Prakasen Govender Next Previous Prakasen Govender is the group chief executive officer of PGA Architects, PGA Interiors, PGA Umhlanga Rocks Investments and Ridgeside Devco Prakasen Govender is group chief executive officer of several companies in the property development and architecture industries including PGA Architects, PGA Interiors, PGA Umhlanga Rocks Investments and Ridgeside Devco. His formative years were spent in the hustle and bustle of Prince Edward Street, Durban which was a melting pot of culture, art, architecture, music, entrepreneurship and political activism in the 1970s and 80s. He recalls, “I can say that my moral and political beliefs were shaped by the people in the Casba comprising a mix of entrepreneurs and working-class people struggling to make a living in Apartheid South Africa and at the same time fighting the good fight for fundamental human rights and dignity. I am proud to say many activists from the area have played key roles in the post-Apartheid government.” Prince Edward Street was a prime example of the work, play and live phenomenon that developers and architects today are promoting for social cohesion and quality of life. This personal experience has helped shape Prakasen into a leading architect, entrepreneur and businessman in KwaZulu-Natal. Prakasen’s first job was working for his father in the family-owned Indian goods shop called Bargain Centre Supermarket located in the Prince Edward Street / Grey Street precinct. His weekends and school holidays were spent working for an allowance in the shop. "We worked six days a week, often 12-hour days during the festivities period,” he recalls. “No Sunday work because of Apartheid policies … a small mercy,” he says with a laugh. Prakasen credits his father for instilling in him the value of hard work, ethics and business acumen saying, “I admire him greatly and carry the lessons I learned from him to this day. He simply led by example.” PERFORM WITH CONFIDENCE Prakasen candidly admits that the first years at university were a struggle. Coming from an isolated and segregated township environment, he found the transition to a diverse university setting challenging. “It took a few years to be able to perform with confidence and allow my true talent and abilities to emerge,” he explained. A pivotal moment in his academic journey came when a visiting lecturer, Dan Smith from the University of Free State, provided him with a new perspective on architecture. Prakasen recalls, “He was trying to get us to understand how it all interrelates… He said, ‘Don’t try to draw it neatly, sketch an idea to scale and build a model’. And from that, the penny just dropped because you could feel what you were building in terms of scale, form, space, mass, and all the principles and elements of design and there was no looking back after that.” From running his company as a one-man band in the basement of his dad’s home in Effingham Heights while still studying, he now operates offices in the major provinces. The company’s head office is in Umhlanga in a building designed and developed by PGA. His diverse team of experienced architects, technologists, and project managers operate on a very flat structure. “I sit amongst my team. They are the backbone of PGA,” he says. In the design environment keeping the team motivated can be a challenge. Prakasen’s primary focus is ensuring that the team are happy to come to work. The week starts off with Monday morning breakfast and informal chats before transitioning into business discussions. Staff are well informed of the business activities and feel included in all projects in the office. He believes in the importance of a balanced work-life environment, discouraging weekend work because ‘the guys just run on empty the following week’. CREATING VALUE Today, Prakasen’s primary mission is to create employment opportunities in the built environment sector, particularly for young graduates. He believes strongly in mentorship, a value he has carried with him throughout his career as architect, lecturer and entrepreneur. His businesses have grown into significant contributors to the economy, with a focus on creating high value clients and contributing to the GDP. “My priority on any project is to shrink the timelines from construction to occupation to maximise the benefit to the GDP,” he explains. Prakasen continues, “Every time we complete a build, it’s an accomplishment. Developers face many hurdles realising a concept into a physical building. The South African local government environment is still not very development or developer friendly despite many efforts. Bureaucracy, high interest rates and the forums are some of the obstacles we face. But I do it because I love what I do, I love creating beautiful spaces for people to work and live in. I love creating buildings that form part of the artistic landscape. But most of all, I believe in my country and I love my city and province and all she provides for us … And all the headache and heartache that goes into designing and developing a building is worth it.” GREATEST INSPIRATION In his personal life, Prakasen reflects on the wisdom imparted to him by his father when he got married: “You now have two brains, use them wisely.” And that he did. His greatest inspiration is his wife and business partner, Anusha, whom he met in grade eight. The couple share three children together. Prakasen offers a number of adages that he lives by. The first is: ‘Just keep on walking forward’. The second is that there are ‘always opportunities in problems’. The third saying is courtesy of Nelson Mandela, ‘If you walk through the valley of death and you have the truth on your side you will not fear anything’. “So don’t be afraid to follow your passion,” he explains. In conclusion, Prakasen says that his motto is: “Never say die, just keep going and enjoy the ride.” He believes that people worry too much and should strive to be calm. “There’s always a solution to every problem. Remember, the sun’s going to come up the next day. Just keep on smiling, there’s nothing else you can do. People like happy people.” He added that he firmly believes in the principle of cause and effect. “If you say something, stick to your word. Just do the universal goodness and it all comes together.” Previous Next

John Chandler Next Previous John Chandler is the founder and managing director (MD) of Lean Systems and Projects John Chandler is the founder and managing director (MD) of Lean Systems and Projects, a company focussed on Lean Systems training, implementation as well as mentoring. He is currently, via his company, and Opis Advisory, acting managing director of Technique Manufacturing, a tier one supplier to Toyota South Africa (SA) in business rescue. John grew up in in Amanzimtoti where he attended Warner Beach Primary School, Kingsway High School and Natal Technicon. John’s first job was an assembly operator at the International Harvester heavy truck and yellow metal assembly plant in Umbilo Road in Durban. His father, an old-style sales engineer at the factory, decided that he should learn how to assemble trucks before training as an engineer. The assembly job did not last for long, but created a love of heavy trucks, equipment, and manufacturing. Probably because of the love of big trucks and traveling, John applied to the South African Railways and Harbours (SAR&H) to be a truck driver. He was turned down and instead invited to complete an aptitude test that resulted in him joining the SAR&H trainee civil engineering programme. The interviewer had decided that this candidate was applying for a job normally set aside for non-matriculants. The test resulted in John being requested to report to Johannesburg to start a five-year civil engineering diploma. John then joined Toyota SA in 1980 as a buyer, culminating as general manager of engineering in the Toyota Stamping Division. He spent a total of 20 years inside the Toyota fold. For most of these years John was directly involved in setting up aspects of the Toyota Production System (TPS), often referred to as ‘Lean’. His next move was to Hesto Harnesses, a Metair company manufacturing wire harnesses for Toyota SA. Again, his career in Hesto lasted 20 years, with the last 10 years as managing director. Over the years, jobs increased from 1350 to briefly, just over 10 000 at the start of the Ford localisation project. SEEING FACTORIES GROW John retired in June 2021 at 69 years of age, fully intending to tour southern Africa in a camper van as had always been the plan. During the camper van test though, he received a call from the new Hesto MD asking if he was interested in implementing kanban systems into the new Ford factory. This strangely, excited him more than the camper van trip, but rather than be constricted to fixed hours, it was agreed that the contract would be via a new company, and so Lean Systems and Projects was born. Meanwhile, John started receiving calls from many different industries including the clothing industry, to view their factories and to provide training. The most exciting call was received in 2023 when he was asked to act as temporary MD for Technique Manufacturing, a position still held today. “I think that my purpose and what excites me most, is to see factories grow sustainably and to compete with the best in the world. We have to increase jobs in a country that desperately needs more,” explained John. The accomplishment that makes him the proudest is having always being part of teams that have taken on and overcome the many challenges facing South African manufacturing. This includes Toyota SA, Hesto Harnesses and most recently Technique Manufacturing. These teams have collectively and individually faced many problems which could have created job losses. Just to be associated with these teams from operator to executive teams during Covid, floods riots and other significant challenges creates a sense of awe, pride and belonging, explained John. JUST DO IT Over the years, John has received much good advice from many ‘heroes’. The advice that probably had the biggest effect on his life, however, are the words used so often by his first manager at Toyota, George Hunt: “Why don’t you just do it”. This sentence, long before Nike adopted it, kicked into his head in so many situations, from getting out of bed for a morning run, to being the kickstart when unsure of what direction to take. In 2010 John was promoted to MD of Hesto Harnesses who were not doing well in the metrics of quality, cost, delivery, or shareholder profits. That year, John watched a competitor walk off the stage with many awards, while he left the function empty handed. The message was clear that Hesto at that point needed to do something, but what? A meeting was called with all Hesto employees to explain the problem and to find a solution. It was agreed that the simple plan was to ensure they targeted prizes for the next year. If nobody cut themselves, they could win a safety award. If nobody made a defect, they could possibly win a quality award, and so on. Very soon it became apparent that collectively, employees were able to improve in the areas important to the customer as indicated by the award categories. Hesto now had a direction. Later, a more sophisticated plan was drawn up using input from many people, including customers, employees, shareholders and JV Partners. The result was that Hesto began to win awards, and each award was shared with the entire workforce, always lighting up the internet. The joint improvement plan and KPIs also meant that profits improved significantly. To keep one’s team motivated John says that employees need a greater purpose than arriving at work to earn a wage. They need to believe that they are a part of the company and that they can make a difference in creating a sustainable future. Employees must be proud of THEIR company and their role and responsibility in it. John’s biggest inspiration is Ralph Broadley, a past MD of Toyota Manufacturing, non-executive director at Metair, and John’s appointed mentor back in 2010 when finding his feet as MD. Even now at 91, Ralph checks up on John to ensure he remains on track. In conclusion said John, “The impossible is only impossible if you don’t start the journey toward a common end goal.” Previous Next

Joudalle Govender Next Previous Joudalle Govender is the chief executive officer of Argento Trading Joudalle Govender, chief executive officer of Argento Trading 177cc, traces her journey back to a leap of faith and a desire to help people. “I started this journey after feeling unfulfilled in my corporate career,” Joudalle recalls. She was raised in the northern region of KwaZulu- Natal before moving to Johannesburg, where she worked for a major corporate company. In 2014, she decided to return to her hometown, recognising that her corporate role no longer aligned with her purpose. Her husband, nearing retirement, owned a company called Argento and had an empty building. “I persuaded him to let me take over Argento, and he kindly obliged,” Joudalle explains. This was the start of Argento Trading in 2016, launching with a team of three. The company’s growth trajectory was rapid and impactful. “By 2018, we were selected for Hesto Harnesses’ Supplier Development (SD) programme,” says Joudalle. By 2020, Argento was recognised as a preferred supplier, expanding to 12 employees and gaining opportunities with high-profile clients. A year later, Argento received support from the Industrial Development Corporation (IDC), allowing the company to grow to 65 employees and extend its facilities. “Today, we have a team of 112, and we’re building a new space to accommodate an additional 100 employees,” she notes. A strategic partner to Mr Price Sport and preferred partner to Hesto Harnesses, Argento also recently won a contract for Isuzu South Africa, another significant milestone. For Joudalle, her purpose in business goes beyond profit. “It’s about sustainability – sustaining what I’ve created,” she shares. Although she acknowledges that she is still discovering her purpose, Joudalle feels that she’s drawing closer to identifying it by nurturing relationships and investing in personal growth. “I don’t see myself as a boss,” she explains. “I want to be a leader who helps people grow.” This sense of purpose is evident in her commitment to creating a positive workplace culture and ensuring that Argento is a space where people can thrive. Joudalle added, “I believe that every day is an opportunity to make a positive im- pact in a world that can sometimes feel daunting.” Joudalle takes pride in the culture of collaboration she has cultivated. She values the ability to bring 100 women into a room and foster unity and teamwork. “We’ve come a long way, considering we weren’t initially in retail,” she reflects. The fact that Argento is now trusted to produce apparel for prestigious events like the Comrades Marathon and the Olympics is a testament to the company’s progress. “Every day brings small accomplishments, whether it’s turning around an order or simply seeing our team get better at what we do,” she adds. Joudalle finds the best advice she’s received was: “Be yourself.” She explains that early on, she struggled to adapt to her rising profile and frequent networking engagements. “I was more comfortable on the factory floor than in a conference room,” she admits. However, a mentor advised her to embrace her authenticity, which grounded her in the belief that being true to oneself is a key component of leadership. “I might get caught up in the noise around me, but I always come back to being myself,” she says. VALUABLE LESSONS According to Joudalle, rapid growth has been her most significant challenge. While Argento’s affiliation with automotive giant Hesto Harnesses instilled valuable lessons in discipline and proactive planning, the company’s expansion introduced new obstacles. “Capacity became an issue as our production needs tripled in the last nine months,” she notes. To address this, Argento introduced a double shift and optimised resources through a 24-hour operation. “We’re now moving into a new phase with an additional 1,000 square metres to meet growing demand,” she explains. Training was also essential; in 2022, Argento launched a programme for local talent, ultimately hiring 12 skilled operators who now contribute to the main production lines. Joudalle emphasises the importance of direct engagement to keep her team motivated. “I’m on the factory floor all the time, sharing both the good and the bad with my team,” she explains. “Everyone on the floor has a say; we stop production when necessary to discuss issues openly.” She also makes a point to get to know each team member personally. “Someone once told me I’d never remember all their names, but I know each of the 112 employees by name, and I make it my duty to be genuinely engaged,” she shares. Joudalle’s hands-on approach fosters a sense of unity and trust, turning Argento’s factory into more than just a workplace – it is a community. Joudalle admits she doesn’t look to traditional idols or public figures for inspiration. “I’ve never been one for celebrity culture or brands; I prefer to look inward,” she reflects. Instead, she finds inspiration in her own journey and in the dedication of her team. “Seeing my team members arrive at work, sometimes travelling two hours on difficult roads just to be there, motivates me every day.” Their determination fuels her resolve to improve Argento continuously and foster a supportive environment. “I couldn’t call myself a good leader if I wasn’t inspired by the people I work with daily.” SUSTAINABLE GROWTH For Joudalle, the future of Argento is not about aggressive expansion but rather sustainable growth. “Bigger isn’t always better,” she asserts. She envisions a factory of about 250 employees, managed sustainably and committed to the development of each team member. “Sustaining relationships with our current clients over the next five years is crucial, and we want to improve in all areas, from processes to skill development.” She believes the manufacturing industry offers ample opportunities and hopes Argento will continue to thrive without compromising its principles. “Be good, do good, and you’ll get good,” Joudalle says simply. This motto reflects her commitment to integrity, positive impact, and a balanced approach to business. Joudalle remains focused on creating a workplace that is productive and a source of empowerment for the people who make Argento what it is. Previous Next

< Back Lucrisha Polton

Arts & Crafts Price $350 Duration 12 Weeks Enroll < Back About the Course This is placeholder text. To change this content, double-click on the element and click Change Content. Want to view and manage all your collections? Click on the Content Manager button in the Add panel on the left. Here, you can make changes to your content, add new fields, create dynamic pages and more. Your collection is already set up for you with fields and content. Add your own content or import it from a CSV file. Add fields for any type of content you want to display, such as rich text, images, and videos. Be sure to click Sync after making changes in a collection, so visitors can see your newest content on your live site. Your Instructor Kelly Parker This is placeholder text. To change this content, double-click on the element and click Change Content. To manage all your collections, click on the Content Manager button in the Add panel on the left. Previous Next

Russell Curtis Next Previous Russell Curtis is Head of Invest Durban Russell Curtis is Head of Invest Durban, the city’s investment advisory and facilitation authority. However, he wears other hats in various business, community, and faith-based structures. Russell describes himself as a ‘son of the soil across this planet’. Born in Zambia, he grew up in Zimbabwe, spent over a decade in the United States (where he became a citizen), and had stints living and working in the United Kingdom and Europe. This experience has given him a global citizen perspective, but he remains deeply rooted in Africa ‘as a dyed-in-the- wool African’. He says, “All of us across the Rainbow nation, across this continent, proudly see ourselves as Africans, whether we came here by naturalisation 50 years ago or like my ancestors that came here over 300 years ago.” The journey into work for Russell started at the young age of 13 doing weekend work in the US. His first full time job was at the age of 20 with a fund management company in the US called First Investors Corporation as a management trainee. “That’s progressed into financial services, investment advisory and various other aspects of Invest Durban,” he explained. JOY IN PURPOSE Reflecting on his life and career, Russell shares that he has found joy in his purpose. “One of the reasons I’ve been put on this planet is to source, accelerate, and leverage business growth for the benefit of all,” he explains. His vision is to do this in a “globally connected, sustainable, and flawless manner.” He fundamentally believes, “We can’t have islands of prosperity surrounded by seas of poverty.” For him, building nations through the function of work and investment is to build lasting relationships. “In doing so, you build the fabric of Shalom, and construct the nation together,” he explains. When asked about his proudest accomplishment, Russell speaks first about his family. “My wife and I have been together for 35 years,” he says. “We battled to have children, so we made the conscious decision that if and when children came along, they would be our primary investment in life.” His pride in his family is clear: “My son is now 23, getting married later this year, and my daughter is in her second year at university. So, an accomplishment for me is that I’m still married, have two happy, healthy children, and a wonderful network of friends and family.” On a professional level, Russell is proud of his work with Invest Durban. “We started off life as the Durban Investment Promotion Agency (DIPA) in the early 2000s, which was an unknown entity in South Africa,” he recalls. “Now, over these last 23-odd years, we’ve built it into something that Durban understands, and it’s woven into the fabric of other investment promotion authorities around the world. I’m happy to say we’ve leveraged that for Durban’s benefit into the global network.” ATTITUDE VS ALTITUDE Russell reflects that we all get peppered with good advice, “if we’re open to it and, more importantly, if we’re willing to implement it.” One piece of advice that stands out for him is that, “Your attitude determines your altitude”. He added that while he doesn’t always get things right, he uses his attitude to correct his course. “For Russell, challenges are a constant in life. “Life is full of challenges, and I would say every day presents a challenge to us,” he notes. He doesn’t single out any specific challenge, acknowledging that “we’ve all gone through them, whether it be on a work, a family, or a health front.” To overcome challenges, Russell relies on two key strategies: keeping faith and hope alive, and persevering. “If you think about it, what were some of the forces that brought about change in our country? It was keeping faith and hope alive, while overcoming the challenges,” he explains. He added, “The second strategy is more practical – perseverance. We may not be the smartest, richest, fastest, or best-networked, but if you try to out- persevere the situation, the detractors, and the challenge, you’ll end up being the last standing victor.” Russell strives to motivate his team by leading with a compelling vision. “If you can craft a compelling vision and lead with that vision, then demonstrate your own personal commitment to it, that’s key,” he says. He emphasises the importance of 'proximity’ in overcoming team conflicts and challenges. “Where I find myself in conflict with someone or there’s an obstacle in our relationship, I intentionally go and sit myself next to them as often as I possibly can,” he explains. “Proximity breeds solidarity.” A HIGHER CALLING Russell draws inspiration from many sources, starting with his faith. “My faith in the Lord God Almighty absolutely inspires me and gives me a never-ending source of foundation and strength,” he says. He also mentions past bosses like Henk Leenstra, who ran the Nedbank group for KwaZulu- Natal, and global icons like Nelson Mandela. “One of the traits that run across these leaders, and even from my faith, is servant-hearted leadership,” Russell notes. “If we can think of others more highly than ourselves, if we can lead our lives self- sacrificially, there’s no higher calling.” Looking to the future, Russell is optimistic about KwaZulu-Natal and South Africa as a whole. “I think we’ve entered into a new season, and I’m unashamedly optimistic,” he says. He sees a “fantastic paradigm shift into practical public-private partnerships” over the next five years. “We’re coming together again,” he explains, “and that’s what excites me, these stakeholder groups coming together, forgiving the past, realising that we hold a fiduciary responsibility to build our city and nation for our children and grandchildren, and doing it in very practical ways with combined resources.” In conclusion, Russell’s motto, especially as it relates to his children, is simple: “Passion and enthusiasm. If we can engender it in ourselves and distribute it to others, then living with passion and enthusiasm becomes a habit,” he says. In a more personal family context, he adds, “Our little family motto is ‘Curtises are conquerors,’ but we do it in a very servant- hearted way.” Previous Next

< Back Lenore Goss-Matjie

< Back Mpume Langa

Together everyone achieves more. Don’t be afraid to give someone responsibility, more often than not, they rise to their position < Back Nozuko Basson Regional Manager for Communities and Corporate Affairs Tronox South Africa Nozuko Basson’s role at Tronox, which is based in northern KZN, entails making sure that the mining company honours its responsibility of creating value for its stakeholders, of which, communities take centre stage. The most significant event in Nozuko’s life is, she says, when she became a mother. “I had my daughter when I was fairly young and from the moment she arrived in this world, I knew that the game had changed. It’s an ambition of mine, that when my daughter is asked who your role model is, she mentions my name.” In ensuring that she is an inspiration to her daughter, Nozuko constantly evaluates how she behaves, how she practices professionalism in the workplace, and how she treats other people. Nozuko believes that she has got to where she is today through hard work, dedication, a lot of praying and the support from many people who have crossed her path. “I’m somebody who is focused on her religion. I’m a Christian and I’ve always believed that everything that I do is enabled by my faith. I started my career as a journalist, but I realised that was not the life that I wanted to live. I’m not a social and out-there type of person, so I moved into public relations. I was fortunate to work for an agency where I had an amazing mentor who helped me in building the capability to understand how media relations works.” From there, Nozuko moved onto one of South Africa’s largest medical insurance organisations, Discovery. Here, Nozuko said, she had mentors who helped guide her through her career. “I’ve been fortunate that I had other people lifting me, guiding me, and making sure that I stayed on the right track. My journey has been difficult; it’s always good to be reminded by those who are ahead of you how to remain positive and confident in what you are doing.” Having courage Nozuko says that her decision to move to KwaZulu-Natal has been an amazing journey that has required her to really stretch herself. This meant going into areas where she thought she would never be able to venture. She added, “Just having the courage to really push myself and push the boundaries for my team members so that we all work towards one single vision. This requires that we stay close to the cause and really live our own personal values, as well as the values of the organisation in which I work right now.” In commenting on the challenges that she has faced, Nozuko says that as a young female professional, the first challenge that she would like to focus on, is the “pull her down syndrome”. “When you, as a female, start rising in your career there are times when other females do everything in their power to pull you down. I have a strong view that if one of us rise, we all rise. It’s hard enough being a young female, let alone being black in the workplace; we need to hold each other up and motivate each other.” The second challenge she has faced is working in the mining industry, which is a male dominated sector. Over that, working within the community, which is also a male led environment that still subscribes to traditional practices has brought a great deal of learning, that has come with its own difficulties. Currently, the third challenge has been dealing with unconventional community issues, that pose a serious risk to Tronox’s public reputation. “This is where the company’s values, procedures and policies need to guide you to deal with the challenges in a manner that does not compromise your role or its reputation,” said Nozuko. “Lastly, I have often found myself feeling not quite welcome around the ‘table’, as if I am a token BEE candidate,” says Nozuko. “I’ve learnt that I shouldn’t wait for somebody to offer me a seat at the table. If there’s no seat for a female in the workplace or in this industry, you bring your own, and that’s something that I have really started being vocal about.” Leaving behind a legacy In the future, Nozuko wants to leave behind a legacy that says, “When Nozuko Basson was in that community or was working in that organisation, she made a positive difference.” In terms of her career, she sees herself growing from strength to strength. Right now, she is focused on her work in South Africa, but soon, she wants to share her knowledge and skills with the rest of the world. Nozuko added that she is fortunate to work for an organisation that has the platform that will allow her to do so when the time is right. On the personal side, Nozuko wants to travel the world. “I want to touch other lives in my own personal space. I want to live my best life and it’s something that I’m making a deliberate effort in doing and I know that I’m on the right track.” In advising others, she says, “It’s important not to be side-tracked by other people’s opinions. It’s important to remain true to yourself. It’s important that when you venture out, you understand that not everybody will be cheering for you, so learn to be your own cheerleader and as you’re cheering yourself, cheer those around you because they may not know the power that they have within themselves.” Nozuko believes one needs to put their heart into everything that they do. “I always say to people, if you’re not going to give it your all, rather don’t start. I believe in dazzling people. One of Tronox’s values speaks to doing the right work, the right way in every aspect of our business and that’s really what I subscribe to. I don’t take short cuts; it’s about doing something right all the time. It’s behaving in an ethical way and ensuring that everything I touch, doesn’t only represent organisational integrity, but also my own personal integrity.”

Colette Tanner Next Previous Colette Tanner is the chief operations officer at DRG Outsourcing Colette Tanner is the chief operations officer at DRG Outsourcing. Her story began in Boksburg, where she was raised in a stable and disciplined household. One of four children and a twin, she describes her upbringing as strict but typical of family life at the time. After matriculating, the family moved to Durban, where Colette’s educational journey truly began. She completed a BTech in consumer sciences, followed by a BCom in human resources with honours, and an MBA. Currently, she is undertaking a BCom in law. Colette’s very first job came when she was just 16 years old. She began working at Edgars on the weekends, starting in grade ten and continuing through to her matric year. “It was a casual job, and in the 80s, it was very much about being a shop assistant,” she explains. A SEAMLESS EXPERIENCE For those unfamiliar with DRG Outsourcing, Colette describes it as a fit-for-purpose business that navigates a myriad of disciplines. In her words, she says, DRG is “an incredible engine of activity.” The company operates in the Employer of Record space, managing employment relationships on behalf of international clients who employ local employees. DRG handles everything from onboarding to payroll, ensuring that both the employer and employee have a seamless experience. DRG’s primary goal is to ensure that the client has an optimal experience while also highlighting the capabilities of South African employees. “We are really showcasing South Africa and South African employees and skills,” Colette proudly states. Colette’s purpose in her role is closely tied to the client experience and operational efficiency. “It’s about navigating a penetrable space for an international client in a highly regulated and complicated local environment,” she explains. The challenge lies in helping clients understand the complexities of the local market and ensuring that their expectations are met, if not exceeded. “That’s the purpose,” she says, “navigating a very challenging space and ensuring that the client has an experience that they can take away.” Colette’s vision for KwaZulu-Natal over the next five years is closely tied to DRG’s social impact. “We are involved in so many local projects,” she says, emphasising the importance of supporting and assisting people in managing their businesses and their employees. For Colette, the next five years are about contributing to the growth and success of small businesses in the region. A PROUD MOMENT Professionally, the accomplishment that makes Colette the proudest is completing her MBA dissertation. “I worked very hard for that dissertation,” she says, noting that many MBA students tend to drop the ball at this stage, it’s a long degree, but for her, it was the culmination of everything she had learned and a wonderful opportunity to apply learnings. Her dedication paid off when she achieved the highest award in the country for her dissertation, the highest award the institution had ever granted. “It was a proud moment for me because I was able to navigate that space successfully,” Colette adds, highlighting her ability to balance full-time work and home life. The biggest challenge Colette has faced in her life has also become her greatest personal achievement – raising her son, Camryn, who was born differently abled. Faced with a dismal diagnosis and the suggestion to place Camryn in a home, Colette resolutely refused. “I was determined to get Camryn to live a normal life as we know it, "she recounts. Today, Camryn is thriving, and Colette attributes much of her own life’s joy to him. However, she acknowledges that “disability is largely misunderstood,” bringing a complex mix of grief and joy. Colette explained that she constantly balances the grief of unrealised potential with the contentment and absolute bliss of living a life with someone who is completely different from everyone else. Rather than overcoming such challenges, Colette believes in coping with them, stressing the importance of contentment and acceptance. “You don’t overcome it, you just cope,” she says, reflecting on the profound impact Camryn has had on her life. “Throughout my life, I thought I’d have to make sure that I prepared for every single eventuality to ensure that Camryn had a life of joy. But in fact, that’s actually what Camryn brought me.” AUTHENTIC SELF For Colette, inspiration comes from traits rather than individuals. “Humility inspires me tremendously,” she says. She admires those who show up as their authentic selves, without posturing or relying on titles, qualifications, or material possessions. “Humility is enormously impressive,” she concludes, highlighting its impact on her personal and professional life. The best advice Colette has ever received came from her boss in her early 20s. She was grappling with a difficult disciplinary decision at work, and her boss told her, “When you lose your heart in human resources and dealing with people, stop dealing with people.” This advice has stayed with her, reminding her to always keep her heart in check when making tough decisions. “We need to consider that just because we can’t see the struggle, it does not mean that someone is not struggling,” Colette reflects, emphasising the importance of empathy in her work. Colette believes that trust is the key to keeping her team motivated, both at home and at work. “You have to trust your people,” she asserts. Trust empowers people, giving them the confidence to make decisions and contribute positively. “That brings about enormous creativity and innovation and excitement,” she adds, noting that her team delivers because they know they are trusted. Open communication and feedback are also crucial components of her management style. Colette lives by a simple but powerful motto: “Just do it.” Although it echoes the famous Nike slogan, for her, it means not overthinking and simply getting things done. “There’s no point in wrestling with fear, just get it done,” she advises, advocating for action over hesitation. Previous Next