Dino Constantinou Next Previous Dino Constantinou is the founder of Mediterranean Kitchen Dino Constantinou, the founder of Mediterranean Kitchen, started his venture with a mix of determination, necessity, and a bit of serendipity. Reflecting on his journey, Dino shared, “I started this business because I’d left my previous business and was at a loose end. In the interim, my wife had an embroidery company, and I kept getting in her way, so she said to me, ‘Dino, get out. Go do your own thing again’.” This playful push led to the creation of Mediterranean Kitchen, a company that supplies and manufactures dips, pesto, and other Greek specialities. Dino’s entry into the food market began modestly with a small range of dips and pesto that he produced himself in his home kitchen. He took his products to the Essenwood Market, where the response to the range was overwhelming. Dino recalled, “In the first week I went there, within an hour, that cooler box was sold out.” This initial success was a clear sign that he was on to something special. The following week, he returned with two cooler boxes, which again sold out quickly. “Eventually, we were going with five and six cooler boxes plus, and the queues were crazy,” he said, noting how people were literally throwing money at him in their eagerness to buy his products. As the popularity of his products grew, Dino and his wife decided to expand their operations. They built a small factory at their home premises and began employing a few people. Dino’s big break came when a representative from Food Lovers Market approached him with a proposal to supply them. This opportunity led to further growth, and soon the then owner of Food Lovers Market, Lionel Luigino, decided to expand Dino’s reach. “Lionel himself is the guy who opened many doors for us,” Dino acknowledged, crediting him for helping to put Mediterranean Kitchen on the map. EXPANDING THE BUSINESS As the business continued to grow, it soon out- grew its home-based setup. An opportunity arose to purchase a property that used to be known as Chandler’s Pub. Dino saw potential and decided to invest in it. After extensive renovations, Mediterranean Kitchen had a new home. Dino had always been content with his hard work and wasn’t actively looking to expand further. However, Dino recalled that he saw potential for his sons to get involved. “I said, come on, guys. Why don’t you take over and make something out of this business.” He added, “They are all highly educated, we have economists, we have actuaries.” Fortunately for Dino, his sons and their Uncle John, who is also a great businessman, were interested in getting involved in running the business. Dino decided to hand over the business to his sons, making sure everything was signed over to them, including the properties. “In the beginning, it was hard for me to let go, for obvious reasons, but then I realised that the boys work smart, not hard,” he reflected. The brothers now jointly own the business. Dino’s oldest son Alex is the CEO of the business, Dino’s youngest son, Angelo, joined the family business as the sales director, while Michael chose to remain a sleeping partner and financial advisor. Dino’s role shifted to that of a supportive founder, helping where needed and focusing on building and repairing equipment, which remained his passion. The journey has been far from easy. Dino admits that one of the most difficult challenges he faced was letting go of the reins and allowing his sons to take over. “Being from the old school, it was very difficult,” he said, but through many “tears of joy and tears of sadness”, he eventually realised that his sons were capable of taking the business to new heights. “It’s nice walking into a family- owned business and just seeing that everything’s working smoothly,” he commented. OVERCOMING CHALLENGES One of Dino’s greatest accomplishments, he believes, is the fact that the family is still here and stronger than ever after everything they’ve been through. Reflecting on the rough patches and the risks taken to grow the business, he expressed gratitude for the family’s resilience. Alex added, “There was a lot for us to learn about how a small family business like this runs. We didn’t fully appreciate what we were getting ourselves into. Trying to work together as a family definitely put us through our paces.” “We didn’t get out of the kitchen; we stayed in the kitchen. We’re still together, and we’re growing this business,” Angelo said, highlighting the bond that kept them united through challenging times. “We’re just taking humble strides to try and grow this family business and make our dreams come true.” Today, Dino takes great pride in the growth of Mediterranean Kitchen, both in terms of infrastructure and reputation. He pointed out the expansions his sons have made: “From one little part that I built, the boys have added on two other parts – the office upstairs and the change room.” Mediterranean Kitchen has evolved its processes and equipment, achieving the Global Food Safety Initiative (GFSI) certification, which required a complete overhaul of their operations. In addition, the business now has more structures in place to accommodate the capacity in which the operation is going forward. Importantly, keeping the team motivated is about creating a good work environment and continuing to improve it whenever possible. The Constantinou family continues to build upon Dino’s foundation, constantly striving for growth while keeping their family bond strong. Dino proudly states, “The best thing we’re doing is just to grow, and, of course, keep that love flowing.” He gives much credit to his wife, who he said is not only a great asset to the business but keeps their house together as well. Dino believes that the secret to success lies in never compromising on quality. “Never, ever, ever throw out your quality for quantity,” he advised, a principle that has guided the business since its inception. For Dino, Mediterranean Kitchen is more than just a business; it’s a family legacy built on passion, perseverance, and the strength of family. Previous Next

Ian McIntosh Next Previous In Tribute Ian McIntosh (24 September 1938 – 5 April 2023), known as “Mac”, will always be remembered as the visionary coach who led the Natal rugby team to their first Currie Cup victory. Mac was instrumental in transforming not only the teams he coached but also the broader approach to rugby in South Africa. Born and raised in Rhodesia (now Zimbabwe), Mac’s early years were defined by a love for sports. At Gifford High School in Bulawayo, he excelled as a natural athlete, showing promise in rugby, sprinting, and boxing. Describing himself as a “free- spirited youngster”, he spent his days playing small rugby games with friends and swimming in nearby rivers. Yet, his adventurous nature took a toll on his health during his teenage years, an early challenge that helped shape his character. Another pivotal moment in his life came with the death of his mother when he was still at school. “Most books will say their mothers meant everything to them, and she certainly was for me,” In a past interview Mac recalled. “Her death was a tremendous blow to me.” After completing high school, Mac joined Queen’s Club. This would be his first taste of competitive senior rugby. He was fit and healthy and began to make strides as an athletic flank. After excelling for his club, he was called up to play for his province, Matabeleland. REMARKABLE SUCCESS Despite his enthusiasm for rugby, Mac’s playing career was cut short by knee injuries, a devastating setback that ultimately led him to coaching. Fortunately, another of his loves was teaching. After qualifying as an educator, he travelled to Denmark to specialise in physical education. Although he was heartbroken over not being able to play the game he cherished, teaching provided him with a way to connect with the sport. Mentoring and guiding young athletes, gave him purpose and a sense of fulfilment. He began his career at Queen’s Club in Bulawayo as a teacher and fitness coach. In 1961, he met his future wife, Rona, in a cheeky twist of fate. While previously staying in London, he had added a playful line to a friend’s letter addressed to Rona, an unknown girl back in Rhodesia: “Dear Rona, my name is Ian McIntosh. One day you will meet me, fall madly in love, and we will get married.” True to his words, they married two years later in Bulawayo, and began building a life filled with adventure and love. Mac and Rona raised three sons, Ross, Craig and Evan. Craig followed in his father’s footsteps and earned eight caps for Natal as an amateur rugby player. Reflecting on their family dynamics, Craig speaks warmly of the close bonds they share and the critical role his mother played throughout his father’s demanding coaching career. Craig commented that his mom was the epitome of strength and dedication for their family – a true blessing. Her focus was on looking after us and holding the family together,” he shared. “Knowing we were in good hands gave Dad the foundation and freedom he needed to pursue his rugby dreams. Her support allowed him to follow his passion fully.” A SENSE OF FULFILMENT In the 1980s, Mac took a major leap by accepting the role, after much persuasion, as head coach of Natal Rugby. At that time, he had taken a position in business and had been recently promoted to distribution manager, which meant that moving his family from a comfortable life in Bulawayo to Durban was daunting. Mac took on the task of leading Natal Rugby, a struggling team with limited success to achieve remarkable success. Initially, his style of coaching did not work in South Africa and Mac was forced to make adjustments to get positive results. When Mac introduced his direct style, it was completely new, and he faced resistance, especially among many of the forwards. The players had to practice extensively to change their method which was challenging for many of them. Fortunately, a few key players bought into the new style early on which thrilled Mac. However, overtime his approach, marked by discipline, teamwork, and a confrontational style, fostered a winning culture and turning Natal into a formidable force in South African rugby including in the Currie Cup final in 1990, when Natal defeated the Bulls. Between 1990 and 1996, Mac led Natal to four Currie Cup titles and took the Sharks to the first Super 12 final in 1996. Mac’s impact soon reached the national stage. In 1993, he was appointed head coach of the Springboks during a crucial period as South Africa re-entered international sports following apartheid. Though his tenure was brief, he laid the groundwork for future successes, guiding the team through high- stakes matches and implementing strategies that challenged traditional rugby conventions. His direct rugby style, integrating forwards and backs, led to notable achievements, including a victory over the Wallabies in Sydney – the first for South Africa since 1993. After stepping down as a coach, Mac served as a Springbok selector for 13 years, mentoring both junior and senior coaches. he also coached the Springbok Sevens team in 2003. Through his work with the South African Rugby Legends Association (SARLA), he continued to inspire and give back to the sport he loved bringing smiles to many children over the years. “Rugby,” he once said, “was my drug.” In recognition of Mac’s contributions, World Rugby awarded him the Vernon Pugh Award in 2013, celebrating his lifetime of service to South African rugby. The Cell C Sharks and the KwaZulu-Natal Rugby Union further honoured him in 2021 by renaming the main entrance gate to their stadium as “The Ian McIntosh Gate.” Mac died at the age of 84 after losing his battle with prostrate cancer. Right up to his passing he was still fully engaged with the SA Rugby Legends and living his “life of rugby”. His legacy remains deeply felt by players, coaches, and fans, who remember him as a trailblazer whose unwavering passion left an indelible mark on the sport. Previous Next

Up Home Up Jeanine Topping JEANINE TOPPING says her purpose in business is to grow people, and she drives this through two different companies. Firstly, Jeanine owns JT&A, a SETA Accreditation business that serves clients in the training industry. “We help our clients grow their businesses and thrive,” says Jeanine. “Through our coaching and mentoring programmes, we help them achieve accreditation and once they have this, they have a licence to train and award SAQA points for their courses. This means they’re more competitive than non-accredited training programmes, and more likely to get funding for their businesses.” Secondly, Jeanine is a director of Wealth and Progress Training. She explains: “Through Wealth and Progress Training, we empower people with various leadership and entrepreneurial programmes. We work with both employed and unemployed people to help them realise their potential.” Jeanine’s passion in this company is facilitating the Flip The Switch course, which involves her helping groups find their Inner Cheerleader. Jeanine is a qualified Rapid Transformation Therapist (RTT) and helps corporates with their Employee Assistance Programme through running this course and conducting one on one RTT Sessions. INSPIRED BY HER COACHES A firm believer in coaching, Jeanine has worked with two business coaches over the years and gives them credit for helping her build her business. “Marlene my most recent business coach taught me tenacity. She helped me see that when things go wrong, which they inevitably do, you can’t go down the rabbit hole. All you have to do is put one foot in front of the other, and deal with the issues step by step.” Jeanine points out that her training as an RTT Therapist has played a huge role in having a calming and supportive influence, which has helped her deal with the very real challenges presented by the pandemic. PIVOTING TO MEET CHALLENGES Jeanine counts surviving Covid and still being in business and keeping six people fully employed throughout as her major achievements. “Lockdown was a rollercoaster,” she says. “We’ve had to pivot, adapt, and make big changes time and time again. We moved offices four times over the last three years.” This was disruptive and time consuming, but JT&A is now settled in our bright new offices in Pinetown.” Unsurprisingly in a people business, staff issues have also been a challenge over the past few years. Jeanine points out that every person has been facing their own challenges, even in the aftermath of Covid. “It’s not enough to discipline staff who aren’t delivering, you have to find out the reasons why, and see what you can do to help them achieve their targets by way of counselling and support them, often on a personal level. Over the years I’ve learnt that if I take this approach, I see the benefits – for my staff members, our team, and the whole organisation.” But while things have settled in some ways, the challenges continue. There have been substantial changes in the Sector Education and Training Authorities (SETAs) accreditation sector, including the introduction of accreditation with QCTO instead of the 21 SETAs, and there are new processes and systems. Jeanine and her team need to continually adapt. New skills programmes have also been introduced into South Africa, and new curricula from the South African Qualifications Authority (SAQA), and JT&A must get to grips with all this change. “We have to know about all the new SAQA programmes and their curricula so we can support our clients,” says Jeanine. Typically, however, she focuses on the positive. “With all this change comes new opportunities,” she points out. “There are some amazing new qualifications, and our clients need us to guide them through and help them adapt, formulate their training programmes, and get them accredited. There’s so much we can do to help.” GROWTH IN 2023 Jeanine has big plans for 2023 for JT&A and is launching a recruitment division. “We’re very excited about this because there’s a real need among our existing client base for good training administrative staff.” There are also opportunities for Wealth and Progress Training. The company currently offers a Trainers and Developers Practitioner Qualification, and Jeanine sees great potential for growth here. The company is about to introduce a new initiative whereby they actively recruit unemployed people with a background in training administration and source funding to train them in this practitioner qualification. This will grow the Wealth and Progress Training business while providing the industry with much needed training and development co-ordinators. Jeanine points out that their JT&A clients also need these skills in their businesses, so this initiative also dovetails seamlessly with the JT&A recruitment division. Asked to share her wisdom with up-and-coming businesswomen, Jeanine is specific. “To succeed you need to believe in yourself, your goals and your passion and don’t listen to people who tell you, you can’t do it.” She also points out that you can’t always rely on advice. “Be careful who you listen to. Are they qualified to give you advice? If they aren’t successful themselves, can you trust what they have to tell you?” LAST WORD Jeanine and her partner Trevor – my BFF – share six adult children between the ages of 28 and 42, so she’s probably as well qualified to advise you on family matters as she is on business growth! “We also have a new miniature Maltese poodle who has captured my heart,” says Jeanine. “And Trevor and I love to travel. We’ve just been to Mauritius and before that it was a 10-day trip to the Cape. Of course, we had to juggle work to cope, but I have an amazing team to keep the business running while I’m away.” “If you’re running a business, and it has survived the last three years, you’re a winner. And in terms of KZN Top Business Women, I’d like to wish all the participants the very best. Everyone in this group is a winner.”

Up Home Up Lenore Goss-Matjie LENORE GOSS-MATJIE describes herself as an entrepreneur. Being a qualified image consultant and fashion stylist, she is the founder and CEO of “Styled by Le’Nore”. Lenore has diversified her business to supply medical products into Africa at large. She says, “I have diversified my product range to the extent that I also supply furniture, baking equipment and anything to do with the fashion industry – I am supplying clothes as well.” Lenore has recently been appointed as the vice chairperson of Women in Business at Durban Chamber of Commerce and Industry. She says, “I am very humbled and honoured and want to make an impact and do the very most that I can to empower women.” Lenore is a former educator as well as a professional Latin American and ballroom dancer. While she no longer competes, Lenore is involved in adjudicating competitions and in training. Her business Styled by Le’Nore came about as a result of her having her own dancing studio. Lenore was involved in grooming, styling, and makeup for all her dancers. She was responsible for putting together stage dance productions where the styling and image of the theme had to be communicated to the audience. Speaking of her business, Lenore says, “For me, the greatest achievement in my business is styling a client from head to toe and seeing them transformed. People underestimate the value and power of looking good and feeling good, and they really don’t value styling. You could have all the fashion pieces on your body but how you put them together is important. I always say I could take a black paper bag and put it on you and make it look fabulous. But the greatest reward for me is seeing a happy confident client.” Lenore says that she has been motivated to achieve by success by her three children and her husband. She has a debilitating muscular skeletal chronic medical condition, called Fibromyalgia (which to date has no cure but can be managed). “While I was in hospital, I had one of my children ask me, ‘mom are you going to die?’. From that day forward I vowed that pain or no pain I would make an effort. Every morning I would get up, I would style my hair, I would put on makeup and on the days that I was able to wear heels, I would. I had been told by my surgeons that I was not allowed to wear heels. But I dislocate anyway so I may as well dislocate in style!” “They were the main motivating force in me getting up, picking myself up, getting the therapy that I needed to get back on my feet to get stronger. They are my everything and in everything that I do, I first and foremost want them to be proud.” JUST PERSEVERING Speaking of her current business challenges, Lenore says that these relate especially to her new venture into Africa and that the number one challenge is finance. She said, “Finance was always going to be challenge and then finding the correct partners and suppliers to collaborate with. People promise you the world but until contracts are signed, and finance exchanged …that is quite difficult now. However, I seem to be on the correct path, so I am just persevering.” Another challenge that Lenore finds is that in her experience some women don’t support each other. She commented, “We speak of women empowerment and uplifting each other – it’s good to talk the talk but you need to walk the walk. I find that my male counterparts have been there to support me. I just wish that we as women could truly support each other. Don’t be afraid if you see a woman coming up – be excited for them – pat them on the back and spread the news because something is in line for you as well and I want to thank those few women who do support myself and other women.” The advice that Lenore would give to other women following in her path is to be persistent. She added, “Be confident even when you don’t feel confident. Don’t be scared to change, don’t be scared to diversify. You think that you don’t know something until you try it and that is why life is a learning experience.” NEVER STOP LEARNING Lenore added that we never stop learning so we should take up new challenges. Even if we don’t achieve what you want to, the learning experience is what you take from the situation. Importantly, she says that people should persevere – and just keep pushing and have confidence. If it’s not meant for you, the door will not open. if it’s meant for you, the door will open – you will just have to work hard at it.” The goals that Lenore has set for herself are firstly that she wants to be happy which is critical to her. “You have to be happy in what you do, you cannot be miserable, because if there is no love there is no passion that goes with it. You can be the most successful person and be miserable.” Secondly, Lenore would love to succeed and make a name for herself in Africa at large. She added that when people hear of Styled by Le’Nore or Lenore they must know that they are getting excellent service. “They are getting quality and I would just like this business to grow and to touch people’s lives even more.” Speaking of balance Lenore says, “I am a busybody – I am always doing something, but I love sitting with my husband and the kids around the table and just swapping stores – them telling me about what they have done during the day and making jokes. I love to laugh, it’s the best medicine.” In conclusion, Lenore says that we should always strive to be a blessing to others, to uplift others, and to make others feel good about themselves. “You will be surprised as to how all that comes back to you in multitude.”

Bongi Mkhize Next Previous Bongi Mkhize is the chief executive officer of the Natal Joint Municipal Pension Fund (NJMPF) Bongi Mkhize is the chief executive officer of the Natal Joint Municipal Pension Fund (NJMPF), which is a retirement services provider for 55 municipalities in ten municipal districts of KwaZulu-Natal. The NJMPF has a membership base of 23 500 active members, approximately 9000 pensioners and over 38 billion rands worth of assets under administration. From an early young age, Bongi has always broken boundaries. Having grown up in Ndwedwe, a village outside Durban, KwaZulu-Natal, there were limited educational resources and no role models in the area to inspire him. Bongi took it upon himself to upskill using the limited resources he had at his disposal and pursued a career in accounting. Fast-forward to the future, he is now an impactful figure not just as CEO of NJMPF but in Ndwedwe. Bongi holds a tertiary qualification in finance and a postgraduate diploma in investment management and banking from the University of KwaZulu-Natal. His career began as a clerk at one of the leading banks, where he gained valuable experience in customer service, a skill that has proven essential in applying Treating Customers Fairly (TCF) principles throughout his career. He then transitioned into an auditing role, which provided him with deep insights into the importance of governance and accountability within organisations. Driven by a desire to further his education, Bongi completed his South African Institute of Chartered Accountants (SAICA) articles with the Office of the Auditor General, gaining extensive experience in auditing both provincial and national departments, municipalities, and public entities. This foundation set the stage for his future success. Bongi joined the NJMPF over 15 years ago as a finance manager. He worked his way up the ranks and became chief financial officer, then deputy chief executive officer and finally chief executive officer in 2019. When Bongi took over as CEO, he committed to improving members’ financial literacy especially having had first-hand experience of how financial illiteracy contributed to some of the challenges his community faced when he was growing up. The vision of financial inclusion, financial literacy, and financial freedom upon retirement for all South Africans especially the previously marginalised majority – regardless of one’s socio-economic status, led Bongi to tirelessly innovate NJMPF’s products and services and grow its brand visibility across KZN. QUALITY SOLUTIONS As CEO, Bongi is driven by a clear purpose: “My goal is to lead the team to administer the pension fund and provide top-notch retirement services that are cost-effective, ensuring our members can retire comfortably. We strive to continue providing quality solutions that meet the unique needs of our stakeholders.” One of Bongi’s proudest achievements is leading NJMPF. He notes, “Leading NJMPF is my proudest moment because it’s a big organisation with a significant impact. Being the CEO of such an organisation is incredibly rewarding, especially when we consistently receive clean audit reports from the Auditor-General and maintain the Fund’s legacy of excellence in financial management and governance for over two decades.” Further to financial literacy, Bongi contributed to the fight against a challenge that most young South Africans face, which is unemployment. He prepared and submitted a paper to the NJMPF Board of Trustees pleading them to approve his proposal for a 12-month internship programme where students that have recently attained their qualifications can be afforded an opportunity to get workplace experience while also receiving a stipend. This proposal was adopted by the Board and currently the NJMPF has appointed nine interns. When these contracts end, new graduates are being appointed. Bongi also introduced an initiative themed “NJMPF Spirit of uBuntu” to celebrate the lives of community members that are not as fortunate as everyone else. When he launched this initiative, he celebrated a life well lived for all NJMPF centenarians – Covid-19 survival packs and hampers were prepared and personally hand delivered by his communications team. He also identified beneficiaries living with disabilities who collect a monthly pension from NJMPF. Bongi oversaw the development and revamping of the NJMPF website, which made it possible for members to access micro financial services pertaining to their retirement savings and financial futures online and without having to leave their homes. A CULTURE OF TRANSPARENCY To keep his team motivated, Bongi fosters a culture of openness and transparency. “I believe in open communication, recognising achievements, and addressing challenges collaboratively. Transparency is very important to me, and I ensure my team feels supported and valued in their efforts toward our shared goals.” Bongi draws inspiration from his father, who taught him the value of resilience and kindness, qualities he strives to embody in his own life. His faith and belief in NJMPF also drive him to continuously pursue excellence and innovation. Looking to the future, Bongi envisions a business environment in KwaZulu-Natalwherefinancialliteracy and inclusion are prioritised. “We need to ensure that all stakeholders are financially empowered. Reducing unemployment through targeted programmes and other initiatives is also critical,” he says. Bongi is particularly interested in how global economic changes and technological advancements will shape the future. He believes that innovations such as the modernisation of products and services through information technology will play a crucial role in NJMPF’s continued success. “Using technology to lower fees is critical for a retirement funding service and its members. Finding innovative ways to enhance and accelerate member participation in the retirement funding arrangement is important,” he explains. Bongi lives by the motto: “We have to create the future we want rather than mourning the past we could have had.” This reflects his proactive approach to leadership and his commitment to shaping a better future for NJMPF and the broader community. His story serves as an inspiration for others to dream big, work hard, and never lose sight of their purpose as they strive to make a positive impact on the world around them. Previous Next

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 >