “I think it’s

building a Curro overseas, because education is generally so

Ventures like these are the end results of Mouton’s vision.

and we want to grow, that is for sure. And as regards capital

provide capital.”

Jannie Mouton is fully aware of the realities of operating in a South African economy that has its own problems. An entrepreneur is, in his view, a ‘wonderful person’ because he wants to start something new. The entrepreneur focuses on the opportunity instead of complaining about the problem. Nevertheless, Jannie feels that the many rules and regulations stemming from government legislation do make

corruption is a complicating factor, and Mouton feels strongly that ‘tenderpreneurism’ is a huge problem.

The conversation turns to how his colleagues see him, and how the man who won’t admit to any soft skills sees himself. He turns to the fact that a book is currently being written about PSG and Jannie Mouton, to celebrate 20 years of the company’s existence. “The author’s feedback, after talking to members of staff, is that I’m very hard-driven, and don’t

apparently I am very hard. Even though I’m sitting here with a smile, I’m hard.” He readily admits that his family knows – and understands

help people, and how we are going to grow. I’m proud of what we have achieved.”

things. However, the ‘hard man’ with ‘no soft skills’ does occasionally let other facets of his personality appear. “I have grandchildren,” Jannie says. “They are also taking some of my

- nobody knows this - to watch my two grandchildren playing rugby.” When it is suggested to him that he hardly needs to sign timesheets, he concurs. “Yes, I’m a lucky man. I like to come to work. There is always somebody who wants to see me to discuss something and use me as a sounding board. For me, that’s a fantastic day.”

Without question, Jannie Mouton has earned each and every fantastic day that he spends.

39


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World Entrepreneur Award | Southern Africa 2014belief build dynamic and successful comptimism into markets create jobs impro

people achieve their potential demonstroresight and courage pursue ideas achimeet our award winners, some of the in the world is the pinnacle for these v

ave a passion to excel at improving achives but their drive and enthusiasm are ie with total determination, self-belief anment to succeed. Entrepreneurs have a

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Do you know an outstanding business leader - someone who turned their vision into reality?If so, nominate them for the EY World Entrepreneur Award, the world’s most prestigious business award. Or encourage them to nominate themselves.

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World Entrepreneur Award | Southern Africa 2015mor

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World Entrepreneur Award | Southern Africa 2014d successful companies inject a

ential demonstrate exceptional ursue ideas achieve dreams, chars, some of the best business bcle for these visionary leaders anproving achieving potential not enthusiasm are inspiring otherson, self-belief and an unwaveringreneurs have a vision and see itss award turns vision into reality46

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EY | Assurance | Tax | Transactions | Advisory

About EYEY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.

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