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Prof Singh has served on several national and international committees related to his areas of interest in education. He has presented at many conferences and his research has been published in journals both locally and internationally Subscribe Home KZN Leaders Up Up Prof Anesh Maniraj Singh Prof Singh has served on several national and international committees related to his areas of interest in education. He has presented at many conferences and his research has been published in journals both locally and internationally I don't talk about it - I just do it PROF ANESH MANIRAJ SINGH has a long history as an academic, having obtained BA, MBA and DBA degrees from the University of Durban-Westville. Since 1999, he has been in the employ of the university; a period of 20 years. In that time, he has worked his way up the ladder from a temporary lecturer through several academic roles and leadership positions at the University of KwaZulu-Natal (UKZN). These are interim head of Information Systems and Technology, Deans Assistant - Research, Head of the Graduate School of Business, and dean and head of the School of Accounting, Economics and Finance. One of the highlights of his career was leading the Graduate School of Business to be recognised as the Top Brand in KwaZulu-Natal in 2011. In addition, he has served as an executive member of the IT Standards Generating Body of SA and served on the Education Portfolio of the Computer Society of South Africa - KZN Chapter. He was also the national vice president of marketing of the Computer Society of South Africa in 2005 and 2006. Prof Singh has served on several national and international committees related to his areas of interest in education. He has presented at many conferences and his research has been published in journals both locally and internationally. When the position of executive director of the UKZN Foundation became vacant, he was asked to take on the role. This was a position of responsibility that Prof Singh was happy to accept, and he was appointed as the executive director of the Foundation in 2016. He commented, "I felt that I would be able to do a lot more for the university than from a position of a single school but rather from one that looks at the total university and finding solutions for all the students." The UKZN Foundation is the official fundraising arm of the institution. "The primary function of the Foundation is to provide a professional fund-raising service that benefits all stakeholders, including students, academics, society and the various strategic projects of UKZN," said Prof Singh. "I work with a team of eleven people who are every dedicated to ensuring that we raise funding for the university and its initiatives." The funding is directed towards teaching and learning support, research support, community engagement, and most importantly student funding, which includes bursaries, disability support and food security. "I believe I am successful because I am now at a point in my life where I can give back, I am successful because I can make a difference in other people's lives." Of importance is that the UKZN Foundation strives to cultivate a strong relationship with donors, which typically consists of trusts, foundations, businesses, high net worth individuals, alumni and the general public. Said Prof Singh, "Maintaining these relationships is essential to driving the UKZN Foundation's fundraising programme." He said further, "It does not matter, the size of the donation ? big or small, we appreciate all our donors equally." Prof Singh said that his late father made a strong impression on his life by two maxims: "be true to yourself" and "hard work does not kill you". These are maxims which he puts into practice daily. He says that his role is about building relationships as these firstly open doors, afterwards you need to get to know people and earn their trust, donations follow thereafter. "I try to maximise my time and it is very important that I spend more than 50% of this out of the office. Donors are not sitting at the university, they are out in industry and I have to be where they are. UKZN needs the support of the business community to engage more effectively and to invest in the city, the province of KZN and ultimately the country." He concluded, "My motto is very similar to Nike but is quite different: I don't talk about it - I just do it."

CEO at Coastlands Hotel & Resorts Subscribe Home KZN Leaders Up Up Saantha Naidu CEO at Coastlands Hotel & Resorts

"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.

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."

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.”

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

Maharaj reflected, "Going back to our African roots, it is perhaps opportune that we begin to explore the concept and possibilities of the collaborative economy or sometimes called the sharing economy. We cannot continue to condone an environment where we have islands of prosperity in a sea of poverty, unemployment and inequality." Subscribe Home KZN Leaders Up Up Prasheen Maharaj Maharaj reflected, "Going back to our African roots, it is perhaps opportune that we begin to explore the concept and possibilities of the collaborative economy or sometimes called the sharing economy. We cannot continue to condone an environment where we have islands of prosperity in a sea of poverty, unemployment and inequality." Contributing to the greater good of society PRASHEEN MAHARAJ, CEO of the South African Shipyards, career is driven by the African philosophy of "If you want to go fast, go alone. If you want to go far, go together". He added that this saying could not be more relevant today than in South Africa. "When I was in business school, I met the Father of Black Economic Empowerment, Dr Don Mkhwanazi, who then shaped my life from a business, political and personal perspective. Ndonga left me with the task of applying knowledge, networking and entrepreneurship skills to address the issues of inequality, poverty and unemployment. As a result, I sit as a council member of the Durban Chamber of Commerce and Industry, a member of the board of directors of EThekwini Maritime Cluster and a member of the shipbuilding committee of the Aerospace Marine Defence Industry Body. Through these platforms our task is to fast track the transformation that this country so desperately requires." Another early influencer was investor and financial journalist, Richard Cluver, whose articles and books he read religiously from the age of 11. In his teenage years and young adult life his uncle, Vishnu Sharma, a property mogul, taught him about entrepreneurship and business moral ethics. "I also learnt to be a principled business leader. The Prasheen you meet today will be the same Prasheen you will meet next month. I have a moral code or a set of guiding principles by which I make leadership decisions, which leads to consistency in decision making - leading to less volatility and thus more trust with stakeholders." "Shipbuilding and ship repair are by their nature social enterprises. It's very labour intensive and supports a large supply chain made up primarily of SMMEs. As a conscious capitalist and a socialist at heart, this is the main appeal of the marine engineering industry. The ability to run a business for profit whilst contributing to the greater good of society is a common theme in my business and personal endeavours." Maharaj reflected, "Going back to our African roots, it is perhaps opportune that we begin to explore the concept and possibilities of the collaborative economy or sometimes called the sharing economy. We cannot continue to condone an environment where we have islands of prosperity in a sea of poverty, unemployment and inequality." Co-operation and collaboration must be driven by technology. Therefore, SAS is slowly evolving into a technology organisation, thus creating a space for Black owned SMMEs to participate in the more labour intensive parts of the shipbuilding and ship repair value chain. Marine engineering in South Africa needs to enter the 4th Industrial Revolution. Maharaj says that he is a great fan of long-term financial sustainability versus short term profit maximisation. This outlook has been influenced by great investors like Warren Buffet and Allan Gray. Creating long term predictable, consistent and solid growth is far more respected in the business environment than profits and performance that swing between the extremes. "What this means for shipbuilding and the ship repair is that we need to secure long-term order books for shipbuilding and enter into long term maintenance contracts with our ship repair clients. We also need to look at exporting our services as a technology organisation to the rest of the continent, thus creating a diversified revenue stream beyond manufacturing." This approach requires that the shipbuilding/ship repair industry become more customer centric, project performance orientated, and technology driven. A fundamental shift from the current mindset of the industry that is inward looking is required." Spending quality family time with my better half Marcina and my children Milahn and Mekhai is my escape from the realities of the harsh business environment we operate in. They are not only my pillars of strength but my moral compass by which I execute my day to day business functions.