Baking for Beginners Price $200 Duration 3 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 Marcus Harris 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

Michael Wyatt Next Previous Michael Wyatt is the former managing director of Bata South Africa and newly appointed as President of Bata Africa- Middle East and Bata Industrials Michael Wyatt is the former managing director of Bata South Africa and newly appointed as President of Bata Africa- Middle East and Bata Industrials. Born in Pietermaritzburg, he grew up in the KZN Midlands where he attended Howick High School. After matriculating, Michael immediately entered the workforce. “I took a slightly different approach, which is not for everybody, but it has worked out for me so far. I think my early experience enabled me to get a head start on my own business career,” he explained. From a young age, Michael embraced a strong work ethic. Inspired by his father’s experience of growing up in Kenya, Michael took on various jobs throughout his teenage years. A stint as a sign writer while working as a graphic designer, allowed him entry into the shoe industry just after the 2000s, when a company looking for a digital footwear designer took a chance on him. In this capacity, Michael designed footwear for two brands, Biotribe and Lizzard, which led him to the business side of the footwear industry, and eventually to Bata South Africa. “I had always grown up with a passion for footwear. Even in my school days, I would sketch pictures of skateboard shoes among other things,” he recalls. His career with Bata now extends close to 15 years. During 2014 to 2017, he worked for the Bata Group internationally – first in Australia and New Zealand, and subsequently in Central Europe in the Czech Republic, Slovakia and Poland. This exposure within a global company of 40,000+ employees, from over 75 countries, making shoes at 21 manufacturing sites and selling them through 5,300 retail outlets in more than 70 different countries, was invaluable for his career. TOP PERFORMING TEAM Towards the end of 2019, as Michael and his wife missed South Africa, he requested to return to the country. He felt he could bring back what he had learnt and, as it turns out, this optimism has been richly rewarded. Over the years he has had many accomplishments, but one that stands out is his team’s efforts in South Africa. Last year, Bata South Africa closed as the top-performing Bata company globally, reporting double-digit growth, and received a number of awards. In addition, throughout the Covid period, Bata SA protected jobs, did not retrench anybody, and managed to grow. “To be able to deal with all the external factors in South Africa over the last three years and still be the top-performing team within the group was a huge accomplishment. As a KZN-based business, Bata SA manufactures millions of pairs of shoes in the country, which are 95% locally made. Our strong partnerships with key retailers allow us to consistently deliver the very best to our customers, combining style and substance to make an impact that reaches far beyond our borders.” Bata’s journey reflects resilience, adaptability, and a commitment to quality, driven by its people and inspired leadership in regions like Africa which Michael oversees. In August 2024, Michael was promoted into a new role as President of Bata Africa-Middle East and Bata Industrials, succeeded by seasoned fashion retail and wholesale professional, Lorraine Dyer, as Bata South Africa’s first-ever woman Country Manager. His current purpose is to steer Bata’s Africa-Middle East region, particularly as it rolls out Bata’s global five-year strategy with a focus on expanding local business and increasing exports across the African market. EMBRACING OPPORTUNITIES Michael is a firm believer in saying yes to opportunities. At one point in his career, he was, at the age of 32, the youngest managing director within the group, which gave him the opportunity to grow outside of his comfort zone. “There are a handful of occasions in life where you have the ability to dramatically change the trajectory of your career, and the key is to identify those opportunities and take them on.” Michael considers his biggest challenge to be the Bata Central Europe assignment, where he was tasked with returning the founding Bata country back to profitability. He explains, considering the region’s long history and thirty-year occupation, “As a foreigner, having to land and set out to right- size our Czech Republic and Slovakian operations, all while navigating a language barrier, was a monumental task. I’m incredibly proud to have achieved it. This assignment is a central part of my Bata story.” INTERNAL DRIVE Michael says he was fortunate that as a young man, he was often thrown into situations where he worked with gentlemen in their 50s,60s, or 70s who were seasoned leaders and who became his mentors. He also benefited from the guidance of a supportive Board of Directors and mentors in Australia and New Zealand, which were critical to his early career success. His inspiration comes from those with internal drive and a go-getter attitude, who are determined to improve their own lives, regardless of the scale. “Outside of that, I love a good corporate business autobiography. I love reading about people’s progression, their evolution, and overcoming all sorts of odds – rags to riches stories. I find that inspiring, whether it’s an entrepreneur setting up his own coffee shop or a business overcoming a huge corporate takeover.” In addition, he believes it’s important not to put off things such as joining the gym, enrolling in a new course, or attempting a new business strategy. OPPORTUNITIES AHEAD Michael believes the next five years will be extraordinarily tough as there are many challenges that have to be overcome, however he is optimistic. “There are a lot of opportunities in South Africa and in Africa; we are the only continent with a growing population and have over a billion people on this continent. Despite the challenges, I think our job as business leaders is not to dwell on them but to overcome them and find opportunity.” Previous Next

Usha Jivan Next Previous Usha Jivan is the managing director and sole shareholder of BEESCORE Usha Jivan has been the managing director and sole shareholder of BEESCORE, a Broad- based Black Economic Empowerment (B-BBEE) verification agency, since 2015. Together with three others, she was a co-founder of the company. Whilst most of Usha’s schooling was in Durban, she very much wanted to experience a different environment and attended a convent at a hill station in India where her best friend studied. Consequently, she spent two of her high school years there, which she said was an amazing adventure. Usha added that she had a great childhood, living in a closely knit joint household and she learnt much from her grandparents. Usha is a proud single mum to two children now aged 35 and 33. Her daughter is a counselling psychologist, and her son worked in the private equity space and is currently a venture capitalist across Africa. While she was still in high school, Usha spent her school holidays working in stores similar to our current Edgars and Truworths at that time. However, her first official job was at a law firm in Durban, where she completed her articles of clerkship after which she practised as an attorney. HUMAN RIGHTS “After marrying, I worked as an attorney in Port Elizabeth. In the earlier days we assisted and represented a lot of people dealing with human rights issues. I spent two years doing that kind of work, going into the prisons and to court, which was a wonderful experience.” The importance of human rights has been a consistent theme in Usha’s professional life. She has always been passionate about ensuring that oppressed/minority groups were granted equal rights, and that family laws that empower women and children were upheld. In 1994, she was offered a lecturing position at the University of Durban-Westville where she lectured on various subjects, including criminal law, civil procedure, and family law. USHA JIVAN Usha gave up her lecturing post to start BEESCORE in 2007. The company audits the BEE credentials of businesses and issues BEE certificates. “BEE is a subject that I became very passionate about once the whole concept was introduced to me,” she commented. Speaking of the advice she has received since the business started, Usha says this has been very varied. However, one of her mentors has been Murray Chabant, who was very ‘clued up’ on BEE then, and he assisted her to grow in the business. The other person of note is her ex-principal with whom she served her articles of clerkship. “This is a woman who today is about 87 years old. She still works; she continues going to her office every day. She is someone who has demonstrated power and resilience, which I admired. She was my go-to person, and she still inspires me. To this day, we still chat and meet for an occasional coffee.” A LEARNING EXPERIENCE The biggest challenge Usha experienced was when BEESCORE started operations, BEE legislation had just been promulgated. As the concept was new, it was a learning experience for everyone. The new regulations had no set standards with which to approach them, which was an obstacle and meant that Usha had to constantly upskill herself. A further challenge was that BEE verification was a grudge purchase for clients who were resistant to change. Usha’s role was to explain to clients the importance of this process as well as the potential impact on South Africa’s economic transformation. Shifting focus from being an academic and a lawyer, to adapt to a business mindset is a process that Usha has enjoyed. Being in business for the first time, at the company’s inception and contributing to building a successful business, has been a learning experience that has been extremely exciting for her. As BEESCORE was one of the earlier agencies to be accredited, Usha presented on many BEE seminars to educate business owners, both in Johannesburg and in Durban, which she counts among her achievements. More recently she has presented on BEE webinars for the South African Chamber of Commerce United Kingdom. Since 2015, Usha has been personally involved in all areas of the business. Commenting on her current role she explains: "Every year is different. My purpose now is to work ON my business as opposed to IN my business to grow the business further and to get more clients, while retaining the existing ones.” She would like to move the business from being an exempt micro enterprise to become a qualifying small enterprise. SPIRIT OF HUMANITY In addition, Usha’s goal is to elevate and grow her team so that when she is ready to retire or to slow down, they can take over. Her team members are fully equipped to do so and two employees – who have managerial roles – have been with her for over ten years. “We’re a small team of seven females and one wonderful gentleman who work together very well. We are all committed to playing our part and achieving the company’s mission. Our inspiration comes from weekly meetings. We talk about not only our work, but about ourselves because it’s especially important to inspire your team. We also celebrate our successes.” Usha explains that she likes to live by the spirit of humanity, what we in South Africa call the principle of Ubuntu. Her motto is to be authentic, to live her authentic self, to be honest, and to have a work-life balance. First and foremost, says Usha, investing in herself, physically and spiritually, is important. “I take care of my mind and my body, and my health. I am learning to practice yoga and meditation. I enjoy my brisk walking and running a few times a week.” “Also, I think it’s important to make time for the people I love and the people I want be with, and the closest to me are my son and daughter, as well as my team.” Previous Next

Jonathan Naidoo Next Previous Jonathan Naidoo is the chief executive officer at SmartXchange Jonathan Naidoo is the chief executive officer at SmartXchange. His formative years took place in Port Shepstone on the south coast of KwaZulu- Natal. Thereafter, he attended university in Durban, where he studied to become an educator specialising in mathematics. This background provided fertile ground for Jonathan to springboard into other career opportunities. “I’m a firm believer that education is your biggest liberator and a level of empowerment that nobody can take from you. As an educator you are multi skilled; you become an event organiser, a sports individual, a programme director, and public speaker among other roles,” commented Jonathan. Furthermore, his pursuit of knowledge continued, and he went on to obtain qualifications in economics, geographic information systems (GIS), and in trade and investments. Jonathan was also a politician, serving as deputy chair on two government entities: the Ugu District Council and the Port Shepstone Transitional Council. In 1999, Jonathan was offered a job at the Durban Chamber of Commerce and Industry as head of economics, policy and advocacy. He served five years in that portfolio, until taking up the position as chief operating officer of Trade and Investment KwaZulu-Natal. Thereafter he accepted an appointment by the Austrian company Toll Link to head the tolling portfolio, travelling frequently into sub-Saharan Africa and to Austria, reporting to the head office in Gratz. Consequently, said Jonathan, “It was a pleasure to come back home and to head SmartXchange in 2011.” IMPACT POSITIVELY He says, ‘I think my purpose in my current position is to offer an ‘ubuntu’ solution to startups, caring for and moulding them so that they grow and become sustainable. We’re contributing to economic growth and creating more jobs within communities.” The other exciting part for Jonathan is working with innovative young people with much passion and drive who he can direct to develop amazing solutions. “Working with these young bright individuals that want to impact positively on the quality of people’s lives spurs me on,” he remarked. Speaking of his proudest moments, which Jonathan says are multifaceted, he turns first to 2016 when the then Minister of Science and Innovation, Dr Naledi Pandor, presented him with the innovation award for SmartXchange’s work. Secondly, in 2019 SmartXchange was recognised, by a division of the United Nations, for a global Inter- national Telecommunication Union (ITU) award. “They presented SmartXchange with the award for building a world class ecosystem. The replication modelling looked at incubation based on the metro economy within Durban,” explained Jonathan. Subsequently, SmartXchange has developed a small- town incubator in Port Shepstone, the KwaMashu Township Digital Hub and a Rural Incubation Hub in Bongweni, Kokstad. Their fifth project is on commercialising research material linked to universities. EFFORTS OF A COLLECTIVE Jonathan added that SmartXchange’s journey has been surrounded by top class support teams and amazing staff. “It is never an individual that wins an award, it’s the efforts of a collective and I’m proud to be just one part of that collective, ‘he reflected. SmartXchange’s main asset is its human resources who need exceptional care, explained Jonathan. “It’s a proactive stance because we are a caring organisation. I’m hoping that level of care adds to their motivation.” He added that most of the team were interns that were groomed and have grown along their career paths. Further, the primary means of keeping his team motivated is for Jonathan to lead by example. He explains, “There is no task that the CEO should not be allowed to do. When you do those simple things, the ripple effect goes along the entire staff and the institution as well.” In addition, he says that it is always great to recognise hard work, which is managed via performance appraisals and appropriate monetary compensation. SERVING MANKIND Reflecting on his main source of inspiration, Jonathan says that this comes from his family and from religious teachings about serving mankind and doing good. “If you’re guided by the principle of having a good intention that should motivate you endlessly to continue to reach greater levels of excellence. If you link that up with working with young people, you couldn’t get a better chemistry in terms of keeping going every day.” Jonathan added, “If your purpose in life is unselfishly serving, then your job becomes extremely rewarding. My job is about serving startup companies that want to grow and I’m excited to be a part of programmes that sees impactful outcomes. If you have a selfless view, the rewards are gratifying.” The biggest challenge that Jonathan has faced is when startup companies do not have a good ethical value system linked to corporate governance. “In some instances, these unfortunate situations leads to nasty processes where legal gets involved. When these individuals are forced to exit your programmes, they make negative utterances against the organisation that help them along their startup journey. SmartXchange has an open-door policy where one is free to engage with management to sort out any differences.” Fortunately, these cases number not more than five out of over 600 startups that SmartXchange has supported to date. Looking to the future, Jonathan says that Smart- Xchange’s vision for the next five years and hopefully for all businesses throughout South Africa, is to focus on how to impact positively on the seventeen sustain- able development goals adopted and supported by all countries at the of the United Nations. “Being successful in business is not necessarily having an impressive bottom line in terms of excessive profits. Businesses need to leave legacy projects or statements in terms of what have they done, to leave this planet a better place for future generations.” “My motto and encouragement to all startups is three faceted. Number one, work hard; number two, faith in God; and number three, a little bit of luck. With those three components, I think we’ve got the best formula for a success story,” concluded Jonathan. Previous Next

< Back Next > Ana Roberts Owns and Manages Just Property Ana Roberts currently owns and manages two real estate companies under the Just Property brand, part of a national franchise network. Ana owns the branches in Upper Highway and Umhlanga. The business primarily focuses on property rentals and sales. Ana has carved a niche for herself by adopting innovative approaches, particularly in marketing and sales strategies. “I don’t have a traditional background in real estate,” Ana admits. “That’s why we do things differently. Our show houses aren’t like the typical ones you see, and we market properties in a way that stands out from the rest.” On the rental side, Ana’s company offers two services. “We either help landlords procure tenants, or we take full responsibility for managing the property from maintenance to rental payments as if we were the landlord,” she explains. “This aspect of the business has become a massive part of what we do.” A Drive for Success Ana’s journey to real estate ownership is an inspiring one, marked by a drive for success. Born in Mozambique, Ana moved to South Africa at the age of eight. “I didn’t speak any English when I arrived,” she recalls. “It was quite a challenge, but I’ve always considered myself a Durbanite since I grew up there.” She studied at the University of Natal, setting her sights on becoming an accountant. “But I quickly realised that people, innovation, and marketing were a lot more fun,” she laughs. “So, I majored in industrial psychology and marketing, which eventually led me into human resources (HR).” For over 27 years, Ana worked in corporate HR, with the majority of her time spent in one organisation. “Although I stayed with one company, I probably changed roles every three to four years, which offered incredible growth opportunities and learning development.” In addition, Ana worked under leaders who inspired her. “One in particular was the most incredible leader who showed me that anything was possible.” By the time she left, Ana had reached the position of HR director, navigating the high-pressure world of corporate leadership. “It was an environment that taught me a huge amount,” she says, “but at 54, I decided it was time to find some balance in my life.” Fast-Paced Approach In January 2020, just before the chaos of Covid-19, Ana made the leap into real estate. “I had zero experience,” she admits. “The only real estate experience I had was buying two homes in my lifetime!” However, Ana saw an opportunity to pivot and learn something new. “Lockdown turned out to be a blessing in disguise. I spent 40 to 50 hours a week doing webinars, training, and absorbing as much as I could about real estate.” By the time lockdown restrictions eased, Ana had acquired a theoretical understanding of the real estate industry. Within two years, by 2022, she had qualified as a principal, a process that normally takes people five to nine years, which reflects her fast-paced approach to life and work. “I don’t have a pause button,” she says. “We just go fast all the time.” Ana’s leadership approach has impacted on both her business and her team. For Ana, the true impact isn’t just the business success but the transformation, through training and coaching, she’s witnessed in her employees many of whom, like her, had no prior experience in real estate. “The biggest achievement has been seeing people grow and achieve amazing things in their lives,” she reflects. “One of my team members, who previously sold fudge, earned over R1.2 million in commission in her first year. Another, who spent 47 years in shipping, became the Rookie of the Year in his first year in real estate.” Three Key Values Ana attributes much of her success to the values she has instilled in her business. “We run our business based on three key values: integrity, innovation, and excellence,” she shares. “Doing the right thing is non- negotiable. We don’t compromise on our values, even if it means walking away from a deal that could bring in money.” Innovation is another driving force behind her success. “We’re constantly looking at how we can be 1% better than yesterday,” she explains. “Even if we only improve once a week, by the end of the year, we’ve made significant progress.” Excellence, Ana believes, is the third pillar of her business philosophy. “You have to aim to be brilliant at everything you do. If you’re aiming to come second, you’re not aiming high enough.” Despite her many achievements, Ana admits that her greatest challenge has been herself. “I’m ridiculously driven,” she says. Ana added that her biggest dream has had two components. One is to be completely self-sufficient. “Although I have an incredible husband, I always wanted to be able to stand on my own two feet and achieve both financially as well as from a goals’ perspective. The second was to ensure that my kids looked up to me as a role model, so doing the right things to get the right results. I want to leave a legacy that I can be proud of, not just in business, but in every aspect of my life.” For a young woman aiming to achieve similarly, Ana advises focusing on your goals and pursuing them relentlessly. Believe in yourself and be prepared to invest the necessary time and effort to reach where you want to be. A strong work ethic is essential, and most importantly, never compromise your values. While her drive has led to business success, Ana acknowledges that finding balance remains a challenge. “For me, the challenges in business are opportunities, but balancing my personal life is harder.” Looking ahead, Ana’s goal is to establish a stronger management structure within her businesses to allow her more personal time with her family, a source of grounding and joy for her. “I’ve got an amazing life,” she concludes. < Previous Next >

Aven Naidu Next Previous Aven Naidu is the Chief Executive Officer of the Avemel Group Aven Naidu is the Chief Executive Officer of the Avemel Group, a multifaceted business rooted in logistics, property and construction, and guided by a strong commitment to community upliftment. In his role, he steers the organisation’s strategic vision, inspires innovation and ensures that each division operates with purpose, collaboration and integrity. Aven was born and raised in Durban, KwaZulu-Natal. He attributes much of his early development to the values instilled in him during his childhood. “From a young age, I was surrounded by people who worked hard and showed strong work ethic,” he says. This foundation encouraged him to pursue a career that would have an impact beyond profit. After completing his studies, he entered the transport and logistics sector. Aven recalls, “I entered a space that challenged me to think beyond moving goods and toward building long-term, sustainable solutions.” His first professional role was in industry at Sasol. This experience gave him insight into operational discipline and structure. However, his entrepreneurial instinct guided his next move. “I quickly realised that I wasn’t built to stay in my lane,” he explains. “I’ve always had the urge to think outside the box, explore new strategies, and take calculated risks.” That instinct led him to establish his own business, which later evolved into the Avemel Group. Aven’s personal purpose underpins his leadership philosophy. “My why is to create meaningful impact for our employees, our clients and our community” he says. He strongly believes that success should be collective rather than individual. “Avemel was founded on the belief that success is shared, not individual. I’m driven by a desire to create opportunities, empower people to realise their potential and build a legacy of integrity, innovation and unity.” One of his core beliefs is that everyone should fulfil their potential. “I can’t stand seeing people waste their God-given talents. My purpose is to help unlock them.” Reaching the twenty-year milestone of Avemel is among Aven’s proudest achievements. He reflects, “From humble beginnings to becoming a respected name in logistics and beyond, our journey reflects two decades of dedication, teamwork and faith.” What he values most is the growth of people within the organisation. “Seeing the people who started with us still growing within the organisation today — that, to me, defines real success.” He has encountered significant challenges throughout his journey. “The biggest challenge was sustaining our business during times of economic uncertainty, especially during the pandemic, while protecting our workforce,” he explains. “We overcame this by staying adaptable, diversifying our operations and prioritising our people. Transparency, communication and versatility became our pillars. By standing together, we came out stronger than before.” Aven believes the key to motivation lies in building genuine connection. He says, “I take the time to listen, to lead by example and to celebrate both small and big wins.” Even in difficult times, he reminds his team of their shared purpose and the importance of how every individual contributes to the bigger picture. “We focus on solutions, not blame. That approach builds trust, unity and resilience.” Leadership advice received early in his life continues to shape his actions. “The best advice I’ve ever received was: Never forget where you came from,” he shares. “It keeps me grounded and reminds me that leadership is not about authority — it is about service.” We must always remember “No single person is bigger than the business”. Aven draws his inspiration from both his family and his team. “I’m inspired by my late grandparents. Their humility, entrepreneurship skills, strength of character and faith in people shaped who I am today.” He also acknowledges the dedication of his employees. “I’m inspired daily by the incredible team at Avemel, who embody the spirit of hard work and commitment. Their drive reminds me that leadership is a responsibility, not a privilege.” Above all, Aven is deeply grateful to his wife, children and family for their unwavering support. “They are my strength and the reason I strive every day. My driving force in life is to build a legacy that my family can be proud of, one defined by integrity, impact and a commitment to uplifting others.” Looking to the future, Aven has a clear vision for the Avemel Group and for business in KwaZulu-Natal. “My vision is for Avemel to become the nation’s leading logistics provider, offering a service that covers the full spectrum of the supply chain,” he says. “I want to achieve this by embracing technology and integrating innovation across our operations.” Aven envisages a thriving economy supported by a strong logistics and infrastructure sector. “I want to see the logistics and infrastructure sector in South Africa flourish. This will create opportunities, strengthen trade and empower communities.” Avemel Group is positioned to contribute significantly to this progress. “We aim to play a central role in that transformation through investment, job creation and infrastructure development.” Relationships and integrity remain central to Aven’s leadership approach. He refers to a belief passed down by his late grandfather: “We make money; money doesn’t make us.” He has built Avemel’s organisational culture around this principle. “We value our clients and relationships above profit. While sustainability is essential, we believe that if we uplift our clients, they will, in turn, uplift our business. Relationships are the foundation of everything.” Over two decades, Aven Naidu has shaped the Avemel Group into a symbol of sustainable impact and purposeful growth. His journey demonstrates resilience, vision and humility. It reflects his belief that leadership is an act of service and an investment in people. His legacy is one of opportunity, empowerment and enduring commitment to transformative business and community development. Previous Next

Ahmed Motala Next Previous Managing Director of Enterprise Mobility Solutions Africa (EMSA) Ahmed Motala, Managing Director of Enterprise Mobility Solutions Africa (EMSA), has never measured success solely by financial returns. For him, success is reflected in the growth of clients, the strength of relationships and the positive impact created in communities. A proud Durbanite, Ahmed has built a career spanning finance, technology, corporate social investment and tourism. “My purpose is to add value,” he says. “We’re not just here for short-term profit; we believe in creating lasting value.” Today, EMSA serves clients across the healthcare, retail, fast-moving consumer goods, education and corporate sectors, providing connectivity, cybersecurity, cloud services and technology solutions. Yet Ahmed believes the company’s greatest differentiator is the relationships behind it. “Connectivity can be purchased online or from anyone,” he explains. “But we believe in building strong relationships with our clients. We’ve become trusted advisors to many of the businesses we serve.” TECHNOLOGY ENTREPRENEUR Ahmed’s professional journey began in Durban, where he completed his schooling before studying at the University of KwaZulu-Natal. While pursuing his studies, he supplemented his income through temporary positions in the retail sector, gaining valuable business experience. After graduating, he completed his articles with auditing firm Desai Jadwat Incorporated, spending seven years building a foundation in finance, accounting and business management. His early career was spent in manufacturing, where he rose through the ranks at Astrapak. “I spent over 20 years there,” he recalls. “When I left, I was the financial director.” Leaving a successful corporate career to venture into business was a significant leap of faith. “When I left Astrapak, I had no idea what I was going to do.” The transition began through consulting work and corporate social investment projects for organisations including Sun International and the Willowton Group. One project opened a door that would reshape his future. “One such project was with Vodacom, and that’s how my introduction to Vodacom happened,” says Ahmed. That relationship ultimately evolved into a successful technology business that today competes with some of South Africa’s largest industry players. “We’ve won four national awards with a team of just three people, competing against some real heavyweights across the country,” he explained. BUILDING TRUSTED PARTNERSHIPS Ahmed’s business philosophy centres on becoming more than a service provider. He believes clients need partners who understand their businesses and remain present when challenges arise. “When things go wrong, we’re always first on the scene. We’re there for our clients when they need us.” This hands-on approach has allowed EMSA to share in the growth journeys of numerous clients. One retail customer expanded from approximately 30 stores to almost 100 outlets during their partnership, while a vehicle rental client grew from only a handful of sites to more than 20 locations nationally and became part of an international group. “We’ve been part of that phenomenal growth,” he says. “We’re very proud to have shared in the success of our clients.” Ahmed credits much of his success to the guidance of distinguished mentors who taught him the importance of integrity, service excellence and treating every client with equal respect. “No matter how big or small the client is, you give them the same service,” he says. “When you treat your clients with integrity, you’ll be a success.” These lessons became particularly important when EMSA entered the highly competitive technology sector. “One of the challenges we had getting ourselves off the ground was that we had no previous track record,” he explains. “We had to work extra hard, extra smart.” For Ahmed, accountability remains a critical differentiator. “People don’t want to talk to a call centre or take a reference number. When you’ve got the owner of the business that you can talk to, that’s a huge advantage.” Patience and perseverance have become defining characteristics of his leadership style. “Sometimes it’s difficult to keep the team motivated because closing a deal can take six months. Last year we had one that took 14 months to close. If you keep your head down and continue working, you will reap the rewards.” While Ahmed is proud of his commercial achieve ments, some of his most meaningful work has taken place outside the boardroom. Through a partnership between Mancosa and the Department of Basic Education, he has helped advance the vision of the late Professor Yusuf Karodia to place one million books into the hands of previously disadvantaged learners. Ahmed and his colleagues have personally visited hundreds of schools across South Africa in support of the initiative. “We’ve visited 400 schools and distributed more than 200,000 books. We’re well on our way to reaching that million-book target. I would like to think that’s a proud legacy that Professor Karodia left behind and that we’re continuing today.” RESILIENCE THROUGH ADVERSITY Ahmed’s entrepreneurial spirit extends to his involvement in Compassline Africa Tours, a business that has been operating for almost two decades. The company faced one of its greatest challenges during the Covid-19 pandemic when international tourism came to a standstill. “We had absolutely zero bookings and were on the verge of closing the business,” he recalls. Through the commitment and sacrifices of the team, however, the business survived. As travel resumed, Compassline experienced remarkable growth, welcoming visitors from Europe, the United States and other international markets. Ahmed is particularly proud of the ten women who form the backbone of the business and whose dedication helped transform it into a post-pandemic success story. Ahmed is equally passionate about the future of KwaZulu-Natal. He believes the province’s success depends on stronger collaboration between business, government and education. “Education is the foundation of the success of any region,” he says. “Businesses need to collaborate more closely with government and invest in education.” He also sees significant opportunities for growth within the tourism sector. Previous Next

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Kim provides opportunities for students who need work and assistance with their studies and to young jewellers needing experience so that they can become established in their own right Read More Laiela Paruk Dorasamy LAIELA PARUK DORASAMY is the owner of Ahavah Consulting, a Level 1 B-BBEE company which was established in May 2018. The core focus of Ahavah Consulting is to supply companies with items that require a personal touch Read More Lisa Forster As head of the Wealth and Investment Division for Standard Bank KZN, Lisa Forster leads a team of relationship managers and wealth managers, focusing on holistic solutions for high net worth and ultra-high net worth individuals. She and her team ensure service excellence in delivering holistic solutions, both domestically and off shore, for their clients Read More Mano Singh As Wealth Head for Standard Bank Group in KwaZulu-Natal, Mano Singh is accountable for four business units that contribute over R600 million to the provincial revenue Read More Margie Whitten With a strong focus on growth, her prime role is business development, but she is also involved with business consulting and scoping customer requirements. "We're experts in what we do and we understand our solutions very well," says Margie Read More Marlene Powell Eleven years ago, Marlene Powell become ActionCOACH's first woman business coach in South Africa. Marlene says she reached a crossroad in her life. After 27 years of working in the financial sector of the corporate world, she realised she was been hold back from her family and her quality of life was poor, even though she was been taking care of financially Read More Melinda Cookson Melinda's major role is to drive the business forward and to ensure that standards and customer service continues to be fulfilled and exceeded. "We view ourselves as the experts in our field. We align ourselves with our clients' staffing needs, tailoring our services offerings to meet their diverse operational requirements Read More Micaela Faith Meyer MICAELA FAITH MEYER is a multitalented independent businessperson and entrepreneur in several activities, mostly related to the health and fitness industry. 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Cheryl's exceptional cakes, each a masterpiece, have been featured in magazines and on television, and The Cake House is recognised as a leader in new age sugarcraft. Read More Eleni Kwinana ELENI KWINANA has notched up an admirable list of top positions. She began climbing the corporate ladder as an 18-year-old student who, after walking into CNA to request a job, within three months was tasked with taking up her first management role. A few years later, she was requested to draft a business plan - without a template, or previous exposure to such a big responsibility - overnight! It gained her boss the new store he wanted, and wet her appetite for bigger and better things in business. Read More Kirsty Fonzari KIRSTY FONZARI heads the marketing team for Expand a Sign International and Uzwelo Bags as well as ExpandaBrand USA and supports several Expand a Sign agencies globally in marketing. 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Lorraine Dyer Next Previous Lorraine Dyer is the managing director for Bata South Africa Lorraine Dyer is the managing director for Bata South Africa, part of a multinational company that has become synonymous with quality footwear and community commitment. Bata operates in almost 70 countries now and has about 5,800 stores globally. In South Africa, its operations are both large and deeply rooted. Lorraine explains, “We have a factory in Loskop, Drakensberg that employs about 420 people.” Then we have a distribution centre where we employ 60 people, and in our head office in La Lucia, we have around 82 people. It’s a strong team of employees.” Bata South Africa produces approximately 6.5 million pairs of shoes each year. Her tone reflects genuine pride as she discusses the company’s impact. “It’s been going really well,” she says with a smile. Beyond the numbers, what drives Lorraine is the human side of the business. “What really persuaded me to join the group was the work that they do for communities, that you’re actually servicing a large part of the opulation, putting school shoes on the feet of children. That’s really phenomenal.” Bata has been operating in South Africa for over 70 years, yet many South Africans don’t realise it’s a multinational. The Toughees brand is well known throughout the country. However, the company has other brands such as Bata Comfit, known for its ladies’ and men’s comfort shoes, Bubblegummers for children, Bata Industrials safety footwear , as well as sneaker brands like Tomy Takkies and Power. A Journey of Impact Lorraine’s career has been defined by a blend of technical expertise and business intuition. “I actually started off as an industrial engineer with Woolworths, very technical,” she says. “I then moved to New Zealand and I fell into retail and loved it. My journey took a different turn then, but it was all for the good.” That journey took her across continents and industries. “I was asked to bring the Cotton On brand to South Africa from Australia, and we launched the first 50 stores here,” she recalls. “I did Converse and Nike for six years as general manager. After that, I had the opportunity to go into fragrances and beauty with Chanel. And then Bata came knocking.” As Lorraine puts it, “Each one of these experiences has taught me something different. What I loved about Chanel was that it taught me what true customer service is all about,” she reflects. “And now, at Bata, I’m able to combine that with the purpose of serving our communities.” Her impact at Bata has been both measurable and meaningful. “If you look at the numbers only, we’ve seen strong double-digit growth, which is significant for Bata globally and for the Africa region,” Lorraine says. “But I’m most proud of the culture that we’ve managed to change within the business, making sure that people are happy, that they love the brands and love their jobs. I believe that people are most productive when they are in a happy space. We’ve made sure we have the right people in the right seats and that they’re motivated,” she notes. That approach has helped Bata gain an impressive share in the school shoe category, a testament to both product quality and consumer trust. Lorraine acknowledges that running a large manufacturing and retail business in today’s economy is not without challenges. “Economic stability, import and export difficulties, and port delays all affect operations,” she says. “Consumers have less to spend, but what we love about South Africans is that they value quality. They will choose the better product, which is something for which we are known.” Building Communities Beyond business results, Lorraine’s passion lies in the people Bata employs. “We employ over 60 percent women within our business, which is really inspiring,” she shares proudly. “In our factory, the Toughees production line employs 92 percent women. That really has a great impact on the greater community.” The company’s presence in the Drakensberg region has been transformative. “When you drive through the Loskop community, people live in brick houses, not shacks. That really shows the impact that the Bata factory, which is the only factory in the area, has had over the years. When you uplift women, the family is uplifted, children prosper, and that’s really important to us.” Through the Bata Children’s Programme, the company supports education and upliftment initiatives for underprivileged children. “Each sale of Tomy Takkies also contributes a percentage to women’s enrichment programmes,” Lorraine explains. “There’s a lot of giving back, and that’s something I’ve always dreamed of being part of.” Lorraine commented, “The advice I’d give younger women is to believe that you can achieve your dreams. It is still a male-dominated world, but you can make an impact. Be prepared and understand that you are unique, and that is an asset in any situation, especially in business. Don’t be afraid to let your voice be heard.” Balancing Life and Looking Ahead Despite her role, Lorraine maintains a consistent sense of balance. “I have a lot of support,” she says. “My mother is my rock. She helps take care of my son, and I make sure that when I get home, work is at work. I focus on spending quality time with him.” For Lorraine, personal well-being is essential. “I find balance by making sure that I’m healthy and fit. I go to the gym, I play golf, and I’m a keen equestrian. I have a horse that we’re training for dressage, so I have a lot of activities that keep my mind healthy and help me de-stress from work.” Looking ahead, she is excited about Bata’s future. “We want to continue with the momentum that the business is on, to serve our communities and uplift women within our business.” Previous Next

Erlo Stegen Next Previous In Tribute Erlo Hartwig Stegen, affectionately known as Baba Mfundisi, was the visionary founder and director of KwaSizabantu Mission. Born on 2 March 1935 to Carl and Irmgard Stegen on the family farm Paardefontein in KwaZulu- Natal, Erlo passed away on 26 September 2023 at the mission. Erlo’s life was marked by a sense of purpose and dedication to serving others. From a young age, he displayed an entrepreneurial spirit, always seeking ways to make money through planting and selling various goods. However, this early inclination toward business was overshadowed by his calling to preach the Gospel, particularly to the Zulu nation. Erlo’s calling to minister to the Zulu people was a journey that led him to forge a deep bond with the Zulu community. His ministry was characterised by a commitment to helping others, which became the cornerstone of his life’s work. This commitment led to the establishment of the KwaSizabantu Mission in 1970, following the purchase of a 140-hectare farm by Erlo and his brother. Over the decades, KwaSizabantu grew into a 540-hectare mission that became a beacon of hope and support for countless individuals. A THRIVING HUB OF ACTIVITY Today, the KwaSizabantu Mission is a thriving hub of activity, encompassing a school, a college, a counselling centre, all of which provide vital services to those in need. The mission also boasts a 10,000-seater amphitheatre, where various events and gatherings are hosted, further cementing the mission’s role as a centre of community life. In addition to its educational and humanitarian efforts, KwaSizabantu is home to several successful businesses that support the mission’s work and contribute to the local economy. These businesses include Radio Khwezi, an award-winning radio station that has become a trusted voice in the region, as well as a pasta factory, bakery, dairy, and coffee shop. The mission also operates Emseni Farming, which produces high-quality peppers and avocados supplied to retailers such as Woolworths and Spar. One of the mission’s notable enterprises is its dairy operation, which produces the well-known Bonlé yoghurt. This product, like many others from the mission, is a testament to Erlo’s vision of self- sustainability and community upliftment. Another venture is the production of aQuellé bottled water, a recognised brand throughout South Africa, which is manufactured at the mission’s facilities near Kranskop, about 60 km inland from Stanger. HELP AND GUIDANCE Erlo’s approach to the mission was rooted in his desire to uplift those around him. Erlo firmly believed that it was impossible to preach effectively to people who were hungry or in need. He actively involved others in his work, teaching them valuable skills and knowledge that would enable them to become self-sufficient. This approach ensured that the people he worked with were able to improve their own lives and those of their families. Erlo would often provide seedlings and farming supplies to encourage people to plant crops at their homes, ensuring that they had food on their tables and that their children could attend school without hunger, which had been a significant problem in the past. He would often personally visit homes to check on the progress of their planting and to offer his help and guidance. Erlo’s dedication to the mission was evident in the way he cared for his employees’ needs not just physically, but also spiritually and emotionally, embodying the role of a true servant leader. He was known for his hands-on approach, often working alongside his team. This leadership style earned him immense respect and loyalty from those who worked with him, as they saw him as someone who was not only willing to lead by example but also cared for their well-being. UNWAVERING DETERMINATION Erlo’s success as a leader can be attributed to his unwavering determination in pursuing the goals generated by his desire to help people. He was a man of great vision, always looking for new ways to expand the mission’s reach. This approach led to the establishment of many outstations of the mission, as well as the founding of numerous educational institutions, businesses, and humanitarian projects. Through his ministry, which spanned over 70 years, Erlo touched and changed the lives of millions, both in South Africa and around the world. The impact of Erlo’s work has generated public admiration resulting in numerous awards. Among these is the Robert W. Pierce Award for Christian Service, which he was co-awarded by World Vision International on 9 December 2007. This prestigious award is a testament to the global recognition of Erlo’s contributions to Christian service and humanitarain efforts. In 2013, he was also honoured with the Chancellor’s Medal by North-West University (NWU) for his extensive humanitarian work among poor rural communities in South Africa. Despite the many accolades, Erlo always remained humble and deeply committed to his faith as his calling was the driving force behind everything he did. The businesses he established at KwaSizabantu were not motivated by a desire for profit, but rather by the need to support the mission’s work and ensure its sustainability. These businesses also played a crucial role in uplifting the surrounding communities, providing employment, skills training, and essential services. Generating funds reflected Erlo’s belief that the resources made by the mission’s businesses should be used to further its humanitarian and spiritual goals. Throughout his life, Erlo faced numerous challenges, but he met each one with steadfast faith and resilience. One of the most significant challenges came during the Covid-19 pandemic when the mission faced a simultaneous media attack and boycott. Despite the difficulties, Erlo and the mission persevered, emerging stronger and more determined than ever before. He often spoke of the joy and fulfilment that comes from living a life dedicated to serving the Lord, emphasising that no other pursuit could offer the same value or satisfaction. Erlo’s life was a testament to the power of faith, dedication, and selflessness, and his legacy continues to inspire those who knew him and the countless lives he touched through his ministry. Previous Next