The managing director of Performance Solutions Africa (PSA), a consulting firm in Durban that conducts performance enhancement interventions. Best practice programmes are offered to organisations in the private and public sectors, involving the training and coaching of leaders and managers. PSA's major focus currently is delivering school management programmes in the education sector, and to date these have been delivered in over 2000 schools nationally.Barbara NjaphaThe managing director of Performance Solutions Africa (PSA), a consulting firm in Durban that conducts performance enhancement interventions. Best practice programmes are offered to organisations in the private and public sectors, involving the training and coaching of leaders and managers. PSA's major focus currently is delivering school management programmes in the education sector, and to date these have been delivered in over 2000 schools nationally.BARBARA NJAPHA is the managing director of Performance Solutions Africa (PSA), a consulting firm in Durban that conducts performance enhancement interventions. Best practice programmes are offered to organisations in the private and public sectors, involving the training and coaching of leaders and managers. PSA's major focus currently is delivering school management programmes in the education sector, and to date these have been delivered in over 2000 schools nationally. On a day to day basis, Barbara is responsible for the overall management of the company, its people, and its functioning. She liaises with clients and the funders of projects and oversees the finances, marketing, new business, staffing, projects, and the developing of specific project reports. After matriculating from Igagasi High School in Umlazi, Barbara enrolled for a secretarial course at the Mangosuthu Technikon, as she lacked sufficient credits for university studies. Upon finishing the course, Standard Bank employed her, engaging her in their accelerated learning programme, which provided exposure to several banking functions. A year later she was accepted for the bank's "FTUS" scheme, whereby employees could attend university full-time. Due to her interest in people's behaviour, she enrolled for a B.Com (Industrial Psychology) degree at the University of Natal in 1995. Diverse experience After completing the degree, Barbara dealt with human resource (HR) matters ranging from training to industrial relations. At the end of 2001, she was employed by ABI as an HR specialist. When she felt that she had reached a ceiling in HR, she asked to be exposed to operations. To her surprise, they offered her relevant training and appointed her as a senior warehouse manager. She commented, "The opportunity to gain diverse experience in human resources as well as operations was a special gift." When managing the warehouse was no longer a challenge, Barbara left ABI to start her own recruitment company in 2006. Soon afterwards she met with a former work colleague who advised Barbara that PSA was looking for an HR head. Consequently, in addition to running her company, she joined PSA, and became a director replacing the lady who had recruited her. An opportunity arose when the then - managing director moved to Cape Town and Barbara was appointed to this position in 2010, which is the job title she still holds. Barbara says, "I am not inspired by a specific person, but by the actions of any person that makes a positive change." She admires someone like Nelson Mandela for his vision and ability to look beyond his immediate circumstances, but it is his actions as well as the actions of often unknown people doing something beyond themselves, that inspire her. Women have an extra load "Women still have "the short end of the stick" in business," says Barbara. Historically women have often been seen as fit to be in the kitchen rather than business, she says, but things have been improving and women are playing an increasingly big role in business. "Women do however have a double-load," she says, "because they have to double-prove themselves in business." As this need is in addition to the load of multi-roles beyond business, Barbara concludes that women are forced to approach business differently, due to the additional challenges of motherhood and caring for their families compared to men. Achieving a work-life balance Achieving a work-life balance has been difficult and has often been "a hit-or-miss" Barbara says. There were times when she could not be there for her children due to work commitments, for example when doing a warehouse stocktake on a Sunday. Fortunately, her children were independent at a young age and she appreciates the support she gets from her family. Her husband has encouraged her and became very understanding over time. "I view work-life balance a bit like a see-saw, because sometimes there is more of it and sometimes less." This is further motivation for her to be in a space where she can do what she loves and have the freedom to decide what she wants to do and when. The advice that she would give to her younger self would be "education, education, education first" says Barbara. "Because, although some people succeed with little or no education, this is just too risky." She would then go on to tell herself to make investment savings, learn how to be financially savvy, and to prepare for retirement early on. Lastly, she would tell herself to become independent and only enter into a long-term relationship when she can be whole on her own and wouldn't need to be reliant on someone. "Then you can go and live life, not do what someone else tells you to do, but what you enjoy doing." Becoming a social entrepreneur Barbara is happy with most of what she has achieved, especially being able to provide for her children's education, but has not yet succeeded in terms of reaching her goals. "I want to do something bigger than myself, some-thing I am passionate about, on my own terms." Her passion is to uplift and empower people in society. She wants to engage in what she terms "social entrepreneurship" which for her means "resolving community-related problems through one's entrepreneurial skills without doing it for profit". When she has become a successful social entrepreneur, she would feel that she has succeeded. Cheryl Govender CHERYL GOVENDER is the founder and owner of The Cake House in Pietermaritzburg. She is a qualified chef and professional cake artist. The Cake House has become a leading provider of designer cakes including engineered life-size cakes. 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. Cheryl is inspired by successful bakeries and cake artists. She explains, "This is a tough industry and requires not only talent, but a business mind, people skills, market insight, tenacity, and continuous learning and growth." One of her biggest inspirations is Buddy Valastro, an American baker who is the star of the reality television series 'Cake Boss'. Be clear about what must be achieved Cheryl believes she got to where she is now and reached her goals by being clear about what she needed to achieve and why she needed to achieve them. She says her career started when she was fourteen when she was handed down decorating tools that her sister no longer needed. "Although I was a real tomboy, beating the boys at their own games in the streets, I did girly stuff when I went home, like playing with cake decorating tools and my dolls," she laughed. Cheryl learned about sugar art by reading books from the municipal library and often left the kitchen in a mess after experimenting. Her Consumer Studies teacher recognised Cheryl's talent; arranged for her to attend a cake decorating course, and gave her a toolset, which she treasures to this day. This teacher, now a retired school principal, adopted Cheryl as a daughter, helped her to believe in herself, and became her mentor to this day. Cheryl won a Consumer Studies Inter School Award in matric due to her passion for cake decorating, but at that time she considered it a hobby, not a career. After a year at college, Cheryl married and became a mother. She joined the corporate world but kept on making decorated cakes as a hobby to supplement her income. When her son was two years old, Cheryl entered and won the Pietermaritzburg Royal Show sugarcraft competition. This led to her teaching sugarcraft on a part-time basis at the now FET College in Northdale, something she continued passionately for 25 years. This Cheryl said, was fulfilling: "empowering women has always been close to my heart". Focus on one thing and do it well Cheryl gained wide experience in the corporate world, including ten years in shipping and international travel, before she started her own export business. This business crashed during the worldwide financial crisis of 2008 and she "fell back on her hands", starting a food catering business that also provided cakes. Cheryl made a few designer cakes assuming there was little market for these due to the high prices, but word of her quality and expertise spread and orders increased. A traumatic divorce, the demands of being involved in catering, wedding décor, training and making cakes at the same time, made her realise that she needed to streamline her activities. In 2012 she decided to focus on one thing only and do it well and opened The Cake House. Cheryl, a single mom had herself, her mother's assistance, two children, and a house. As she had lost her vehicle, Cheryl went everywhere in running shoes while carrying cake ingredients and other items in a backpack. Nothing was handed to her; she had no money and could not get a bank loan. Cheryl understood the risks involved but her faith and trust in God helped her. She managed to buy all her industrial baking equipment from a helpful appliance store on a three-month cash basis. Her business remains debt-free to this day. Business skills are unrelated to gender In Cheryl's view, women and men need the same business approach, as the skills required for a successful business are unrelated to gender. "Tenacity, hard work, honesty, patience and endurance are equally required from men and women." She does, however, concede that women face more challenges. She has had to face abuse, being a mother, and a divorce. Achieving a work-life balance boils down to discipline for Cheryl. "It is necessary to make time for your family and yourself, and also to rest, but not working can be scary for a business owner with much to do," she says. "I've had to learn to set boundaries, say no, and cut myself off from work when it's time to relax and unwind." Gardening, time with her family and puppies, and doing things outside of the business help create a balance. Brand ambassador Cheryl is happy with what she has accomplished thus far and readily give others credit. Without her mother, she could not have set up The Cake House. Without the help of her husband Alan, her family, and staff members, she would not have been able to grow the business. She feels honoured having recently being appointed a brand ambassador with royal status, for Rolkem Colours, one of the world's largest food colourant providers. While Cheryl is satisfied with the place she has reached, she is not comfortable about remaining there. Cheryl dreams of making the province proud of The Cake House as a tourism attraction. With a growing support structure in place, she is prepared to take risks within her means and take the business to the next level. Back

James explains that it is essential to build a good team. He requires adherence to the operating principles of integrity, accountability, commitment, and taking responsibility for all one's actions. Employees' welfare and safety are important. He believes passionate, responsible, and innovative employees are the building blocks of the company's future Subscribe Home KZN Leaders Up Up James Gregory James explains that it is essential to build a good team. He requires adherence to the operating principles of integrity, accountability, commitment, and taking responsibility for all one's actions. Employees' welfare and safety are important. He believes passionate, responsible, and innovative employees are the building blocks of the company's future Every day is a good day. Some days are better than others. There is always much to be thankful for JAMES GREGORY is the co-founder and CEO of Wozani Berg Gasoline. He worked for a petroleum company for ten years before buying a trade store in Creighton in the KZN Midlands. Although successful as a trader, he did not want to be stuck in a small town, isolated from the world. In 1996, he obtained a tender for fuel distribution and sales and started Berg Gasoline in partnership with his wife Michelle. Phenomenal growth followed resulting from long term relationships and a good reputation. Trust was paramount with business often based on only a handshake. In 2004, a Black Empowerment deal was struck with Wozani Holdings. Berg Gasoline became Wozani Berg Gasoline (WBG). In 2011, Wozani bought James and Michelle out and they left a thriving business. However, during 2013 the business crashed, prompting James and Michelle to take back the management of a then-troubled company. Many challenges had to then be overcome, and changes made on the route to success. "Some major downs along with the ups," says James. "When you have a kick me down, you must get up again. Never give up" he comments. "When there is a failure, you must always look for a solution, make a plan and find a new opportunity." He believes in being open and honest with all concerned, including the bank. He says, "cash flow is like oxygen for business and without it, a business cannot survive. Profits are like food. You can survive a few days without food, but not without oxygen." James explains that it is essential to build a good team. He requires adherence to the operating principles of integrity, accountability, commitment, and taking responsibility for all one's actions. Employees' welfare and safety are important. He believes passionate, responsible, and innovative employees are the building blocks of the company's future. He has a relaxed way with people but admits to sometimes feeling rage when things are wrong, but he gets over it and forgets quickly. Every day offers new ideas, challenges and opportunities for him. "Even bad news and tough times create opportunities. Everybody has tough times. Make a plan!" he says. He believes there is always something to be thankful for and celebrate. Being positive and enthusiastic does not mean James is impulsive. Whenever he does something in the business it is because he gave it a lot of thought. "We wanted to ensure the balance is right. It is not all about money. You need to make some money, have fun, do good, and make a difference," he quips. He says, "WBG is a solutions business. We do more than selling petrol and diesel. We find logistical and credit solutions for our clients and innovate using technology to assist them to keep abreast of the 4th Industrial Revolution." Sustainability in terms of people and the environment are very important for James. He walks his talk. The WBG offices are being turned green through eco-friendly projects and will be taken off the grid. WBG provides skills to people, especially in rural areas, and have started a NGO, Team SA First. James' parents inspired him, and later on, his in-laws too. He has been married to Michelle for 28 years and he credits her for inspiration and balance. They are the proud parents of a son and two daughters. He says their children have shown him an alternative model of the world, which made him more aware of plastic and other environmental problems. They inspire him to live and operate in a sustainable way. In his free time swimming in the sea helps him relax and stay energised, and he loves listening to almost any type of music.

MICHELLE GREGORY is the co-founder of Wozani Berg Gasoline (WBG), a diversified logistics group, providing transport, fuel storage, distribution, and supply chain services nationally and in neighbouring countriesMichelle GregoryMICHELLE GREGORY is the co-founder of Wozani Berg Gasoline (WBG), a diversified logistics group, providing transport, fuel storage, distribution, and supply chain services nationally and in neighbouring countriesMICHELLE GREGORY is the co-founder of Wozani Berg Gasoline (WBG), a diversified logistics group, providing transport, fuel storage, distribution, and supply chain services nationally and in neighbouring countries. She is the systems director responsible for all procedures and systems including telecommunications, information technology, and software development. Michelle started off as a teacher before getting married and then worked in the computer industry for three years. Michelle and her husband James got an opportunity to move to the KwaZulu-Natal Midlands where they ran a thriving trading store. When Engen invited tenders for a fuel depot, she and her husband made a joint bid. James had fuel industry training and experience and Michelle had accounting and IT experience. She says, "We were fortunate to be the right people at the right place at the right time" and their bid was successful. They opened a fuel depot in the tiny town of Creighton with a truck, two drivers and a clerk. Despite major setbacks, through perseverance, hard work and building good relationships, the business succeeded and expanded. WBG now boasts a modern infrastructure nationally with more than 200 employees. Michelle says, "To get here today has been a long process, 26 years of hard work, almost like the process of a river from start to end." Say what is relevant and produce results Good and bad life experiences have moulded her, making her a graduate of the University of Life. Michelle is inspired by men and women who have bounced back from hardship and hard times. "Resilient people are able to adapt to change, become stronger and become dynamic leaders in the business world." Michelle believes specific incidents don't make you, rather it is relationships and being able to change as life moulds you that matters. People are very important to her and so good relationships between them are necessary. She feels fortunate to have a support system of family and friends who have been with her all the way. Being a woman in a male-dominated industry meant Michelle had to learn the hard way to stand up for herself. Being the only woman around a table with men set in their ways requires bringing an art to negotiations. As Michelle likes to produce something tangible quickly and efficiently, she found it is better to say less, be clear and only say what was relevant to produce results. "Working in a man's world is tough for a woman," she says, "you have to learn to read men, and then you have to use the advantages for your benefit." Leave work behind Balancing work and family life have been important, but not a problem for Michelle. "I am very clear that when I leave the work premises, I leave work behind. It's my saving grace," she says. When Michelle and James started the business, they had three toddlers and Michelle's time had to be divided. She believes, "Being a mom is the most humbling and precious gift that a woman can have in life". Motherhood grounds her and gives her purpose. It gives her balance in the work and life scenario says Michelle. Be patient, humble, and bold If Michelle could give her younger self advice, she would say three things. Firstly "Be patient, slowly-slowly catch the monkey" as she had been impulsive and wanted to get things done very quickly. "Set your goals and know that you will get there eventually if you are resilient. Success does not happen overnight unless you win a jackpot." Secondly, she would tell herself to be humble. "Life throws curve balls at us, so enjoy the good times and be grateful for them, because they can be taken from you in an instant." She relates that there were times at WBG where they had to pick themselves up, dust themselves off and get back in the saddle. "Being humble is about knowing you are never so good that nothing will go wrong." Lastly, she would say "Be bold". As a young mom she battled to express herself, "but years later I can sit around any boardroom table, rely on my gut feeling and with integrity say what I need to say." This is important, she thinks, as young people tend to hold back and not say what needs to be said. The best is yet to come Michelle is not content with what she has achieved and says that her best is yet to come. She has been privileged to be part of WBG and aims to leave it a sustainable, well-oiled machine that can function without her. She believes in giving back and through WBG assists schools, supports an orphanage and gets involved in social projects. Though modern technology, WBG offices are becoming green. Now she would like to start something on her own and says that it's never too late to start something new, she is ready for a challenge. Michelle has a passion for women in business and wants to create a business network run by women who own their own businesses. Michelle is poised to do so right now, but "Even baby eagles need a push to fly!" she concludes. Cheryl Govender CHERYL GOVENDER is the founder and owner of The Cake House in Pietermaritzburg. She is a qualified chef and professional cake artist. The Cake House has become a leading provider of designer cakes including engineered life-size cakes. 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. Cheryl is inspired by successful bakeries and cake artists. She explains, "This is a tough industry and requires not only talent, but a business mind, people skills, market insight, tenacity, and continuous learning and growth." One of her biggest inspirations is Buddy Valastro, an American baker who is the star of the reality television series 'Cake Boss'. Be clear about what must be achieved Cheryl believes she got to where she is now and reached her goals by being clear about what she needed to achieve and why she needed to achieve them. She says her career started when she was fourteen when she was handed down decorating tools that her sister no longer needed. "Although I was a real tomboy, beating the boys at their own games in the streets, I did girly stuff when I went home, like playing with cake decorating tools and my dolls," she laughed. Cheryl learned about sugar art by reading books from the municipal library and often left the kitchen in a mess after experimenting. Her Consumer Studies teacher recognised Cheryl's talent; arranged for her to attend a cake decorating course, and gave her a toolset, which she treasures to this day. This teacher, now a retired school principal, adopted Cheryl as a daughter, helped her to believe in herself, and became her mentor to this day. Cheryl won a Consumer Studies Inter School Award in matric due to her passion for cake decorating, but at that time she considered it a hobby, not a career. After a year at college, Cheryl married and became a mother. She joined the corporate world but kept on making decorated cakes as a hobby to supplement her income. When her son was two years old, Cheryl entered and won the Pietermaritzburg Royal Show sugarcraft competition. This led to her teaching sugarcraft on a part-time basis at the now FET College in Northdale, something she continued passionately for 25 years. This Cheryl said, was fulfilling: "empowering women has always been close to my heart". Focus on one thing and do it well Cheryl gained wide experience in the corporate world, including ten years in shipping and international travel, before she started her own export business. This business crashed during the worldwide financial crisis of 2008 and she "fell back on her hands", starting a food catering business that also provided cakes. Cheryl made a few designer cakes assuming there was little market for these due to the high prices, but word of her quality and expertise spread and orders increased. A traumatic divorce, the demands of being involved in catering, wedding décor, training and making cakes at the same time, made her realise that she needed to streamline her activities. In 2012 she decided to focus on one thing only and do it well and opened The Cake House. Cheryl, a single mom had herself, her mother's assistance, two children, and a house. As she had lost her vehicle, Cheryl went everywhere in running shoes while carrying cake ingredients and other items in a backpack. Nothing was handed to her; she had no money and could not get a bank loan. Cheryl understood the risks involved but her faith and trust in God helped her. She managed to buy all her industrial baking equipment from a helpful appliance store on a three-month cash basis. Her business remains debt-free to this day. Business skills are unrelated to gender In Cheryl's view, women and men need the same business approach, as the skills required for a successful business are unrelated to gender. "Tenacity, hard work, honesty, patience and endurance are equally required from men and women." She does, however, concede that women face more challenges. She has had to face abuse, being a mother, and a divorce. Achieving a work-life balance boils down to discipline for Cheryl. "It is necessary to make time for your family and yourself, and also to rest, but not working can be scary for a business owner with much to do," she says. "I've had to learn to set boundaries, say no, and cut myself off from work when it's time to relax and unwind." Gardening, time with her family and puppies, and doing things outside of the business help create a balance. Brand ambassador Cheryl is happy with what she has accomplished thus far and readily give others credit. Without her mother, she could not have set up The Cake House. Without the help of her husband Alan, her family, and staff members, she would not have been able to grow the business. She feels honoured having recently being appointed a brand ambassador with royal status, for Rolkem Colours, one of the world's largest food colourant providers. While Cheryl is satisfied with the place she has reached, she is not comfortable about remaining there. Cheryl dreams of making the province proud of The Cake House as a tourism attraction. With a growing support structure in place, she is prepared to take risks within her means and take the business to the next level. Back

Dr Sooliman explained that he was inspired to assist others by the teaching of the Prophet Mohamed who said that God will not answer your prayers if you neglect fellow beings Subscribe Home KZN Leaders Up Up Imtiaz Sooliman Dr Sooliman explained that he was inspired to assist others by the teaching of the Prophet Mohamed who said that God will not answer your prayers if you neglect fellow beings Best among people are those who benefit mankind IMTIAZ SOOLIMAN is the founder, director and chairman of Gift of the Givers, a disaster relief agency, which has been in existence for 27 years. Sooliman says that he is driven by his motto and that of the Gift of the Givers which is simple. The motto states: "Best Among People are those who Benefit Mankind". Thus far the Pietermaritzburg headquartered organisation has disbursed in excess of R2,1 billion in aid to needy individuals and communities. Dr Sooliman matriculated from Greyville's Sastri College in 1978, following which, he completed his medical degree at the then University of Natal's medical school. Dr Sooliman's work as a humanitarian began while providing medical care at the Nacala Hospital in northern Mozambique, as part of the Islamic Medical Association's relief work efforts. Dr Sooliman explained that he was inspired to assist others by the teaching of the Prophet Mohamed who said that God will not answer your prayers if you neglect fellow beings. He added, "I emphasize this because the person who has the greatest right over you is your hungry neighbour. The essence of all religions is love, its mercy and human dignity." In addition, in 1992, while visiting Istanbul in Turkey, Dr Sooliman was introduced to a Sufi Sheikh, an Islamic mystic, who instructed him to form an organisation called the Gift of The Givers. The Sheikh said to him, "You will serve all people of all races, of all religions, of all colours, of all classes, of all political affiliations and of any geographical location, and you will serve them unconditionally." Over the following two years, his involvement grew to the point that Dr Sooliman closed his medical surgery in 1994, to pursue his humanitarian commitments full-time. Gift of the Givers has delivered lifesaving aid in the form of search and rescue teams, medical personnel, medical equipment, medical supplies, medicines, vaccines, anti-malarial medication, high energy and protein supplements, food and water to millions of people in 42 countries, South Africa included. The organisation, due its staff and infrastructure, has extended its activities beyond providing disaster relief to 21 categories of projects. The diverse activities include bursaries, agricultural self-sustainability, water provision, counselling and life skills services, entrepreneurship and job creation, establishment of primary health care clinics and medical support to hospitals, winter warmth and supply of new clothing and shoes, sports development, feeding schemes and food parcel distribution, supply of household and personal hygiene packs, educational support and toy distribution, provision of housing, care of the physically and mentally challenged, orphans and the elderly as well as intervening in hostage situations. These efforts have earned Gift of the Givers, 124 individual and organisational accolades and awards, including four Presidential awards. Gift of the Givers is the only organisation in South Africa to have received awards from two successive South African presidents, including the President's Order of the Star of South Africa (the highest civilian award in the country). In 2010, President Jacob Zuma honoured Dr Sooliman with the Order of the Grand Counsellor of the Baobab: Silver award. In 2016, Dr Sooliman was awarded the prestigious Global Citizen Award® by the international advisory firm Henley & Partners. Dr Sooliman commented that the work of the organisation is done through him and not by him and out of a sense of gratitude that he is not in a situation of need. He says that he is driven by integrity, honesty and transparency. "Always keep your promises and go beyond that what you said that you would do," he added. Dr Sooliman believes that it's the conditions of others less fortunate than him that keeps him going. "You want to help over and over when you see the pain and suffering of others. The most satisfying thing is the smile on a person's face when they are lifted up."

This is placeholder text. To change this content, double-click on the element and click Change Content. < Back Ashley Amerson Anele Msweli info@mysite.com 123-456-7890

From a corporate perspective, Peter's vision is to provide a sustainable environment for young professionals to build a career. He points out that most of the industry is made up of small businesses, while GeoAfrika is a large practice, with a footprint across South Africa and throughout the continent. Subscribe Home KZN Leaders Up Up Peter Hoffmann From a corporate perspective, Peter's vision is to provide a sustainable environment for young professionals to build a career. He points out that most of the industry is made up of small businesses, while GeoAfrika is a large practice, with a footprint across South Africa and throughout the continent. The work we do gives people a better life PETER HOFFMANN, together with his late partner, John Manning, has built one of the largest land surveying companies in Africa, but is clear that he doesn't measure success in financial terms. "The work we do gives people a better life, and that inspires me daily," says Peter. Peter was led into land surveying by a chance encounter. "When I was about 16, I went with my dad to take the family car for a service and got chatting to someone working there. She introduced me to her son, who was a partner in a land surveying company, and before long I was spending my holidays working there and decided this was for me." Peter went on to study a BSc in land surveying and began working in Johannesburg. He was fortunate to get involved in major projects early in his career, one of which was the upgrading of the national road network - the Western Bypass project in Johannesburg. "I was doing my articles with John Manning, and the day I was admitted as a professional land surveyor, John offered me a partnership." He worked as a land surveyor for several years, while also studying part-time. First, he qualified as a town planner and then completed a law degree through UNISA. Peter had identified that diversification was the key to growth. Their company had developed significant project management skills, and they began to build a network of professional teams that were to become the foundation of the GeoAfrika Group. This diversification extended to Peter's own development. He moved increasingly into development, planning and policy writing, where he combined his legal knowledge with his survey expertise, with legal work gradually becoming his primary interest. Peter has a strong belief in the value that his profession and his company brings to South Africa. "The work we do has a positive impact on people, communities and the country. This is true for all aspects of our work; surveying, planning or legal. From a corporate perspective, Peter's vision is to provide a sustainable environment for young professionals to build a career. He points out that most of the industry is made up of small businesses, while GeoAfrika is a large practice, with a footprint across South Africa and throughout the continent. "From the outset in the 80s, we decided to offer bursaries to young, black land surveying students, and we create opportunities for new graduates to do articles with us. This has helped us to build up a loyal team of good, professional surveyors. The company now employs more surveyors than the large SOCs and we have created an environment to retain them. This is where they have built their careers, and this is where they want to be." The company works hard to create and maintain a strong value system in the business and Peter is clear that ethics and integrity form the basis of their culture. "I introduced an orientation programme for our new articled surveyors, and I always tell them it's okay to make mistakes. In fact, we expect it; it's the only way to learn. As professional surveyors, however, we are servants of the community at large and we must never compromise our integrity. So, if they make a mistake on a survey, they just have to admit it, so they do not generally make the same mistakes again." When asked what advice he'd offer people joining the industry, he notes that in every job, there is routine work, ups and downs, and sometimes even boredom, and it helps to do what matters to you. For Peter, success is not measured in terms of money, but in balancing work and his personal and spiritual life. A committed Christian, he attributes his success to God and when he's not spending time with his wife and family, he's a keen cyclist.

MARK TAYLOR believes that his career has been characterised by 'thinking big' and having the perseverance to ensure that his plans, which are often innovative, reach fruition Subscribe Home KZN Leaders Up Up Mark Taylor MARK TAYLOR believes that his career has been characterised by 'thinking big' and having the perseverance to ensure that his plans, which are often innovative, reach fruition Success is dependent on the team that you build around you MARK TAYLOR believes that his career has been characterised by 'thinking big' and having the perseverance to ensure that his plans, which are often innovative, reach fruition. He has spent the last 30 years in the property development industry; starting off small in the residential sector and then progressing to catalytic type developments like Simbithi Eco Estate in Ballito. The eLan Property Group was founded in 1997 and has become a leader in real estate marketing and sales, sales of hospitality investment projects and more recently has diversified into other investment opportunities. Zululand Tree Lodge in Hluhluwe, the first venture undertaken, was a R12 million development. Taylor's desire to innovate was apparent in the Riverside Hotel, which became a sectional title hotel. This was a first for South Africa and has been the country's most profitable sectional title hotel and a true eLan success story. Taylor commented, "The pioneering and innovative approach does not always pay off, staying ahead of the curve is not always clever, as one is constantly meeting new obstacles, which have not been dealt with before." His determination to 'make a difference by doing things differently' is very apparent in the Blythedale Coastal Estate. An important part of this project has been in obtaining community buy-in, which has well illustrated Taylor's perseverance. "This development has taken 19 years of planning and community negotiation to come to fruition and is now going from strength to strength and will be a great success story." Our success is based on not just selling off pieces of land but we have created a concept for family living. Blythedale Coastal Estate is the most forward-thinking development in South Africa. "The emphasis is on fibre connectivity, frictionless access, green technology solutions, and most importantly, it is a community-based development." Taylor added that creating jobs and promoting small businesses is in important in driving his projects. "We aim to contribute significantly to the local population groups." Taylor commented, "Success is dependent on the team that you build around you. Each individual is often better than you at what they do, and it is important to give them the responsibility and freedom as well as the authority to do what they do best." His current mission is to grow the eLan Property Group brand. He says, "Exciting things are happening. I intend to work smarter not harder and use the experiences that I have had to be more productive and proactive." He added that the commencement of deals and putting everything together is something that he has continually enjoyed and that he is currently exploring opportunities for development in Mozambique, Zimbabwe and Mauritius. Through the efforts of the eLan Group in exploring the potential overseas property investment market, and in particular the UK, South African Properties Overseas Marketing Association (SAPOMA) has become a reality. SAPOMA is administered and coordinated by eLan Marketing, and through its overseas division, eLan International, the Association will represent those developers and allied professional organisations who have the vision and urge to become part of the world global trading scene. Taylor says that his family have been crucial to him throughout his career and provide him a lot of support. This support has allowed him to continue in his various endeavours, while often facing stress and dealing with the challenges that accompany property development projects. "If you persevere through all the issues, you will be successful." Although works takes a lot of his time, he does try to include time for travel with his family and opportunities where he can relax by spending time skiing or fishing.

Frikkie Brooks has a long history, as well as much experience in strategic and spatial planning as well as development facilitation in the public sector Subscribe Home KZN Leaders Up Up Frikkie Brooks Frikkie Brooks has a long history, as well as much experience in strategic and spatial planning as well as development facilitation in the public sector Staying true to yourself and living your values is essential Frikkie Brooks has a long history, as well as much experience in strategic and spatial planning as well as development facilitation in the public sector. Brooks qualified as a geography teacher after completing a BA (Ed) at the University of Pretoria in 1978. He then went on to complete a BA (Hons), with a Masters in Geography and Development Studies, University of Pretoria, 1980 - 1981, and a B Ed (Hons) with a Masters in Management, University of Pretoria, 1987 – 1989. His 40-year career in the government sector include being the former: • Acting Head of Department of Co-operative Governance and Traditional Affairs (KZN) • Acting Director-General of KZN Province • Deputy Director-General: Strategic Management in the KZN Office of the Premier • Head of Secretariat for the KZN Provincial Planning Commission In his role at the KZN Provincial Planning Commission, Brooks was responsible for overseeing the establishment of the new provincial growth and development strategy and plans for the province. In addition to the strategy’s development he was responsible for getting it institutionalised and implemented. Brooks is now the director of Brooks Facilitation Services. Of his decision to establish his own agency he explains, “Although I had to retire from Government, it wasn’t quite time for me to retire in the true sense of retirement.” Brooks Facilitation Services focuses on guiding business, civil society and/or government entities to develop clear strategies to achieve corporate or project specific goals. This guidance is provided through structured engagements aimed at developing win-win solutions. He says, “One realises that strategies and plans only make a difference when they are translated into projects. Therefore, the facilitation service that I have established is really to help facilitate large scale catalytic projects and to get them to be implemented as quickly as possible. Those are the projects that will make a difference to the lives of the eleven million people who live in this province.” “There are some strict criteria that I have laid down for myself and what I get involved in and what I won’t get involved in. Five projects that I am involved in have the potential to develop almost 50 000 jobs in the province. Although the challenges are huge you know that the projects out there have the potential to really deliver something at the end of the day that can make a difference.” In speaking of his achievements Brooks reflects that he always likes to think that there is room for improvement. “I am not the type of person who likes to say I have done my best, personally I always think I could do more,” he explains. His motivation to achieve has been inspired by the many of the people who have come across his way over the years. However, he says that his family – who have always supported me and provided structure are really important to him. In addition, the people who are striving to make a difference in communities in which he works are hugely inspirational. In order to succeed in this line of work he says, I have had successes and I think that staying true to yourself and living your values is essential. If you want people to respect you then you have to respect others and that does not just mean respecting your superiors or your principals but it also means respecting the people that you are working with. If you do not treat them with respect you will not receive respect and if there is no mutual respect between you and whoever you work with you will not succeed.” Brooks added, “I think that one of the things that I am most proud of is that in my 40 years of government service it’s not that I have not taken any bribes, its more that I was never offered any. People knew from the way that I operated that would be an absolute no-go area.” In his free time Brooks is an avid gardener. “I am a geographer by training, so nature is where I find myself at home. I like to relax in the garden, it does get my mind into all sorts of other gears.”

 "My own experience as a competitor has always given me the drive and insight to create events from an athlete's perspective. It guides my decisions on the right events to stage, and the various avenues to pursue in my business." Subscribe Home KZN Leaders Up Up Damian Bradley "My own experience as a competitor has always given me the drive and insight to create events from an athlete's perspective. It guides my decisions on the right events to stage, and the various avenues to pursue in my business." Never one to settle in his comfort zone DAMIAN BRADLEY has always been an entrepreneur. As a schoolboy at boarding school, he earned money cutting hair and running an after-hours tuck shop, so it was no surprise that he opted to start his own business at only 26 years of age. Never one to settle in his comfort zone, after school, Bradley opted to study business management at what is now the Durban University of Technology. Then, in 1995, when South Africa was riding the crest of the Rugby World Cup wave, he was inspired to do a course in sports management for business. After this, he went on to study marketing. After finishing his studies in Cape Town, Bradley decided it was time to travel. When he needed to earn a living in the United Kingdom, he found a position at a law firm. Not exactly what he'd planned as a career move, but he stayed there for two years before returning to Durban to take up a corporate regional marketing position. This rich and varied experience has stood him in good stead in running a sports management company. And in 2004, when he found himself retrenched after a corporate restructure, Bradley decided it was time to start B-Active Sports, with a plan for a single sporting event as his starting point. Before long, Bradley had grown his portfolio to running 20 small events a year, but he realised that it made better business sense to focus on the more successful events, with potential to grow. Building on these allowed him to build on economies of scale, growing his priority events in terms of participants, profitability and reputation. A pivotal point in the growth of B-Active Sports was in 2011, when the company secured its first major corporate sponsorship. This not only provided a new revenue stream, but also opened the door for future growth. But while this marks a career highlight, Bradley gets a great sense of accomplishment from watching competitors in his events grow in skill and competitiveness over time, with several having started as novices and growing into international, professional athletes. As Bradley points out, he and his team have managed to combine their work with their passion, so it's easy to love their jobs and deliver with commitment and dedication. Bradley's focus is on his clients, the athletes they serve, and his team. Damian's leadership style is collaborative. Teamwork is important to him and while recognising his role in creating the company vision and the energy to make it happen, he believes in leading from beside his colleagues. "B-Active Sports is a small company. My goal is to grow the team in terms of confidence and competence. I ensure my staff feel secure in their jobs, but at the same time I keep pushing them to develop themselves. I believe this gives them a powerful sense of purpose and job satisfaction. And that's good for them - and for the business." "Right now, I see potential in events outside of our traditional area of strength, and we'll be looking to expand into new areas." Unsurprisingly, Bradley is a keen sportsman. Before starting B-Active sports, he had been a committed athlete for eight years, competing in triathlon events at national level. This formed his approach to his events. "My own experience as a competitor has always given me the drive and insight to create events from an athlete's perspective. It guides my decisions on the right events to stage, and the various avenues to pursue in my business." While no longer competing at national level, he is still very active with a great love of surfing, mountain biking and road and trail running. Bradley is also a dedicated father of two (his seven year-old daughter and five year-old son), and rates getting married ten years ago as one of the best decisions he's ever made.

MANHAR PARSHOTAM is the founder, a shareholder and a director of Dragon Protection Services Subscribe Home KZN Leaders Up Up Manhar Parshotam MANHAR PARSHOTAM is the founder, a shareholder and a director of Dragon Protection Services In the joy of others lies our own MANHAR PARSHOTAM is the founder, a shareholder and a director of Dragon Protection Services, which was established in 1996. He is adept at multitasking and takes responsibility for many aspects of the business’s functioning from operations to finance. Manhar grew up in Durban and attended Burnwood Secondary School in Sydenham. After he completed his schooling, Parshotam spent two years studying for a degree in engineering until he switched to a BCom degree. Parshotam reflected that his dream had been to become a pilot, but his parents had wanted him to study for a profession. During his university years, he was a voluntary policeman and subsequently served as a police reservist for 15 years. Manhar’s explains that his career in the security field ‘happened by accident’. In the 1990s he worked parttime in security during the South African Amnesty process, which boosted his interest in the field. In addition, he believes that this experience helped him gain a better understanding of general life skills, which a school education alone does not provide. Whilst working in security during a huge petrol strike, a chance encounter changed his life’s direction. A medical doctor approached him and gave him his business card, asking Manhar to give him a call as he had an opportunity for him. Manhar was requested to perform a security assessment of one of the doctor’s buildings. Following this assessment, he was offered the security contract for the building. Manhar explained, “Both sides were completely honest with each other. They were prepared to give me a chance and understood that I had no experience.” The doctor mentored and carried him financially for three months. “I did not have a bank account and I had never handled a cheque in my life. I had no cash to pay my staff. This was a huge learning curve,” explains Manhar. In his final year of BCom, Manhar had to make a choice to either complete his studies or go full time into business. “This decision was hard as there were more cons than pros and was based on the opportunity to train ex-soldiers in security so that they could be reintegrated back into society and obtain jobs.” After much deliberation Manhar left university and the business grew from there. “I had no office and had to work out of my car. I would use the Telkom telephone box at the local garage as my office line, even paying a garage attendant to answer the phone for me after hours. Once cell phones were introduced, life became a lot easier.” Apart from learning about financial management, the administration of 50 employees, as well as the need to meet the registration requirements of the security board, were early business challenges. Another challenge Manhar faced was his youth. “It was often difficult to convince people that I was capable of doing the job and I had to ‘do a lot’ to be given opportunities.” In addition, he said, “At that time there were few security specialists and the security profession was very much looked down upon in the society that I lived, which at times I found difficult to cope with.” Running a 24-hour business took its toll, as Manhar often went to bed late and had to cope with very little sleep. This continued for a few years until he was able to employ a manager to assist with the business operations. Some of the highlights of his career included seeing Fidel Castro and Muammar Gaddafi in person. A standout moment was watching Nelson Mandela arrive at the Durban ICC. “I got to see an icon – there was an aura about him which gave me goose bumps,” said Manhar. During 2001 Manhar was provided the opportunity by the South African Government to attend internationally recognised protection training courses in the United Kingdom and the United States. On his return to South Africa, he re-evaluated his career and entered the finance sector. However, after a three-year sabbatical he returned to the security business. Of his choice he explains, “This is my passion and keeps me happy.” Reflecting on his journey, Manhar commented, “There is only one word that I can use to describe my career – perseverance.” Manhar commented that the security business is a hard industry, which requires strong leadership. However, he says, “I never ask anyone to do anything that I cannot do myself. It is important to be fair and set rules and boundaries, which you must follow yourself to earn respect.” In his down time, Manhar enjoys competitive shooting as well as spending time with his family. “They help you relax, keep you calm and put a smile on my face.” He concluded, “Be happy, do what you love. If you love what you are doing, then every day is a holiday.”