Mpho Mothoa's career began as a metallurgist for Mintek and for the last 20 years he has worked his way up the corporate ladder through various operations and executive management roles. Subscribe Home KZN Leaders Up Up Mpho Mothoa Mpho Mothoa's career began as a metallurgist for Mintek and for the last 20 years he has worked his way up the corporate ladder through various operations and executive management roles. Driven by humility Mpho Mothoa's career began as a metallurgist for Mintek and for the last 20 years he has worked his way up the corporate ladder through various operations and executive management roles. These include General Manager Processing at Rio Tinto's Palabora Mining Company, and Chief Operating Officer for Rio Tinto's Rössing Uranium Ltd in Namibia. He was appointed the Managing Director of Richards Bay Minerals (RBM) and Rio Tinto Country Head in June 2013. Mothoa's professional journey has been driven by humility and his ability to engage with both the top and bottom echelons of the organisations in which he has been involved. His advancement has not always been easy as he has had to often deal with the label of "first black manager, GM, MD etc." on many occasions, which at first glance might seem flattering but the problem is that it might undermine the merits of progression. Mothoa is justly proud of his capabilities and his 20 years of experience in the mining industry, which has well prepared him for his current responsibilities, rather than the colour of his skin. Mothoa said, "A major challenge that I have experienced along my journey has been confronting the different cultural environments of the various parts of South Africa and Namibia where I have worked. He added, "Although I have a strong determination and will when required, I am also flexible and understand the necessity for an adapt or die philosophy." An important contributor to his success has been in his ability to blend an Africentric or a Eurocentric approach to leadership as circumstances have required. An Eurocentric approach places emphasis on individuals while dealing with communities requires an Africentric approach, which is collectivist in nature. This has proven to be a useful skill in a mining environment where stakeholder engagement, including community and worker interaction, is essential. An initiative that he has a particular passion for is the pursuit of a culture of zero harm to workers in the RBM operation. Mothoa has been out "with his boots in the field driving the employee engagement" and is reaping the rewards of his proactive approach to safety. Workers need to understand that injuries can be prevented and that zero harm can be achieved, rather than being inevitable. The campaign has made a considerable impact in reducing injuries. RBM has recently had 128 days without injury, which broke the previous record of 108 days set in 2014. Mothoa said, "My current role of driving RBM's continued success is exciting but very challenging. It includes the need to maintain low costs and being more efficient in everything that we do." He added that in order to be successful it is also necessary to employ the right people who are passionate about their careers and willing to make a difference as well as be innovative. He said, "RBM's leadership values are an important driver of the daily interaction with the operations. While we have very good systems in place, we strive for continuous improvement and our people are empowered to challenge the processes when required, which ensures a healthy working environment." RBM continues to work with the four host communities in Richards Bay, where the company is often seen as both "father and mother". Mothoa said that enterprise and supplier development is an important pillar of the community strategy so that communities are able to stand on their own feet and are not dependent on handouts. Part of this strategy is in ensuring the empowerment of entrepreneurs through skills development programmes to enable them to become suppliers to RBM and other companies in the region. "However, the joint effort of business and government is required to ensure that social policies and investments are in place to promote entrepreneurs and assist small and medium sized enterprises," he said. Mothoa further commented, "People want short cuts but they need to understand that there is no short cut to success. We must establish business enterprises that are sustainable and not reliant on tenders given by their associates." In the future, Mothoa would like to see more regulatory certainty in the country. Rio Tinto and the rest of investor community, needs to know that their investments are safe and that the mining sector is in no jeopardy. This will be a prerequisite for further investment to sustain and grow the sector. Mothoa enjoys relaxing with his young family in his spare time. Travel and particularly camping provides time out from the pressures of the workplace. He is also a social runner, a pastime he does with his wife, Dorcas. He said, "My personal objectives are happiness, good health and success; and I believe I tick all the boxes at the moment."

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

Susan Abro Next Previous Sole proprietor of Susan Abro Attorney Susan Abro is the sole proprietor of Susan Abro Attorney, a specialist family law practice based in KwaZulu-Natal. With a legal career spanning more than three decades, her work has been grounded in a commitment to people, justice, and community. Her practice focuses on family law, a field she describes as dealing with life “from cradle to grave”. Susan Abro Attorney handles a broad spectrum of family law matters. These include disputes relating to children, divorce, financial consequences of separation, domestic violence protection orders, maintenance court proceedings, and complex international matters such as cross-border child abduction under the Hague Conventions. As Susan explains, “Family law is about the most intimate aspects of people’s lives. You are dealing with their children, their finances, their safety, and their dignity. You have to take all of that seriously.” At the heart of Susan’s work lies a clear purpose: to help people, particularly those navigating crisis and vulnerability. She says, “I’ve been involved with genderbased violence and the promotion of women since the very beginning of my career.” While her practice does not exclusively represent women, she has become known for her ability to support women facing severe emotional, financial, or physical hardship. “By the time clients leave me,” she reflects, “they are strong enough to continue on their own. Seeing that transformation is what gives me the greatest satisfaction.” STRONG WORK ETHIC Susan grew up in Melmoth, a small town in Zululand, where the absence of a local high school meant she had to attend boarding school. She was educated at St Anne’s Diocesan College, where lifelong friendships were formed. She went on to study at the then University of Natal in Pietermaritzburg, completing a Bachelor of Arts degree, followed by Bachelor of Laws (LLB) at the University of Natal’s Durban campus.Alongside her formal legal education, she pursued additional qualifications in business management through Damelin and undertook numerous specialist courses in family law, mediation, and arbitration. Her strong work ethic emerged early. Susan’s first job came at the age of 12, when she worked as a cashier in a Melmoth supermarket during school holidays. This early experience left a lasting impression. “You learn very quickly how to deal with people,” she recalls, “and that skill stays with you for life.” Susan’s professional journey was marked by both challenges and opportunities. She completed her articles at L.J. Paola Wright and Wilkinson during a period of transition, when the firm was taken over and women were no longer welcomed by the new management. Undeterred, she accepted an offer from Woodhead, Bigby and Irving, where she spent five formative years. “I’ve always believed you don’t burn bridges,” she says. “Those relationships matter, especially when you go out on your own.” MUTUAL RESPECT In 1995, Susan made the decision to enter private practice in association with Betsy Rowe of Sylvia Oversby and Partners, a firm they later purchased. The transition from being a partner in a large Durban firm to starting afresh was daunting. “I literally had nothing,” she admits. “But in those days, you just did it.” She credits her success to strong mentorship, loyal clients, and a professional network built on mutual respect. Many of her clients have remained with her throughout her career, evolving into trusted friends. Among Susan’s achievements, one stands out as particularly meaningful: her service as an acting judge of the High Court and later as a judge of the Electoral Court. She served two terms on the Electoral Court alongside the late Supreme Court of Appeal Judge President K.K. Mthiyane. “That was incredibly exciting,” she says. “When I first knew K.K., he was an advocate I briefed. We became very close over the years; even went to each other’s birthday parties.” Susan attributes much of her professional composure to a piece of advice she received early in her career. “My principal once told me that if you receive a letter that makes you angry, put it in a drawer,” she recalls. “If you take it out a day later and it still makes you angry, put it back. Never respond in anger. You need a clear head and collegiality – a concept many youngsters today don’t understand,” she says. “But without that, the system doesn’t work.” HUMAN CONNECTION One of the significant personal challenges Susan has faced is the progressive loss of her vision. However, she has adapted with determination and pragmatism. “Technology has made a huge difference. My phone talks to me, my computer talks to me, and I have incredible staff who support me.” She acknowledges that facing this challenge later in life, once her practice was established, made adaptation more manageable. Susan leads a small, close-knit team and places emphasis on wellbeing and human connection. “We do things together that aren’t work-related. We exercise in the boardroom, we try to eat healthily, and we spend time together socially.” She believes the nature of family law itself is motivating. “You see what people go through,” she explains. “It reminds you why the work matters.” Inspiration for Susan comes primarily from people. She speaks warmly of South Africans and their resilience, kindness, and sense of community. She draws inspiration from strong women who remain active and committed well into later life. These include 86 year old Mathabo Kunene who carries on the legacy of her husband, the late poet laureate, Mazisi Kunene, and does incredible work for the community. In addition, her own mother, also aged of 86 who has just retired is a role model. “They show you how strong you can be,” she says. “They are always giving back.” Looking ahead, Susan is optimistic about KwaZulu- Natal. “I really hope we can move forward doing business properly,” she says, “with honesty and integrity, and by helping one another. KZN is the best province in this country.” Susan firm’s logo reads, “We have a heart for family law,” a sentiment that reflects her life’s work. “When I’m gone. I want people to say that I lived a good life, that I looked after my community, and that I was honest.” For Susan Abro, leadership is service, integrity, and leaving people stronger than when she found them.” Previous Next

< Back KZN Top Business Partner Free consultancy 30 minutes Book Now About KwaZulu-Natal Top Business Portfolio Our flagship initiative is the KwaZulu-Natal Top Business Portfolio, which has been published annually since 1998. The Portfolio’s ongoing success has been achieved through the ability to constantly adapt to change and to use of a variety of communication methods. These include our newly developed multimedia website which is well optimised on a variety of search engines, an A5 hard copy handbook as well as a digital version, social media tools and a growing series of videos. Any business or organisation needs to ensure that their company’s competitive advantage is promoted to ensure a constant influx of clients. The overuse of electronic and social media platforms can create fatigue so currently a more balance response to communication is critical. Print is not dead and hard copy resources such as the KwaZulu-Natal Top Business Portfolio allow readers to easily obtain a snapshot of the achievements of successful businesses and organisations within KZN. Video is the latest feature used to market our clients’ business offerings. Through the videos hosted on our KZN Top Business YouTube channel we provide insights into some of the successful businesspeople and organisations that drive the economy of the province. Video marketing promotes services, educates clients, and helps to tap into new markets. As well as more brands utilising videos, consumers are now watching more online videos than before. The fast-expanding audience is fuelling rapid growth in demand from advertisers, making online video the fastest growing digital channel by advertising expenditure. https://www.youtube.com/watch?v=gPe5ggOf4Gc Previous Next

Jennifer Reddy Next Previous Jennifer Reddy is the chief executive officer of Morar Incorporated Jennifer Reddy is the current chief executive officer of Morar Incorporated. She attended the University of KwaZulu-Natal, formally University of Natal and obtained honours in accounting from the former University of Westville. She joined PricewaterhouseCoopers in Durban and completed her articles together with writing both board exams and qualifying as a chartered accountant. Jennifer’s first job was administrative work for a family business to earn a little spending money and keep herself occupied during school holidays. BORN TO BE A LEADER Describing her purpose in her current position, Jennifer says that she was born to be a leader. “I believe everyone is driven by a higher power that leads us along a path. I was fortunately in the right place at the right time and within a crisis an opportunity arose, and there I found my purpose in becoming the CEO of Morar Incorporated. My purpose was to continue a legacy that was already set forth, but to embark on my very own legacy of being a leader in the financial services sector.” One of Jennifer’s proudest moments was having her master’s thesis published by the South African Journal of Business Management (University of Stellenbosch). While this publication had no monetary value, Jennifer believes that this inclusion validated that she knew what she spoke about and that she added meaning and value to a knowledge world. “You sometimes underestimate who you are and what you’re capable of. But in years to come, I can show my children and their children that I am a published author.” In addition, Jennifer received a top student award in that year from Nick Binedell for his subject, Strategy and General Management. The best advice that Jennifer has received was when she embarked on a six-month journey of self-discovery and self-development on an in- augural leadership course for women held by the South African Institute of Chartered Accountants (SAICA). This course enabled her to regain confidence in herself. “After I had two kids, I was trying to figure out who I was. What should I be in the world? The trainer told me something simple: Have you ever just asked for what you want? In a nutshell, it was just me asking my stakeholders – my husband and my employer – will you be OK if I start this journey of self-discovery? And everyone came to the party – and they ended up being my greatest supporters.” EMOTIONAL JOURNEY The biggest challenge Jennifer has faced was when she assumed the role of CEO of Morar Incorporated. With that position came many issues as her mentor of 13 years suddenly passed on. “I had to face the emotional journey of trying to be strong for my employees and for my fellow directors. Very few people understood there was an emotional side to what I was going through. I was just as lost as the other people in the company. We were employing over 120 people at that point. The hardest part was getting the self-belief that I had the grit, resilience, and stamina to carry the company forward. I had been managing the business, so I knew what had to be done.” Jennifer found the strength within herself and navigated her team through this time of loss by demonstrating to them that within a crisis comes opportunity. In addition, she said that she had incredible people supporting and believing in her, which gave her much comfort as she needed to believe in herself. “We are moving forward, everything goes on. We are going to greater heights and digging deep. We were able to find it in ourselves to take ourselves to the next level,” commented Jennifer. HIERARCHY OF NEEDS Businesses such as Morar Incorporated are very much male dominated, with many personalities at play, which can cause conflicts and obstacles. In dealing with these challenges, Jennifer says that she always goes back to Maslow’s Hierarchy of Needs. “Everyone needs something. Everyone needs to feel something. As leaders we need to understand what our people need to keep them motivated.” While monetary value plays a significant role in professional careers, people want to feel valued most. Jennifer explained that it’s small things like remembering people’s birthdays, giving them a personal call or a card, and celebrating moments of achievement when they did well on a project that are important. “It’s making them that feel they are contributing to us moving forward, making them feel part of the team, and making them understand that no one is better than anyone else. We all are working together.” SILVER LINING Jennifer finds her own inspiration in learning about people’s journeys. This inspiration applies especially to those who come from the humble beginnings and who have built everything they have around them. She explained, “When they speak to you, you feel the wealth of their knowledge, empathy, and compassion. Also, the stamina and the resilience they had to show in their lives to get to where they are. It’s the leaders who didn’t come from generational wealth. It’s the leaders who self-made their businesses, who saw opportunities and were brave enough to take risks.” While Morar Incorporated has gained traction within South Africa and across borders, Jennifer would like to grow their international footprint larger. “I believe in the next five years Morar Incorporated will be a name that’s recognised with quality and excellence. I believe we are as competitive as any other company in this market, and we’ll be renowned as leaders in our field.” In conclusion, said Jennifer, “My motto is quite simple: ‘Within every crisis lies an opportunity’, and it is for you to see the silver lining.” Previous Next

If every businesswoman could hand hold another woman; just to help them to become a businesswoman, we would have done well.Boni Mchunu < Back Boni Mchunu Managing Director at East Coast Radio (ECR) Boni Mchunu is currently the managing director at East Coast Radio, and she has been with the station for the past eight years. Her business career, Boni said, has “been really a journey”. She joined East Coast Radio from the KwaZulu-Natal Provincial Tourism Authority and before that she worked for Unilever, South Africa. Boni added that she has always regarded herself as a leader, who is an industry agnostic. She said, “Put me in any business and I will be able to tap in and really immerse myself into understanding that business.” Reflecting on her position at East Coast Radio, Boni commented that it feels like yesterday since she started her radio career. She added, “East Coast Radio is the heartbeat of KZN, and I am a KZN girl. I was born here, I was educated here and it is home. The station is at the heart of absolutely everything that KZN is about, and I just love it.” Self-drive, self-determination, self-awareness and really knowing what it is that she wants to achieve have motivated Boni’s journey. She added that her dad died when she was in her teens, and he really inspired her a lot. “One thing he told me was that I must be careful about the decisions I make about education. And education for me has been at the heart of absolutely everything that I do.” It is therefore unsurprising that Boni is in her final year of completing an MBA. Boni is also inspired by reading about other successful people, such as Steve Jobs, as well as the likes of Mandela. “If you read about the Mandela journey, you really get to understand that nothing is impossible under the sun, if you put your mind to it,” explained Boni. “You must just have discipline to make sure that you achieve whatever you set out to achieve,” she added. There have been many challenges along her journey explained Boni. “I think the very obvious one is being a black young woman in South Africa. There’s always that connotation that, are you here because you are a quota? And I always want to make sure that people know that I’m here because I’m worth it. I’m suitable. I’m qualified, and I can do the job.” The recent past, especially with Covid, has been a huge challenge. “It was my fourth year at East Coast Radio and was probably the first time where we were down double digits versus what we had set ourselves to achieve as a business.” However, said Boni, they learnt that resilience pays off and the station has been able to rebuild and achieve great business results again. As the province has also faced floods and unrest, Boni commented, “One thing that stands out for me about this province is that the people in KZN live by the spirit of ubuntu and that’s why we’ve been able to rebuild.” “Personally,” explained Boni, ‘My future goals are about being the best version of Boni every day. I don’t let failure define me. I remember when I started my MBA journey, there was a time when I was about to give up, but the resilient Boni in me kept me going.” In addition, as Boni is a mother to three children who look up to her, it’s very important for her to take into account the lessons that she is imparting to them. As a leader Boni is very results driven, so she needs to make sure that she delivers. Most importantly, as mentorship has been important to her and she has learnt so much through this journey, she wants to give back meaningfully and sustainably through education. “I know what education has done for me, so it’s one of my legacy things that I want to leave behind,” she says. Boni has identified four girls who she is mentoring. “It really was quite encouraging and satisfying for me to have one of them graduating last year. I’m glad that I could be there to navigate tertiary education with her. It’s really been an amazing four years to see her where she is today. I just think that if every businesswoman could hand hold another woman; just to help them to become a businesswoman, we would have done well.” In advising young women, Boni says that it’s important to be yourself, be authentic and work hard. “If you work hard, your work will speak volumes, whether you are present or not, and then life will unfold. Be you, because if you try and be somebody else, I believe that the universe can’t find you, whereas if you are authentically yourself and just work hard, everything else will take care of itself.” One of Boni’s favourite things to do to relax is to run, which is her therapy of choice. She also enjoys spending time with her kids, her husband, and having moments that they can cherish. She added, “I love cooking. I don’t cook every day, but if I do cook, I cook with my kids, especially on weekends. We try different recipes as I have an eye for culinary arts.” Boni says that she believes in looking after yourself. “I believe that if you have self-love then you can extend that love to others. If you don’t love yourself, then it’s hard to give it up. So self-love and time to myself is very important so I can spend time with people, those who are close to me and those whom I work with meaningfully.” “Being part of KZN Top Business Women is great as the initiative is centred around this province. I believe KZN is an amazing destination with amazing businesswomen. Initiatives like this really go a long way in positioning us in this province. We can show other women, especially younger women, that it is possible to take up the space in business,” concluded Boni.