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The KZN Top Business Women initiative is an annual recognition platform that profiles and celebrates 40 influential female leaders across various sectors in KwaZulu-Natal. Unlike traditional competitive awards, this program recognizes every selected participant as a "winner" to showcase their unique contributions to the region's economy and society. KZN Top Business Women: Recognition Ceremony 2026 Celebrating Excellence, Leadership, and Impact Welcome to the nomination portal for the KZN Top Business Women initiative. This is not a traditional awards competition; it is a prestigious recognition ceremony designed to shine a spotlight on the phenomenal work, decisive leadership, and exceptional contributions of women who drive our regional economy forward. We believe that every woman who contributes to our vibrant business ecosystem deserves to be celebrated. Why Nominate? Visibility: Showcase your achievements or those of a deserving leader on a premier platform that highlights regional corporate excellence. Recognition: Be part of a collective celebration where all participants are honored equally for their role in our economy. Connection: Join a network of high-level industry leaders and innovators committed to positive regional storytelling and commercial growth. Nomination Form Please complete the details below to nominate a leader for the 2026 recognition cycle. Nominee Information: First name* Last name* Company name* Position* wed address* Address Email* Mobile Number* Landline* Position Leadership Highlights:* Link to Nominee/LinkedIn* Nominate By submitting this form, you acknowledge that this information will be reviewed by the KZN Top Business committee for inclusion in our 2026 recognition gala. The Blog Sell the Sizzle: Why You Must Be in the Room on 10th September 10th Building Trust in Business: The Human-Centric Approach of KZN Top Business Awards Practical tips to tackle rising fuel costs Digital Dominance in KwaZulu-Natal's Business Ecosystem for Strategic Growth Ocean Innovation Africa Summit in Durban Business Insights for the KZN Community Highlights from 2024 To play, press and hold the enter key. To stop, release the enter key.

CHRIS TYSON's interest in the property industry started from an early age as his family comes from a property background Subscribe Home KZN Leaders Up Up Chris Tyson CHRIS TYSON's interest in the property industry started from an early age as his family comes from a property background I expect a lot but also give a lot in return. I look at every employee as a partner CHRIS TYSON's interest in the property industry started from an early age as his family comes from a property background. Tyson said, "My father had a construction company. My mother was an agent for many years and owned her own agency. I can remember going to property viewings with her as a small boy." In 2001, his own real estate career started as an agent for a small agency in Durban. He then moved to a larger agency, where he built his initial Tyson Properties team. In 2005, the first Tyson Properties office was opened in Durban. Over the past year, Tyson Properties has consolidated its presence in the KwaZulu-Natal, Western Cape and Gauteng markets and now has 31 offices. Going forward, Tyson Properties is expected to continue as a leader in the KwaZulu-Natal provincial property sector and grow the group's national footprint. In Gauteng, Tyson Properties have extended its footprint drastically and opened a new flagship office in Dunkeld West to accommodate its growth into the Sandton and Parks areas. Tyson Properties is also in negotiations to open its third office in Johannesburg later this year. In addition to marketing residential, commercial and rental properties, Tyson Properties has expanded its service offering to include a property management division that specialises in the administration of a number of exclusive properties and sectional title developments. Although there are many influences on a business success. Tyson says that that it has become a business owner's responsibility to make sure that their business is sustainable by constantly challenging the norm and striving for change and excellence. "Often doing new things means cutting existing budgets to achieve this. We do, however, see this as an advantage and have always used tough times to grow the company to position ourselves better for upturns in the marketplace. One either has to have reserves to ensure sustainability or work within a budget that creates reserves. This however can stunt the growth of a company," says Tyson. Part of ensuring sustainability is apparent in his leadership style, which he says is very relaxed. However, says Tyson, "I expect a lot but also give a lot in return. I look at every employee as a partner." "I also believe that I'm very inclusive and involve the team in driving projects and campaigns. I have always tried to balance the work environment, making it fair for both the agent and the company. This is achieved by supporting my internal team and building partnerships with outsourced agencies such as our marketing agency and public relations consultant." One of the business development advances that is extremely close to his heart is in the development of the newly formed After Sales Division. This division will deal with every aspect of the sale, from the date the sale agreement is signed, to the day that the property transfers, and beyond. "With the increase of first time buyers coming into the market we feel we can add real value here, ensuring that our clients receive the best possible advice and guidance," commented Tyson. Tyson is also committed to giving back to the community, which he says, "is very much a part of who I am and something I am passionate about". Before branching out into real estate, his early working career was for a large non-profit organisation. Consequently, each of the Tyson branches has their own social responsibility projects in their areas. Tyson Properties is also working hard at developing a group initiative. When not at work, Tyson spends time with his family to ensure that his own life is balanced. He concluded, "My personal life is very important to me and I make sure I balance it. I am married and have a son of four and a half years. We are a very homely family and we love to travel. We also enjoy the outdoors and keeping fit."

Rob believes part of the reason they keep customers is that he and Bruce are determined and detailed individuals. "It was easy, almost instinctive, to deliver outstanding service, and that led to the development of a trusted reputation." This trust enabled them to quickly pass their competitors. Subscribe Home KZN Leaders Up Up Rob Lovemore Rob believes part of the reason they keep customers is that he and Bruce are determined and detailed individuals. "It was easy, almost instinctive, to deliver outstanding service, and that led to the development of a trusted reputation." This trust enabled them to quickly pass their competitors. Develop a reputation of trust, reliability and integrity - it draws quality clients. Establish an internal culture of family, hard work and fun - it draws great staff ROB LOVEMORE, the co-founder and joint-CEO of Lovemore Brothers, was briefly involved in the rigging industry whilst working as a young mechanical engineer. He saw an opportunity to start a rigging and machine moving business in the Durban market, and he and his brother Bruce - who he asked to join him to take the initiative forward - swiftly formed a partnership. Rigging, a practical, detailed process, would suit their personality traits and training. The business offered independence, and an opportunity to make money. They created an infrastructure and put the elements of business together before starting to trade in 1989. Rob wanted "well coloured and well labeled" branding for the business. "Right from the start we were Citigolf blue and we stuck our Lovemore name to it, I saw the potential for connecting this name to a brand," he says. They liked the old fashioned "Brothers" part of the name. They initially added a "Parks Board Rhino" to the name, but in an inspired moment, with luck, we changed it to a crane. This was not because of the connection to our mechanical cranes, but to have a name close to nature. Then we made the connection, and our friends and family thought it was fantastic." In the early years, the partners were responsible for different functions, Rob focusing on finances, strategy and marketing, and Bruce on operations and staff matters. Rob reflects, "We are a great pairing, we think differently and complement each other. We are a great team." As the business grew organically and expanded into new geographical areas, both partners started assuming responsibility for all functions in different regions. The management style was initially fairly autocratic, also due to the management structures. In recent years more supporting and senior management structures were introduced. More responsibilities were handed down to young managers. Rob remarks, "The young management team is competent and reliable, they will carry the business further and ensure its sustainability." Rob believes part of the reason they keep customers is that he and Bruce are determined and detailed individuals. "It was easy, almost instinctive, to deliver outstanding service, and that led to the development of a trusted reputation." This trust enabled them to quickly pass their competitors. "The service did come at a price for the customer, but also fair value." The nature of the business keeps Rob motivated. He believes he and Bruce are entrepreneurs and contractors by nature, it is in their DNA. They have an innate desire to deliver an end product. "We like the management elements, well skilled people that are coordinated, and using complex equipment. Rigging is an unusual business, a niche part of the mechanical engineering world. People don't imagine the process of establishing a factory, the heavy bulky pieces of equipment or machinery for which one must find a way to get it into the factory," Rob says. "Every lift is slightly different, we love the challenge and are stimulated by it," he enthuses. When asked what is most important in his line of work, Rob replies that is integrity and your character. He believes it is important to create a good environment to work in, create a sense of family, make employees proud of where they are, and give them a sense of belonging in a fair place. Rob's advice to someone new to business is that one's focus and commitment to the process must be unrelenting. Attention to detail is essential. It is important for Rob to take holidays to relieve high workloads and stress conditions. For him there is always a great trip ahead to look forward to. His adventurous character is evident as he says. "I love the winding road, not the straight road. A horizon I am not sure of. I like not knowing what is at the other side of the hill."

Bongi holds a bachelor’s degree in finance and a postgraduate diploma in investment management and banking, both bestowed upon him by the University of KwaZulu-Natal Subscribe Home KZN Leaders Up Up Bongi Mkhize Bongi holds a bachelor’s degree in finance and a postgraduate diploma in investment management and banking, both bestowed upon him by the University of KwaZulu-Natal Success stems from hard work Bongi Mkhize, the CEO of the KwaZulu-Natal Joint Municipal Pension Fund (NJMPF), grew up in Ndwedwe which is situated in a very underdeveloped region. In commenting on his childhood and early schooling Bongi said, “As a young man I had to juggle between herding my father’s cattle as well as going to school. In so doing this taught me to be disciplined and self-sufficient in facing the challenges of life.” For Bongi there were challenges such as studying without text books because his father could not afford to buy them. However, despite the challenges faced in acquiring a basic education Bongi did push through them and achieve his goals. Bongi holds a bachelor’s degree in finance and a postgraduate diploma in investment management and banking, both bestowed upon him by the University of KwaZulu-Natal. His first job was with one of the banks where his duties included customer service and bank telling. Bongi saw a need to further his education and that paved a way to serve and complete his South African Institute of Chartered Accountants (SAICA) articles, which he did with the Office of the Auditor General. Here Bongi gained significant experience in compliance, statutory, auditing and accounting in the public sector. His auditing experience includes internal and external auditing of both provincial and national departments, municipalities, and public entities. Bongi then was provided with an opportunity to join the KwaZulu-Natal Joint Municipal Pension Fund. He explains, “I started as the finance manager and grew through the ranks and served as the chief financial officer from 2011 to 2018. The board appointed me as the deputy CEO in 2018 which gave me a more strategical role that paved the way for me to become CEO in 2019.” As he was from a previously disadvantaged community, a major challenge that Bongi has faced has been the need to double his efforts in the work environment in order to be on par with his peers and achieve his job targets within a normal time. However, he says, “My story, which is the story of my life has always been to push myself to the limit to ensure that I achieve better than my peers. I think that my success stems from hard work, dedication and commitment.” Last but not least, Bongi is easily able to adapt to whatever environment he is thrown into. In commenting on what has motivated his career path Bongi says, “I am inspired by poverty because of my humble beginnings. I saw where my community was struggling, and I thought that I needed to change that narrative and do things differently. Basically, in so doing, I had to look for financial literacy programmes because I felt that is where my community and people in South Africa in general are lacking and is the big issue. In order to alleviate poverty, one has to ensure that people are well equipped to make those informed decisions.” “My passion is seeing our members making good financial decisions and striving for their wellbeing at retirement. Even now government wanted to allow access to pension fund during your working life. Obviously, this means exposing our communities to even more risk rather than saving for retirement.” One of the areas that interests Bongi is the changing shape of the global economy and the rapid development of technologies. He believes innovation, such as robo-advisors and the modernisation of products and services through IT, has a part to play in NJMPF’s line of business. “Using technology to lower fees is critical for a retirement funding service and its members. Experts believe that as entities have grown, complexity, specialisation, silos, and ultimately hierarchy have choked off the capacity to readily adapt and innovate. Finding innovative ways to enhance and accelerate member participation in the retirement funding arrangement is important.” Bongi’s work hours are very demanding and he says that he spends most of his time at work. However, in order to disconnect and relax, he spends time with his family – his wife and three children. In conclusion Bongi says, “My motto is every day is a second chance. So, whatever was not done correctly the previous day, you’ve got today to correct.”

"I believe that I am innovative and not deterred from experimentation with new or unconventional ideas." He added that his success has also been driven,  by the good fortune to have inspirational role models as leaders in most cases." Subscribe Home KZN Leaders Up Up Charles Henzi "I believe that I am innovative and not deterred from experimentation with new or unconventional ideas." He added that his success has also been driven, by the good fortune to have inspirational role models as leaders in most cases." We must recognise each individual as unique in terms of their potential and make a contribution to their personal growth CHARLES HENZI is a seasoned human resources practitioner having worked in several senior roles, within diverse sectors, and including high profile global enterprises. He is motivated by the need to create, "A world of work which provides purpose and inspiration for all, namely, highly engaged people taking self-inspired action ... for Results!" Upon finishing school, Henzi entered the then University of Natal to study for a degree in geology, based on his interest in the natural sciences. He commented, "Two vacation jobs comprising working in the field as a prospecting assistant and underground in a gold mine convinced me that a fulltime career in this field was not for me. But, as I had gained some exposure to the human resource section on the mine, I decided that this was the field for me. On graduation, I was privileged to be appointed as graduate trainee with Unilever which, I believe set me up for a career in human resources." Henzi says that his career has been driven by his self-belief and his own energy to succeed. "I believe that I am innovative and not deterred from experimentation with new or unconventional ideas." He added that his success has also been driven, by the good fortune to have inspirational role models as leaders in most cases." However, Henzi's self-belief and energy paid off and early on in his career he was afforded the opportunity to set up and lead the human resource function within a top organisation. Although he felt that he not remotely ready for this responsibility, it was for him one of the highlights of his working career. This responsibility was also accompanied by new challenges. Although he assumed this, and later other management roles, when at relatively young age, he had to convince older peers to follow bestpractice. Henzi said that his strengths in this regard were really wanting to understand the details of business processes and his role in contributing to successful outcomes. Henzi says that from a human capital best practice perspective it is essential to regard employees as assets, not commodities. As such, over the years, he has worked within a broad diversity of enterprises; facilitating the implementation of employee performance and reward interventions. The latter part of his career has taken him into providing human resource services with an emphasis on employee performance and reward. He then became a member of the DRG Outsourcing team as Service Line Leader: Employee Investment. DRG Outsourcing is a leading human capital advisory service provider where he has had the opportunity to develop new approaches. Operating in a global capacity, this responsibility has a focus in the field of enterprise leadership. This activity has also provided him with a broad selection of case studies from which to draw on in facilitating practical, effective leadership interventions. In reflecting on his own leadership style, Henzi says that he prefers to collaborate with others. "I enjoy creating a working environment that enables people to grow their skills set, confidence and capacity to take on greater responsibilities." However, Henzi noted that he finds it challenging to work with people who place their personal agendas above their leadership responsibilities to stakeholders. Speaking of the future, Henzi says, "I am 70 years old and hope to continue adding value to enterprises through facilitating the implementation of human capital best-practice, especially in the area of leadership. There is a possibility of relocating to the United Kingdom or Europe and, through networks there, to make myself useful in those environments." Henzi has made a significant contribution to the education of children from disadvantaged communities, in an involvement with a Durban NGO spanning some 40 years. In his free time, Henzi prefers to be close to nature outside of the corporate environment and has over the years, spent time on safari or hiking, often in rather wild and remote areas.

In order to handle change and deal with expectations, Martins regards constant personal development, as a must. This is particularly relevant to keep up with the latest trends in her field of speciality in order to achieve success. Subscribe Home KZN Leaders Up Up Prof Ana Martins In order to handle change and deal with expectations, Martins regards constant personal development, as a must. This is particularly relevant to keep up with the latest trends in her field of speciality in order to achieve success. I embrace the motto of lifelong learning whole-heartedly in order to keep abreast with the changes that are constantly evident PROF ANA MARTINS is the acting dean and head of the Graduate School of Business and Leadership at UKZN, which she believes is the current highlight of her professional career. Martins' professional journey has encompassed a mosaic of experiences. She has been fortunate to have worked for over two decades in higher education institutions located in a range of countries with diverse cultures across the globalised world. Her academic career has followed a traditional model where she started on the career ladder as a part-time tutor, moving to junior lecturer, senior lecturer and associate professor with a multiple collection of roles, ranging from lecturer, researcher, personal tutor, to academic leader. In order to handle change and deal with expectations, Martins regards constant personal development, as a must. This is particularly relevant to keep up with the latest trends in her field of speciality in order to achieve success. "I embrace the motto of lifelong learning wholeheartedly in order to keep abreast with the changes that are constantly evident in the academia and industry. Moreover, I have my unique skill set, which is embraced by my interests and values," Martins explains. Her strengths encompass a strong work ethic, being enthusiastic, persistent and conscientious and being open to experience. "I'm very organised and pay attention to detail as well as being reflexive. I focus on encouraging harmony and work to achieve the common good of all." In addition, she explains that it is important to know the purpose of the organisation in order to stay focused on its values and roots. Martins has a strong focus on humanising leadership, which is centred on both people and values. She believes that emotional awareness contributes to agile leadership principles and competencies. "I focus on doing away with the disconnect that prevails in business schools wherein leaders are detached from their fellow academics and students, perpetrating a defensive dehumanising commercial focused mindset." "Moreover, learning as becoming relies on nurturing a leadership style wherein colleagues and students endeavour to ask and answer existential questions; namely, 'Who am I?', 'What do I care about?', 'What does success look like?' as well as 'What does it take to lead well?'" By keeping the human touch and embracing a student-centric approach, such conversations provide a valuable tone on the standpoint of the organisation. In addition, Martins holds to the necessity to innovate in ways that meet the changing needs of students. Some challenges that Martins has experienced in the past and which have provided her with a rich learning curve, include (un)conscious bias; lack of support and cooperation; lack of organisational and flexibility and mindfulness; lack of encouragement to take the first step on embarking on journey towards a senior management role. With this learning, Martins has experienced growth in that she has had to learn how to define success and has experimented with her career by taking several risks. "I am appreciative of the authentic vision for inclusion and diversity in the workplace which has played a fundamental unbiased role in reaching the current position I hold," Martins explains. The uncertainties associated with the academic career have arisen due to the paradigm shift from elite to mass higher education. This shift is evident in the perception of academic careers which have moved from the ladder to more recent academic career maps, wherein transdisciplinary themes dominate, allowing one's area of expertise to be supported by a range of subject areas. In the future, Martins would like to write a book narrating how the various countries she has lived in have shaped her experiences on learning and teaching. In her free time, Martins is a musicophile and cinephile. "I'm passionate about cooking and sumptuous baking, and I try my hand in painting thus indulging my creativity."

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.

"I am inspired by making a difference. When you finance businesses and can see the growth in these entities, it gives a great sense of accomplishment Subscribe Home KZN Leaders Up Up Pat Moodley "I am inspired by making a difference. When you finance businesses and can see the growth in these entities, it gives a great sense of accomplishment I am inspired by making a difference PAT MOODLEY has been in the financial sector for over 30 years, where the desire to promote sustainable business development and economic growth has shaped his career. After completing his initial university degree, Moodley obtained a position in the banking sector focusing on financing of SMMEs and corporates. This experience, as well as working for other finance institutions, resulted in a position at the Industrial Development Corporation (IDC) where he has worked for the past 19 years. Moodley says, "Working for IDC is not only a job, but it is also a calling." He explained that he is driven by the desire to grow viable and sustainable businesses that have social impact; especially businesses that create jobs to counter the high rate of unemployment. Moodley says that he is motivated daily by the fact that once he reaches retirement age, he will be able to reflect on his achievements and the difference that he has contributed to enhance the business sector in KZN under his leadership at the IDC. "I am inspired by making a difference. When you finance businesses and can see the growth in these entities, it gives a great sense of accomplishment. He added that when you finance a business that creates jobs, then families can enhance their lives and secure a better future for their children. By creating jobs, we are creating a sustainable country that ensures our future. Young and upcoming university graduates have a likelihood of being employed locally rather than moving out of the country." The commitment to his multifaceted role is apparent in the long and demanding hours that Moodley puts in to ensure that his clients' needs are met. He says, "Working at the IDC is not a standard eight to five job."Moodley describes himself as being very people oriented and has an open-door policy to both his employees and clients to discuss any issue relating to business and the work they do. "Dealing with people is not always easy and it takes exceptional skills, especially where finances are involved. Part of my role is educating my team on how to manage client's expectations." The IDC KZN team is very passionate about development and constantly work to empower sustainable business entities. "We are customer focused and ensure that we provide a high level of service, our clients are extremely important as they are the foundation for the growth of our economy. Servicing clients may include identifying gaps in their business model that require attention or providing mentorship to assist their businesses to grow." The KwaZulu-Natal regional office's success has also grown out of the relationships it has forged with the public and private sectors, other development finance institutions, as well as commercial banks. In addition, Moodley says that although he and his team need to be very empathetic, they also need to be firm on the occasions that the IDC is unable to assist with applications for funding. He added that if a project is not sustainable there are valid reasons, and these are explained to the client in detail. We finance businesses that are sustainable and economically viable." Moodley's advice to anyone entering the finance industry is that they would need to have integrity and honesty. Although Moodley is very comfortable with his current achievements, he intends to ensure that the IDC continues to have an impact on the lives of people who require support. He believes that the KwaZulu-Natal province has many opportunities and it's vital to tap into these. Moodley is married with one son. During the weekends, he enjoys relaxing at home and often spends time cooking to unwind. When possible, he and his family enjoy travel to ensure that they spend quality time together.

JONATHAN NAIDOO is an economics graduate with post-graduate specialisation in research methods, political and economic geography. He was previously COO of Trade and Investment KZN and holds certificates in imports and exports, project financing for public-private partnerships, conflict management, program management, financial modelling. he also holds an estate agents' diploma and an education degree specialising in mathematics Subscribe Home KZN Leaders Up Up Jonathan Naidoo JONATHAN NAIDOO is an economics graduate with post-graduate specialisation in research methods, political and economic geography. He was previously COO of Trade and Investment KZN and holds certificates in imports and exports, project financing for public-private partnerships, conflict management, program management, financial modelling. he also holds an estate agents' diploma and an education degree specialising in mathematics Jonathan Naidoo - "Always maintain a visionary outlook JONATHAN NAIDOO i s a n economics graduate with post-graduate specialisation in research methods, political and economic geography. He was previously COO of Trade and Investment KZN and holds certificates in imports and exports, project financing for public-private partnerships, conflict management, program management, financial modelling. he also holds an estate agents' diploma and an education degree specialising in mathematics. Jonathan has extensive experience in trade and investment-related activities, having led and accompanied a number of outward and inward business missions. Jonathan's business experiences, coupled with his connectivity, both domestically and internationally has earned him the reputation of an astute "deal maker". As the CEO of SmartXchange, he is passionate about the work that the business incubator is doing to promote the development of entrepreneurs in the MICTe sector. He is focused on what he wishes the organisation to achieve and always maintains a visionary outlook. This approach is necessary in order to remain relevant in the innovation space. Naidoo maintains that the ongoing exposure to the vibey and fantastic ideas of these young entrepreneurs is very exciting and provides momentum to the management of the day to day business. Jonathan's entrepreneurial passion resulted in a number of start-ups: Excellent Signs (1985), a 180 seater a la carte restaurant, and a take away and ice cream parlour at the Port Shepstone beachfront (1989), and Excellent Furniture (1992). In 1998 he established a property development company, Jorano Investments. In 2000, Jonathan sold off his three businesses to focus exclusively on property development. Jonathan is currently appointed onto the Ray Nkonyeni Mayoral Economic Advisory Committee and serves as a Council Member of the KwaZulu-Natal Human Resource Development Council as the lead champion for the ICT sector. Naidoo says that SmartXchange's success has been made possible through three key elements. Firstly, he has the backing of motivated staff, patrons and a highly supportive board. Secondly, SmartXchange has developed powerful strategic partnerships with government and the private sector. Third is the commitment and dedication of SMMEs which is essential. "If they don't give us good," results then we don't look good, commented Naidoo. Naidoo's vision would be to see SMMEs moving from business support and reselling to the innovation of great products, which results in high growth companies. SMMEs also need to ensure that they have a broad client base in order to avoid being a high-risk company in the event of the loss of key clients. This is especially apparent when companies are over-dependent on government contracts, which are at times not renewed at the end of the service delivery agreements. In the future, Naidoo would like to see the SmartXchange model being duplicated as it has the potential to be adopted as a national model. Another of Naidoo's passions is for innovation to contribute to the development of 'Smart African Cities'. He said that South Africa has the potential to be a leader and to have a global footprint. However, innovations in technology are only one aspect of the solution. "We also require people to develop smart attitudes. We need smart minded people who are able to deliver the 'wow' factor. We need those people who are able to give me bad news with a smile and who are able to go the extra mile and make me feel good even if there are challenges.". In conclusion, said Naidoo, "Incubated SMMEs are a formula for success with guaranteed results on condition that they work hard, have a little bit of luck and faith in God," When not at work, Naidoo enjoys the outdoors, including hiking, gardening, golfing and fishing. He says, "Gardening is my therapy. As you would nurture a garden, similarly with entrepreneurs. you would do the same. You plant the seeds, nurture and care for them and watch them grow, blossom and flourish into successful sustainable businesses for all of us to enjoy the fruits of our labour."

"We pride ourselves in continually striving for excellence and in ensuring that our food is interesting, local and relevant, but most importantly, being steadfastly mindful of our footprint on the environment by adhering to strict QMS and ISO practices. Subscribe Home KZN Leaders Up Up Merrill King "We pride ourselves in continually striving for excellence and in ensuring that our food is interesting, local and relevant, but most importantly, being steadfastly mindful of our footprint on the environment by adhering to strict QMS and ISO practices. Collaborating for success MERRILL KING, joint MD of Capitol Caterers, has had a 36-year career in the food industry. King, when having to decide on a career path, followed in her brother's footsteps who was working in the hospitality industry, and was lured by the 'romance' of working in the kitchen. She qualified as a chef through the trainee programme at the Royal Hotel in Durban. This culinary background has served her well, providing King with a thorough knowledge of food preparation and service. She has served as Group Executive Chef for a period of ten years at Capitol Caterers. However, together with joint MD Russell Nzimande, King now focuses on the business side of managing Capitol Caterers' daily operations. Headquartered in Pietermaritzburg, Capitol Caterers was founded in 1993 by her husband Giles who in the current role as chairman, still plays an active role in the business. The company is currently entering its 26th year of service and caters for clients in KwaZulu-Natal, Eastern Cape, Western Cape, Free State, Gauteng as well as in Eswatini. King says that much of her time is spent travelling to the regional offices to ensure that these operations are well supported. In addition, she values the relationships that she has developed with her staff and she strives to understand their needs and ensure that they are happy. "We favour a collaborative style of leadership and obtain input from all divisions when decisions are to be made. Within the catering environment, all of our staff play important roles. While wages may motivate some staff members, supporting our staff so that they are happy means that all our clients are happy too," commented King. Capitol Caterers has over 100 clients in different sectors. These range from the education and health sectors, to the commercial and the retirement sectors. "The catering business is hard work. In order to meet these varied sector needs, a standardised approach or menu is not possible. We have to ensure that our menus are within our clients' vastly different needs and budgets." In addition, Capitol Caterers not only keeps up with food trends but ensures that all the food that is prepared in their kitchens is nutritious and fulfils a wide range of dietary needs while being beautifully presented. "We pride ourselves in continually striving for excellence and in ensuring that our food is interesting, local and relevant, but most importantly, being steadfastly mindful of our footprint on the environment by adhering to strict QMS and ISO practices."In order to ensure that the staff are skilled, Capitol Caterers has registered Midlands Hospitality Academy (MHA), which is accredited by the Quality Council for Trades and Occupations (QCTO) and CATHSSETA. Staff empowerment has been promoted through the company's Workers Trust. In an empowerment deal initiated in 2003, the beneficiaries have grown to 570 and now boast a 49% share in Capitol Caterers. King commented that in addition to empowering staff, the company needed to continually make its presence known in the marketplace through active marketing campaigns. In order to obtain some life balance, King enjoys spending time in the gym, paddling or running to stay fit and 'to ensure a flow of endorphins'. She is a competitive canoeist who has won several age-category gold medals in the Dusi and Fish River Marathons as well as a silver medal with partner, Sonja Bohnsack, at the World Marathon Canoeing Championships in Pietermaritzburg in 2017. She hopes to complete her 16th Dusi in 2020. King has also competed in running events including two Comrades Marathons and five Two Oceans ultra-marathons. King was the first woman to hold the position of president of Canoeing South Africa, which she occupied from 2008-2010. She is a long-serving board member of the South African Confederation of Sport and Olympic Committee (SASCOC). Whenever possible, King enjoys relaxing with her husband, their three children and grandson.