CEO Spotlight South Africa's Most Influential CEOs to Know.pdf

South Africa's business environment
is evolving rapidly, fueled by
innovation, entrepreneurship, and
a growing middle class.
,
- Cyril Ramaphosa

Demys fying the
Role of a CEO:
What Mo vates
Them?
When we hear the term CEO, we often picture
someone sitting at the top of a company,
making prominent decisions, and raking in piles
of money. And sure, some CEOs might be motivated by
power and wealth, but that's not the whole story.
Understanding what drives a CEO can be a bit like solving
a puzzle—it's complicated.
While it's true that some CEOs are motivated by the perks
and prestige that come with the job, many others are
motivated by something deeper. For some, it's about
making a diﬀerence in the world. They want to leave a
mark, to build something meaningful that will outlast them.
Others are driven by a passion for their industry or a desire
to innovate and solve complex problems.
Being a CEO isn't easy. It comes with its fair share of
challenges and obstacles to overcome. And for some CEOs,
that's exactly what motivates them—the thrill of the
challenge. They thrive on impelling themselves and their
teams to new heights, tackling tough problems head-on, and
proving that they have what it takes to succeed.

Highlighting such enthusiastic CEOs, our latest edition of
The CIO World brings forth 'CEO Spotlight: South
Africa's Most Influential CEOs to Know,' which
showcases Chief Executive Officers who are motivated by
the chance to make a positive impact on their employees, to
help them grow and succeed, and to create a progressing
and supportive workplace culture.
For the CEOs featured in this edition, success isn't just
about personal achievement; it's about lifting others along
the way. Furthermore, they believe deeply in what they are
doing, in the mission of their company, and in the difference
they can make in the world. It's this sense of purpose that
drives them forward, even when the going gets challenging.
Have a great read ahead!

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Featuring
Featuring
Featuring
Company
Company
Company
Brief
Brief
Brief
Andrew Wood
CEO
The Unlimited
www.theunlimited.co.za
Andrew is a dynamic
leader dedicated to
fostering rela onships
across business
func ons and driving
results. Commi ed to
leadership
development, strategic
direc on, and
upholding
organiza onal values.
Passionate about
growth, innova on, and
work-life balance.
Ayanda Mtanyana
CEO
Data Innovators
www.datainnovators.co
Ayanda is dedicated to
inspiring and
empowering African
children to pursue their
passions, contribu ng
to a be er world. His
values include
authen city, openness,
boldness, autonomy,
and resilience.
David Morris
CEO
Manning Stuart
CEO
CBRE Excellerate
www.cbreexcellerate.com
Seeff Proper es
www.seeff.com
Having worked in
Europe, Southeast Asia,
and now South Africa,
David is an experienced
execu ve with a broad
viewpoint. With 15
years of experience, he
is currently the CEO of
CBRE Excellerate for
Africa and the Middle
East, demonstra ng his
everlas ng devo on.
Manning leads the
premier South African
property and real
estate company,
founded in 1964. With
over 220 branches
across Southern Africa,
Seeff excels in
residen al sales,
rentals, development,
and commercial
proper es.
Hein Engelbrecht
CEO
Mustek Limited
www.mustek.co.za
In 1997, Hein started
working at Mustek as the
Group Financial Manager.
He advanced to the
posi on of group
managing director and
then group financial
director over me. A er
taking on the posi on of
group CEO in 2022.
Rob Kelso
CEO
SA Home Loans
www.sahomeloans.com
Rob has vast experience
in financial services, with
a focus on loan
origina on and
securi za on. He is a
chartered accountant. He
held posi ons as COO
and CFO before leading
SA Home Loans as CEO
and receiving a Summa
Cum Laude from UKZN.
Johan Villiers
CEO
Yael Geffen
CEO
First Technology
www.firs echnology.co.za
Lew Geffen Sotheby's
Interna onal Realty
www.sothebysrealty.co.za
With more than 30
years of experience
using unconven onal
methods, Johan, a
visionary CEO,
transforms companies.
Using technology to
drive First Technology
into an R1.2 billion
powerhouse, he
promotes crea vity,
adaptability, and the
advancement of
society.
Yael is a well-known
speaker who celebrates
women in business and
empowers true
leadership. She is the
CEO and shareholder of
Interna onal Realty,
possessing knowledge
of branding, franchise
development, and
strategy.
Bruce Arnold
CEO
Connect
www.weconnect.tech
Bruce co-founded
Pivotal Group in 2012.
Following its
acquisi on by UK
enterprise Connect in
2022, he assumed the
role of CEO at Connect
South Africa, driving
the company to new
heights.
Khanyi Nzukuma
Chief Execu ve
Glacier by Sanlam
www.glacier.co.za
Khanyi embarked on his
professional journey in
1992 as a teacher,
armed with a Bachelor
of Arts in Psychology.
Transi oning into
finance, he ascended
through roles at Sanlam
and MMI Holdings,
serving as CEO of Glacier
since 2018. He holds an
MBA and a Ph.D.

ENGAGEMENT IS HOW WE FOSTER A POSITIVE
AND PRODUCTIVE COMPANY CULTURE.
ENSURING OUR EMPLOYEES HAVE CLEAR
DIRECTION ON THE PATH WE ARE TAKING
ENSURES THEY ARE ENGAGED, INVOLVED, AND
PASSIONATE ABOUT WHERE WE ARE GOING.
C O V E R S T O R Y
CEO Spotlight: South Africa's Most Inﬂuen al CEOs to Know

David Morris
CEO
CBRE Excellerate

A Tale of Determination, Ambition, and Leadership!
In the world of business, success stories often start with
a clear path and a well-defined plan. These stories
inspire and motivate aspiring entrepreneurs,
showcasing the power of determination and strategic
thinking. But what if success doesn't always follow a linear
path? What if there are unexpected twists and turns that
lead to even greater achievements?
For David Morris, the journey to the top was a winding
road, filled with unexpected twists and turns. From starting
as an apprentice electrician to becoming the CEO of CBRE
Excellerate, his story is not just a testament to his
resilience but a shining example of how sheer determination
and hard work can pave the way to success.
His journey into the real estate sector was not preordained
but rather a stroke of luck that transformed into a lifelong
passion. Accepted into an apprenticeship program, he
embarked on his career as an electrician, working his way
up the industry ladder step by step.
His journey, however, was not without its challenges.
Unlike many of his peers who held university degrees,
David lacked formal qualifications when he left school.
This presented a unique obstacle in his path to leadership,
as he found himself competing with peers who seemed
better suited for the C-suite. Instead of yielding to this
adversity, his resolve only grew stronger. He was
determined to succeed, and his journey is a testament to the
idea that determination and hard work can conquer any
obstacle.
In his pursuit of excellence, David decided to further his
education by enrolling in an MBA program in his 30s. This
dedication to personal growth led to his graduation with an
MBA in Strategy and Corporate Governance from Glasgow
Caledonian University, enhancing his strategic acumen and
leadership capabilities.
As a leader, he is known for his unwavering commitment to
his employees. He understands that an organization's
strength lies in its people, and he is passionate about
ensuring that every member of the CBRE Excellerate
family feels connected, involved, and motivated. Whether
it's presenting to his board or addressing his field
employees, he takes pride in every aspect of his role.

David's career has taken him to various locations around the
world, including Europe and Southeast Asia, before settling
in South Africa three years ago. He joined CBRE
Excellerate for Africa and the Middle East as the COO
initially to stabilize the company, and later became the CEO
to drive growth. His dedication to the company is a
testament to his character, as he has worked at 3 different
companies, steadily climbing the ladder, including his
current role at CBRE/CBRE Excellerate, where he has
devoted 15 years of service.
Below are the highlights of the interview:
A Journey of Innovation and Success
CBRE Excellerate is renowned for its integrated, high-
quality real estate services, specifically designed to meet the
unique requirements of diverse markets in Africa and the
Middle East. With a strong focus on excellence and
innovation, CBRE Excellerate has established itself as a
trusted partner for clients in need of exceptional real estate
solutions. The company's wide range of services includes
facilities management, advisory and transaction services,
project and development management, broking, valuations,
and property management.
CBRE Excellerate primarily serves corporate entities
through contractual arrangements, extending not only to
Europe, the Middle East, and Africa but also globally,
depending on the scope of their real estate portfolios. This
extensive geographic coverage highlights the company's
ability to cater to diverse client needs and various market
conditions, positioning it as a versatile and adaptable
partner in the field of real estate services.
One of CBRE Excellerate's core strengths lies in its holistic
approach to real estate management. Its integrated facilities
management services provide enterprise clients with a
comprehensive solution that covers the entire real estate
lifecycle. This strategic capability enables CBRE
Excellerate to oversee all stages, from asset acquisition to
project and development management, and from facilities
management to valuations. By offering a consolidated suite
of services, the company streamlines processes, enhances
efficiency, and maximizes the potential for value creation.
CBRE Excellerate places a strong emphasis on
sustainability and responsible business practices, which
underpin every aspect of its operations. The company is
mindful of its environmental impact and strives to
incorporate eco-friendly and sustainable practices into its
services whenever possible.

As a team leader, David doesn't prioritize
individual awards. Nevertheless, he takes
immense pride in his team's achievements
and accolades, considering them a true
reection of their collective efforts.

As a leader, you must ensure you are
well informed of what is happening in
your business. You must be close
enough to the action but also have a
holistic view of everything going on,
including balancing stakeholders'
interests.

This commitment not only aligns with global trends but
also demonstrates itsresponsibility towards the communities
and environments in which it operates.
Secrets to Effective Decision-Making
David formulates CBRE Excellerate's organizational
strategy with an open mind. Firstly, he empowers his senior
team, who are subject matter experts in their own right, to
provide him with the advice needed to ensure effective and
informed decision-making. Secondly, he utilizes a
combination of academic experience and practical
knowledge to strategize, enabling the business to establish
clear and concise objectives for its teams.
The Winning Recipe
During the discussion on the factors that contribute to a
company's growth and sustainability, David kindly
emphasized the value of diversification within the sector of
operation. He mentioned that this allows businesses to
recognize strategic opportunities in the market and maintain
a strong competitive position. Furthermore, he kindly
emphasized the importance of remaining true to the
company's values and having a well-defined path for
achieving desired goals.
Powerful Company Culture
According to David, the role of culture in the overall
success of an organization cannot be understated. He
believes that culture is the bedrock upon which a successful
business is built. David warns that in fast-paced and
growing organizations, there is a significant risk of diluting
the culture. He emphasizes that failing to recognize the
impact of culture can have negative consequences for
sustainable growth. To cultivate a positive and productive
company culture, David stresses the importance of fostering
employee engagement. He suggests that providing clear
guidance to employees about the organization's goals and
direction is crucial to ensuring their active participation and
dedication to achieving these objectives.
Successful Change Management Strategies
CBRE Excellerate, a joint venture, faced challenges due to
the merging of two different management styles. However,
careful management and the involvement of all key
stakeholders from the beginning ensured engagement and a
smooth transition. A project plan that resonated with
everyone provided clear direction and fostered a sense of
belonging throughout the journey.

Rave
Reviews
&Prestigious
Awards
As a team leader, David doesn't prioritize individual awards. Nevertheless,
he takes immense pride in his team's achievements and accolades,
considering them a true reection of their collective efforts.
The CBRE Excellerate Facilities Management division was awarded the
prestigious Golden Arrow Award at the PMR Africa Awards event in
Johannesburg, South Africa, for the fourth consecutive year. “This
remarkable achievement serves as a testament to our team's unwavering
commitment to Facilities Management excellence. It represents a collective
effort that underscores our dedication to providing top-tier service to our
valued customers.”
In recent times, the CBRE Excellerate Team achieved a signicant milestone
by winning the esteemed Property Service Group of the Year award 2023
at the Annual API Summit.
Testimonial
Awards
"We have worked with CBRE Excellerate Facilities Management (Pty) Ltd. for
the past 5 years. They started with our stores in Zambia in 2018 and activated
additional countries systematically: Angola, Botswana, Mozambique, and
Nigeria. We nd their expertise to be very resilient in some tough trading
markets. CBRE Excellerate has been a trusted partner, and we always receive
excellent service." - Gerhard Fritz Chief Operating Ofcer – Non-RSA.

Setting Industry Standards for Diversity and Inclusion
Organizations achieve greater success by cultivating a
workforce that is diverse and inclusive. CBRE Excellerate,
as a company, promotes and embraces these values in all
aspects of its operations.
“Through initiatives like 'Belonging Beyond Borders' and
the diligent oversight of our DE&I steerco, we strive to
meet our predetermined targets and establish ourselves as
industry leaders. Our commitment to these principles has
been recognized by the Disability Equality Index® (DEI),
which has honoured us as the "Best Place to Work for
Disability Inclusion" and awarded us a top score in 2023.”
Strategic Approach to Growth
CBRE Excellerate prioritizes measured and sustainable
growth, recognizing the potential risks associated with rapid
expansion. The company instills this mindset within its
sales teams and maintains regular monitoring to ensure that
growth remains in check. With a risk-based approach
applied to all operations, CBRE Excellerate also established
a dedicated risk and compliance committee to provide
ongoing oversight of the business. By reporting directly to
the CEO, the company ensures that this emphasis on
measured growth originates from top-level leadership.
Tough Decisions to Lasting Impact
When David first arrived in Africa, the business had a broad
approach of "Do everything everywhere," which was not
sustainable and would have resulted in high costs and
limited returns. A tough decision was made to categorize
the markets and limit local facilities management sales to
five countries in Africa and the Middle East as Tier one,
while the rest were placed in Tiers two and three. Initially,
there was resistance due to operating in twenty-eight
countries, but through continuous communication,
engagement, and explanation of the thought process, the
teams embraced the decision. As a result, they have enjoyed
the benefits of a laser focus on sales in specific markets.

Successful CEOs are those who
have the ability to inspire and
motivate others, to build strong
teams, and to lead by example.
,
,
,
,
- Cyril Ramaphosa

Navigating the Numbers, Leading Mustek, and Embracing
a Holistic Leadership Approach!
Every journey has a tale that just needs to be shared.
How does a small-town boy from Belfast become
the CEO of a leading company? What fuels the
trajectory from accounting to the helm of Mustek Limited
Company?
Meet Hein Engelbrecht, a name synonymous with
resilience, leadership, and a journey that intertwines
personal passion with professional excellence. Hailing from
the chilly town of Belfast in Mpumalanga, his academic
voyage led him to the University of Pretoria, where he
delved into the world of accountancy. Little did he know
that this would be the stepping stone to a remarkable career
marked by growth and leadership.
The Mustek story begins with Hein's entry as the group
financial manager in 1997. The cultural fit between him and
the company, combined with the potential for a fulfilling
work environment, proved to be the catalyst that set his
journey in motion. Rising through the ranks, he assumed
the role of group financial director in 2001, followed by the
position of group managing director from 2008 to 2022.
In 2022, an unexpected shift occurred with the passing of
David Kan, leading Hein to take on the role of group CEO.
His journey within Mustek has not only witnessed the
company's growth but also allowed him to contribute
significantly to its evolution. From the finance department
to day-to-day operations, his commitment to the company's
success has been unrelenting.
Beyond the boardroom, his life is a blend of professional
acumen and personal passions. A sports enthusiast, he
actively engages in various activities, with golf holding a
special place in his heart. This holistic approach to
leadership is reflected in his ability to navigate challenges
with resilience, drawing inspiration not only from the
corporate landscape but also from the diverse world of
sports.
Below are the interview highlights:
Could you please elaborate on Mustek and its inception
story?
Founded in 1987, Mustek originated in Garankuwa, just
outside Pretoria. Initially, our primary focus was the supply
of components to the local market. At that time, the
warehouses were situated in Garankuwa, while the sales
office operated from Weinberg, Sandton. As our business
expanded, we introduced the Mecer brand to the market,
emphasizing desktop PCs.
In 1996, after experiencing significant growth, we moved
th
our operations to our current premises at 322, 15
Randjespark, Midrand. In the late 1990s and early 2000s,
the importance of mobile notebooks surged. While our
Mecer notebook initially performed well, we faced
formidable competition from larger OEM players entering
the market after the lifting of sanctions.
December, 2023 www.thecioworld.com
20

To meet this challenge, Mustek diversified its distribution
business by incorporating a broader range of international
brands into the local market.
In 1997, Mustek achieved a milestone by listing on the JSE
under the ITC sector, becoming a publicly traded company.
This move allowed us to showcase our performance and
results to the public. From a group perspective, Rectron was
established to complement Mustek's focus on Tier 1
completed products, filling a crucial role in the component
side of the business.
In recent years, Mustek has expanded its portfolio by
investing in Mecer Inter-Ed, a training company with a
specific focus on the ICT sector. Seeking to diversify
revenue streams, we ventured into manufacturing, with
notable investments in companies like YOA, which excels
in manufacturing fiber cables in Dube Trade Port in KZN.
Another strategic investment is CPS, which is dedicated to
manufacturing server cabinets and related products.
As a testament to our growth and success, in the last
financial year, Mustek reached the significant milestone of
reaching the R10 billion mark. This journey reflects our
commitment to adaptability, diversification, and sustained
excellence in the ever-evolving technology landscape.
How would you describe your leadership style, and what
values do you prioritize in leading a team?
Describing one's own leadership style can be challenging,
but I aim to lead from the front, unhesitant in decision-
making, especially in the face of challenges. To truly
understand my leadership style, it might be more insightful
to inquire with the broader management team about their
perspectives.
In alignment with Mustek's values, I prioritize integrity,
respect, and appreciation. These values are not only
expectations for myself but also for my team. I foster an
environment where individuals feel valued and comfortable
being authentic. Given the dynamic nature of the industry, I
emphasize the significance of knowledge and a positive
attitude. Building robust relationships and alliances with
stakeholders is a core focus, aiming for long-term benefits
for all parties involved.
Flexibility is paramount in our ever-changing technological
landscape, where innovative solutions are crucial for
addressing new challenges. I advocate for a proactive
approach, always seeking adaptable strategies. Ultimately,
responsibility and accountability are non-negotiable. My
approach revolves around making decisions with the aim of
ensuring more correct decisions than incorrect ones.
Hein Engelbrecht
CEO
Mustek Limited Company
21

What are the key challenges you face in your industry,
and how do you approach overcoming them?
In our ever-evolving landscape, new issues, solutions, and
technological shifts continuously emerge. Although
artificial intelligence plays a pivotal role in various sectors,
we must discern its potential impact on our business.
To navigate these challenges effectively, knowledge and
experience are paramount. Maintaining close ties with our
vendors, especially industry giants like Microsoft, Intel,
Lenovo, and Huawei, provides invaluable insights.
Proximity to these major players allows us to make
informed decisions, anticipating potential challenges on the
technological front.
Beyond technology, the prevailing high interest rates pose a
significant challenge. As a distributor carrying stock, the
associated interest costs demand careful management.
Additionally, the volatility of exchange rates, especially
concerning the Rand, introduces complexity. Local
logistical challenges, particularly with port authorities, and
the persistent issue of crime necessitate substantial
investment in protecting infrastructure and inventory.
Having been in the industry for an extended period, we
possess the advantage of recognizing trends early and
proactively addressing them. While these challenges present
hurdles, they also act as a protective barrier, deterring
newcomers unfamiliar with the nuances of our unique
trading environment.
As a CEO, my role involves not only spending time with
industry leaders and vendors but also leveraging a team of
specialists focused on specific brands. These specialists stay
attuned to market dynamics, product changes, and strategic
shifts. Personally, my interactions involve maintaining
high-level relationships with local stakeholders, ensuring a
broad understanding of our business landscape.
In addressing the delicate balance between innovation and
stability, I acknowledge that much innovation stems from
industry giants. Our role is to align ourselves strategically
with their vision, target markets, and pricing strategies.
While our direct impact on product innovation may be
limited, but our focus lies in enhancing the overall customer
experience. This involves innovations in service, support,
warranties, and streamlining business processes to ensure
efficiency.
How do you balance innovation with the need for
stability and consistency in your business strategies?
I believe a critical aspect of achieving this equilibrium lies
in the specialization within our team.
22

We have specialists dedicated to specific brands, ensuring
they remain well-versed in the dynamic landscape of their
respective markets. Their responsibility is to stay abreast of
industry changes, potential product developments, and
strategic positioning for our offerings. On a personal level,
my role involves maintaining high-level relationships with
local stakeholders and receiving key insights from
specialists without delving into technical minutiae.
Emphasizing strong relationships has been a cornerstone of
our business, and I foresee it continuing to be integral. This
collaborative approach ensures that everyone is informed
not only about our initiatives and innovations but also about
external factors influencing our industry. Looking forward,
nurturing these relationships will remain paramount in
steering our business in the right direction.
When addressing the question of balancing innovation with
stability, our organization relies heavily on the insights
provided by dedicated specialists. These individuals play a
crucial role in relaying market dynamics and potential
innovations, allowing us to strategically position ourselves.
While significant innovation often emanates from larger
industry players, our focus lies in understanding how we
can align with their vision, target markets, and pricing
strategies.
In terms of product innovation, we recognize that our
primary contribution is in how we position ourselves and
the additional elements surrounding our products. This
encompasses aspects such as service and support,
warranties, and ensuring a streamlined and efficient
business process for our clients. Our innovation, therefore,
revolves around enhancing the overall customer experience
and addressing specific technical product needs when
required.
In your opinion, what are the most critical skills or
qualities for a leader in today's rapidly changing
business landscape?
I think you've got to have integrity and show respect and
appreciation. You've got to have a certain amount of
knowledge and attitude, an attitude that is quite important
and flexibility. And then be responsible and accountable. If
you don't have integrity, you won't have respect. And then
your appreciation of other people will probably be very
little. So, I think those are quite key for me from a
leadership point of view, to make sure that people have got
no doubt in those specific fundamentals.
How do you personally invest in your continuous
learning and professional development?
So from an accounting point of view, we're obliged to
actually have continuous professional development. I won't
say that I'm where I should be, but I'm also not going to
sign up on any financial statements as an auditor.
There’s a lot of information that's available about the
industry, new products, new lines of business, new
inventions. It's continuous learning. At the end of the day, I
think and do some self-reflection and ask what have I
learned today. I’ve learned to appreciate that there's a lot of
lot of knowledge within the organization. There are some
clever people around. There are people who are extremely
passionate about technology and where technology is going.
Staff share their knowledge with me so for me that is
continuous learning. On a day-to-day basis, without
actually sitting down and writing an exam or some sort, I
think what’s more valuable than anything else is being
close enough to the action that you know what's going on
and you learn on the go. I think a key to learning is to be
able to step away and let the other people go and do their
magic.
Beyond professional achievements, what personal values
or experiences do you believe have contributed to your
success as a CEO?
I've always been active in sports, engaging in long-distance
running, completing the Two Oceans marathon four
times—an achievement I take pride in. These experiences
laid the foundation for the mindset and attitude crucial in
leadership. Additionally, my tennis background, playing at a
competitive level on the B side and participating in Sunday
afternoon matches, contributed positively to my
interpersonal skills. I've ventured into global sports like golf
and have found that my competitive nature often emerges
on the golf course. I enjoy taking calculated risks and
backing myself, even if I'm not the best golfer in town.
Beyond sports, I value humility and authenticity, finding
moments to make light of myself to bring joy to others.
Coming from Belfast, I recognize the fortune of my current
position and understand the fragility of success. Expressing
gratitude and maintaining humility are essential to me,
given the unpredictable nature of life.
23

Aligning Mission
and for
Sustainable Growth
Strategy
What is the driving force behind your
organization's existence? Is it merely profit, or
is there something deeper guiding your actions?
Today, companies often find themselves grappling with the
question of purpose. Beyond the pursuit of financial gain,
there lies a profound opportunity for organizations to align
their mission and strategy with a higher purpose, one that
not only drives sustainable growth but also fosters
meaningful impact.
In this article, we delve into the importance of aligning
mission and strategy for sustainable growth, exploring the
transformative power of purpose in driving organizational
success.
Understanding the Significance of Purpose
At the heart of every successful business lies a clear sense
of purpose—a guiding light that shapes its decisions,
actions, and interactions. Purpose goes beyond profit
margins; it defines why an organization exists and the
impact it aspires to make in the world. When a company's
mission resonates deeply with its stakeholders—employees,
customers, investors, and society at large—it creates a
powerful foundation for sustainable growth.
Driving Organizational Alignment
A company's mission serves as a compass, directing its
strategic decisions and initiatives. When mission and
strategy are aligned, every aspect of the organization works
in harmony towards a common goal. Employees feel a
sense of purpose in their work, fostering greater
engagement, motivation, and productivity. Customers are
drawn to brands that embody values aligned with their own,
leading to stronger brand loyalty and trust. Investors
recognize the long-term potential of companies driven by a
clear sense of purpose, resulting in sustained financial
growth.
Case Studies in Purpose-Driven Success
Numerous companies have exemplified the transformative
power of purpose in driving sustainable growth. Take, for
instance, Patagonia, the outdoor apparel company known
for its commitment to environmental sustainability. By
aligning its mission with its business strategy, Patagonia has
not only cultivated a loyal customer base but has also
become a catalyst for positive change in the industry.
Through initiatives such as the "Worn Wear" program and
environmental advocacy campaigns, Patagonia has
demonstrated that profitability and purpose can go hand in
hand.
Similarly, Unilever, a global consumer goods company, has
embedded sustainability into its core business strategy
through its "Sustainable Living Plan." By committing to
reducing its environmental footprint and enhancing social
impact, Unilever has not only achieved significant cost
savings but has also strengthened its brand reputation and
market position. The company's unwavering focus on
purpose-driven innovation has propelled its growth while
creating a positive legacy for future generations.
The Role of Leadership in Driving Purpose
Effective leadership is instrumental in aligning mission and
strategy for sustainable growth. Leaders who embody the
values and principles of the organization inspire others to
rally behind a shared vision. By fostering a culture of
purpose and accountability, leaders can empower
employees to contribute their unique talents toward
achieving common goals. Through transparent
24

communication and authentic engagement, leaders can
build trust and alignment across all levels of the
organization, driving collective action toward a greater
purpose.
Challenges and Opportunities
While aligning mission and strategy for sustainable
growth oﬀers immense opportunities, it is not without its
challenges. Organizations may face resistance to change,
internal conﬂicts, or external pressures that hinder their
ability to fully embrace purpose-driven initiatives.
However, these challenges present opportunities for
innovation, collaboration, and growth. By addressing
stakeholder concerns, adapting to market dynamics, and
staying true to their core values, companies can overcome
obstacles and emerge stronger than ever before.
Conclusion:
In a world characterized by uncertainty and complexity,
purpose serves as a guiding beacon, illuminating the path
toward a brighter future. By aligning mission and strategy
for sustainable growth, organizations can unlock their full
potential and create lasting value for all stakeholders. As
leaders, it is our responsibility to harness the power of
purpose, drive positive change, and leave a meaningful
legacy for generations to come. Together, let us embrace
purpose as the driving force behind our collective journey
towards a more prosperous and sustainable world.
- Alaya Brown
25
The Power of Purpose!

Discovering the Unconventional Leadership Journey in IT,
Adventure, and Transformative Business Strategies!
Have you noticed how innovation is basically
everywhere these days? It’s not just a luxury; it’s
like the air we breathe in our modern world.
Creative ideas and transformative technologies are popping
up all over the place. We’re living in a world where change
is happening all the time. And if you’re not into innovation,
you’re kind of risking getting left in the dust. You know the
saying, “out of sight, out of mind”? Well, that’s not just
about people; it goes for innovation too. If you’re not
keeping up, you might as well be invisible. Falling behind
in the innovation game is like voluntarily taking a back seat
in the fast-paced global scene. Let's face it: Nobody wants
to be forgotten or left in the shadows, right? So, embracing
innovation isn’t just a good idea; it’s pretty much a must in
our ever-evolving world.
Today, where innovation is the currency and adaptability is
the key, Johan De Villiers emerges as a beacon of
transformative leadership. As the CEO of First Technology
Western Cape, he personifies the convergence of business
acumen and a daring spirit, forging a path less travelled in
the IT industry.
Johan’s journey into the IT sector is more than a
professional conquest; it’s an exploration of uncharted
territory, guided by an unquenchable thirst for adventure.
His foray into technology isn’t just a career choice; it’s a
conscious decision to challenge the status quo and redefine
the boundaries of what a CEO can achieve.
His innovative strategy defies accepted business
conventions by fusing critical thinking with an adventurous
spirit, all while maintaining a style that deftly blends
discipline and pure creativity. His skill at deftly and
creatively negotiating the complex landscape of the IT
industry demonstrates his commitment to innovation and
the larger welfare of society.
In an industry often characterized by conformity, Johan
stands out as a pioneer. His synergy of professional rigor
and a personal passion for adventure has allowed him to
carve a niche that is as unconventional as it is successful.
First Technology Western Cape, under Johan’s leadership,
isn’t just a technology company; it’s a crucible of ideas
where innovation thrives and boundaries are pushed.
His guiding principle is to foster an environment at work
where employees are encouraged to think creatively and
beyond the box. In his view, progress is the same as
26

success, and progress is driven by an unwavering
commitment to both personal and professional
development. As Johan persists in steering First Technology
Western Cape towards unprecedented heights, one might
wonder: What’s next for this innovative CEO? As he
navigates the tech landscape, his journey is expected to be
equally exciting and unpredictable due to rumours of
innovative projects and visionary initiatives.
Could you please elaborate on First Technology and its
inception story?
Under Johan’s visionary leadership, First Technology
Western Cape has emerged as a billion-rand powerhouse in
South Africa’s IT landscape in the last 10 years. His ability
to anticipate technological trends and harness them
effectively for business growth speaks volumes about his
forward-thinking mindset. First Technology’s success story
is a testament to Johan’s innovative leadership style. It
reflects his capability to foster a culture of excellence,
blending traditional business strategies with out-of-the-box
thinking. The transformation of First Technology under
Johan's guidance is not just about financial growth but also
about setting new benchmarks in the IT industry.
Johan’s leadership style is refreshingly unorthodox, marked
by a unique blend of discipline and imagination. He
challenges conventional wisdom, constantly questioning
established facts, especially when influenced by hidden
agendas or obsolete thinking. His leadership is rooted in the
belief that fresh perspectives are key to groundbreaking
innovations. This approach, coupled with his commitment
to harnessing technology for societal good, sets Johan apart
in the realm of corporate leadership. His futurist mindset,
attuned to the shifts brought about by the Fourth Industrial
Revolution, is a testament to his dynamic leadership
approach. Johan’s leadership philosophy is a delicate
balance of being a seasoned risk-taker while never
undervaluing the importance of meticulous planning and
preparation, making him a role model for aspiring leaders.
Can you share a memorable success story or
accomplishment during your tenure as CEO that you
are particularly proud of?
A crowning achievement in Johan’s career is the
transformation of First Technology into an industry leader
and the dominant Microsoft and Dell reseller in the Cape
Province. His role in driving the company to a billion-rand
status is an exemplar of successful leadership. Furthermore,
his participation in and subsequent sponsorship of the
Tankwa Rally, an off-road enduro rally, demonstrates his
knack for integrating personal passions with professional
pursuits. This venture into the fruit export market
showcases his innovative approach, where he leverages
personal interests to open new professional avenues.
How do you foster a positive and inclusive workplace
culture within your organization?
Johan’s leadership cultivates a workplace culture at First
Technology that thrives on innovation, creativity, and open
communication. His adventurous spirit and unconventional
approach to business suggest a work environment where
taking risks and thinking outside the box are encouraged.
This kind of culture fosters not just professional growth but
also personal development, aligning with Johan's belief in
continuous improvement and excellence. His emphasis on
personal growth and discipline, as reflected in his
JOHAN DE VILLIERS
CHIEF EXECUTIVE OFFICER
FIRST TECHNOLOGY
27

adventurous pursuits, translates into a workplace ethos that
values resilience, adaptability, and a proactive approach to
challenges.
Johan’s approach to business challenges is characterized by
his ability to foresee market trends and turn them to his
advantage. He is known for challenging mainstream
perspectives and always seeking to understand the
underlying facts, especially in the face of hidden agendas or
outdated thinking. His strategy involves leveraging fresh
insights to foster innovation and stay ahead in the fast-
paced IT sector. Johan’s leadership demonstrates the
importance of agility and adaptability in overcoming
industry challenges. His emphasis on discipline, teamwork,
and personal growth plays a central role in his approach to
navigating the complexities of the IT industry and the
challenges and opportunities that AI will bring to bear in the
foreseeable future. Teamwork, disruptive innovation and
contrarian strategy are hallmarks of the company’s culture.
Johan exempliﬁes the art of balancing innovation with
stability, drawing parallels between his overlanding
adventures and business leadership. He applies principles
like awareness, preparedness, and adaptability, which are
crucial in navigating unpredictable terrains, to the equally
unpredictable business landscape. This approach ensures
that his company not only keeps pace with rapid industry
changes but also maintains a stable growth trajectory. His
leadership underscores the importance of being prepared for
the unexpected while staying true to the core values and
vision of the business. His ability to strike a balance
between embracing new technologies and methodologies
and maintaining the company’s foundational principles is a
key aspect of his success in leading First Technology.
qualities for a leader in today’s rapidly changing
business landscape?
Johan’s leadership journey underscores the importance of
resilience, adaptability, and critical thinking – skills he has
honed through both his corporate endeavours and
adventurous pursuits. His experiences in challenging
environments, like navigating the African bush or
participating in high-adrenaline races, have cultivated in
28

him a resilience that is crucial in the corporate world.
Johan’s adaptability, a skill essential for both overlanding
and business leadership, enables him to navigate through
changing market conditions and technological
advancements with ease. His critical thinking, sharpened
through years of overcoming complex challenges in both
his professional and personal life, is instrumental in his
problem-solving approach in business. These skills are not
just inherent but have been developed and refined over
time, making Johan an outlier figure in the realm of modern
leadership.
Johan’s commitment to continuous learning is evident from
his diverse range of interests and educational pursuits. His
engagement in areas like AI, machine learning, drone
technology, and blockchain indicates a leader who is not
only attuned to the latest technological trends but also
actively seeks to understand and leverage them. His
personal interests in overlanding, helicopter piloting, and
participating in challenging mountaineering expeditions,
reflect a mindset that values learning through experience
and adventure. This continuous pursuit of knowledge and
new challenges significantly contributes to Johan’s
professional growth and success as a leader. It exemplifies
the importance of lifelong learning and development, not
just in one's professional sphere but also through personal
passions and interests.
success as a CEO?
Johan’s personal values, characterized by a love for
adventure and strategic thinking, have played a significant
role in shaping his professional success. His adventurous
spirit, willingness to take risks, and discipline translate into
a dynamic and effective leadership style. These traits enable
him to drive innovation and growth within First
Technology. His passion for exploration and resilience in
the face of challenges mirror the attributes required in the
rapidly evolving IT industry. Johan’s approach to
leadership, informed by his personal values and
experiences, demonstrates that success in the corporate
world can coexist with a passion for exploring the
unknown, leading to innovative and impactful outcomes.
Please give us a few testimonials from your clients and
awards or recognition that accurately highlight your
achievements in the corporate niche.
First Technology Western Cape has been awarded the Dell
Coastal Reseller of the Year for 2020, 2021, and 2023. In
addition to that, the company has also been the Veeam SMB
Reseller of the Year for 2020, 2021, and 2022 as well as the
top Microsoft reseller in the Western Cape for the last 5
years running. Numerous customer case studies have been
published on the innovative data centre solutions that the
firm has architected for clients in the fintech and fruit export
industry, to name but a few.
Johan’s leadership in transforming First Technology into a
billion-rand company is a significant achievement. His
personal accomplishments in adventurous pursuits, as well
as his recently published book, Overlanding Through the
Boardroom, reflect his exceptional capabilities in both the
business and adventure realms. His sponsorship of the
Tankwa Rally and subsequent venture into the fruit export
market illustrates his innovative approach to business,
leveraging personal interests to explore new professional
opportunities. Johan's achievements are indicative of a
leader who not only excels in his professional domain but
also sets a high bar in his personal endeavours, inspiring
those around him to pursue excellence in all aspects of life.
29
Johan's personal values,
characterized by a love for
adventure and strategic
thinking, have played a
signi icant role in shaping his
professional success.

30

Have you ever wondered what it takes to be a
successful CEO in today's rapidly changing world?
The answer lies not just in experience or expertise
but in an insatiable thirst for learning. In an era where
markets evolve overnight and technology reshapes
industries at lightning speed, being a CEO means
embracing a mindset of perpetual growth and adaptation.
Let's delve into why being a CEO means never stopping
learning.
Embracing Change: The New Normal
Gone are the days of static business environments and
predictable market conditions. Today, CEOs must navigate
through a landscape characterized by constant change,
disruption, and uncertainty. Whether it's the emergence of
new technologies, shifts in consumer behavior, or global
economic fluctuations, change is the new normal.
In such a dynamic environment, the ability to learn quickly
and adapt is not just advantageous – it's essential for
survival. CEOs who cling to outdated strategies or resist
change risk being left behind. Instead, successful leaders
embrace change as an opportunity for growth and
innovation.
Staying Ahead of the Curve
As a CEO, staying ahead of the curve requires more than
just reacting to changes as they occur. It means actively
seeking out new knowledge, trends, and insights that can
inform strategic decision-making. Whether it's attending
industry conferences, networking with peers, or staying
abreast of the latest research, continuous learning is the key
to staying one step ahead.
Moreover, learning shouldn't be confined to traditional
sources. CEOs must cultivate a diverse range of inputs,
from interdisciplinary perspectives to unconventional
sources of inspiration. By widening their knowledge base,
leaders can gain fresh insights and approaches to tackling
complex challenges.
Fostering Innovation and Creativity
Innovation is the lifeblood of any successful organization,
and it thrives in environments where learning is
encouraged. As a CEO, fostering a culture of curiosity and
experimentation is essential for driving innovation and
creativity within the company.
By promoting continuous learning among employees,
CEOs can cultivate a workforce that is agile, adaptable, and
empowered to think outside the box. Encouraging
employees to pursue new skills, explore new ideas, and
learn from failure creates an environment where innovation
can flourish.
Leading by Example
As the leader of an organization, CEOs set the tone for the
entire company. By demonstrating a commitment to
learning and growth, CEOs inspire their teams to do the
same. When employees see their leaders actively seeking
out new knowledge, embracing challenges, and striving for
personal and professional development, it creates a culture
where continuous learning is valued and celebrated.
Moreover, leading by example also involves acknowledging
one's limitations and being open to feedback and
constructive criticism. A CEO who is humble enough to
admit when they don't have all the answers and willing to
learn from others fosters a culture of collaboration and
continuous improvement.
Adapting to New Realities
In today's fast-paced business world, what worked
yesterday may not work tomorrow. CEOs must be willing
to adapt their leadership style, strategies, and priorities to
meet the evolving needs of the organization and its
stakeholders.
This requires a willingness to challenge assumptions,
rethink traditional approaches, and embrace new ways of
thinking. Whether it's adopting agile methodologies,
embracing digital transformation, or pivoting in response
to market shifts, being a CEO means being flexible and
adaptable in the face of change.
Conclusion: The Journey of Lifelong Learning
Being a CEO means never stopping learning, because
leadership is not a destination but a journey of continuous
growth and evolution. In a world where the only constant is
change, the ability to learn, unlearn, and relearn is the
ultimate competitive advantage.
As Alvin Toffler aptly stated, the illiterate of the 21st
century are not those who cannot read and write but those
who cannot learn, unlearn, and relearn. As CEOs, we must
embrace this mindset of perpetual learning if we are to
navigate the complexities of the modern business landscape
successfully.
- Alaya Brown
31
Leadership in Flux!

Khanyi Nzukuma
Chief Execu ve
Glacier by Sanlam
32

Bridging the Gap Between Psychology and Wealth Creation
in a 25-Year Career Span!
In the pursuit of understanding and helping people, one
often finds unexpected paths. What if the road from
teaching to financial services held the key to
empowering individuals and families toward a brighter
financial future?
This question, posed by Khanyi Nzukuma, Chief
Executive of Glacier by Sanlam, encapsulates his
profound journey from a dedicated teacher to a seasoned
executive in the financial services sector. With over 25
years of experience, he has not only navigated the intricate
landscape of finance but has also championed the cause of
educating individuals on wealth creation.
Khanyi’s professional odyssey commenced in 1992 when
he stepped into the role of a teacher, armed with a Bachelor
of Arts degree in Psychology from Rhodes University.
Driven by a deep-seated desire to understand and assist
people, his career naturally transitioned into the financial
realm. From his early days as a financial adviser at Sanlam,
he ascended through various junior and senior management
roles, laying the foundation for his impactful leadership.
In 2008, he took a significant leap, joining MMI Holdings.
His journey at MMI saw him at the helm of Metropolitan
Life and later as the CEO of Momentum Life. However, the
call to return to his roots beckoned, and in January 2018,
Khanyi rejoined Sanlam as the CEO of Glacier, the
company's retail investment administration arm.
His academic pursuits mirror his commitment to continuous
learning and excellence. Alongside his bachelor’s degree,
he earned an MBA from Potchefstroom University and a
Doctor of Psychology degree from the University of
Johannesburg.
Could you please elaborate on Glacier by Sanlam and
its inception story?
Glacier by Sanlam was created 26 years ago by Sanlam as a
wealth management and investment administration business
for middle to affluent clients. Our key focus is client
administration and client reporting. Through financial
advisors, Glacier provides investment solutions targeted
towards clients who are creating wealth and those in
retirement.
Our vision is to assist clients in creating and preserving
wealth. Through a comprehensive selection of investment
solutions and with the help of our intermediaries, we enable
clients to achieve financial confidence now and for
generations to come.
33

As a wholly owned subsidiary of Sanlam, Glacier has its
roots in Sanlam’s purpose, which is to create sustainable
value for all its stakeholders. We are proud of the role
Sanlam plays and the contribution it makes to a stable
financial system in Africa and beyond, and we support its
commitment to advancing financial resilience, well-being,
prosperity, and inclusion.
The role of a CEO is to lead the co-creation of a strategy,
the execution of a strategy, resource mobilization, and
creating a culture that is conducive to strategy delivery. My
leadership style is founded on a combination of
collaborative empowerment and visionary guidance. I
believe in fostering an environment where every team
member feels empowered to contribute their unique
strengths while working towards a shared goal.
Transparency, open communication, and trust are pivotal in
my approach. I prioritize creating a culture of respect where
ideas are valued regardless of hierarchy and diverse
perspectives are embraced.
In terms of values, I place a high emphasis on integrity,
accountability, and innovation. Integrity forms the
foundation of all actions and decisions, ensuring that our
endeavors are ethically sound and aligned with our core
principles. Accountability is crucial—taking responsibility
for both successes and setbacks is key to fostering a culture
of growth and learning.
I also encourage a culture of continuous innovation and
learning. Embracing change and exploring new ideas drives
our ability to adapt and thrive in an ever-evolving
landscape. These values collectively serve as guiding
principles in steering our team toward success, fostering an
environment where individuals feel supported and
motivated to excel.
Glacier has always been an innovative company geared
towards growth and ensuring we remain a sustainable
business despite a challenging economic environment.
Early on in my tenure, we strategically identified an
opportunity for consolidation in our market segment, which
had been brought about by a stagnant economy. In our
continuous pursuit of opportunities to grow our client base
and broaden our offering, on 1 March 2023, Glacier took
34

Business-as-usual strategies ensure short-term profit
motives are met, while an organization needs to innovate
for the future to ensure it is future-fit. The main challenge is
to ensure resources are managed very well across the
different project streams.
business landscape?
Markets evolve, technologies advance, and consumer
preferences shift. Being agile in business is crucial for
leaders. Agile leaders are able to respond quickly to these
changes, adjusting strategies and operations to remain
competitive. In today’s dynamic business landscape, agility
allows leaders to navigate uncertainty and change
effectively, positioning their organizations for sustainable
success.
I believe in a holistic balance of life in terms of physical
and mental wellness. I am an avid reader, especially in
leadership, finance, and business material. I also attend
various industry conferences as well as benchmark
operating models locally and offshore.
success as a CEO?
Regarding personal values, authenticity has been the
biggest value driver for me. Being authentic enables a
leader to be trusted, consistent, and dependable. Next to that
value is humility and genuinely caring about people around
you. As leaders, we win because of our teams; therefore, it
should be a no-brainer that the most engaged, focused, and
passionate team will win. The leader is largely responsible
for creating this winning culture through authenticity,
humility, and support for the team.
full responsibility for the operations of the AFICA group
(Alexforbes), and on 1 November 2023, Glacier concluded
the merger with Absa’s Market-Linked Investment Service
Provider business, solidifying Glacier as a leading LISP
business in South Africa, with about R580bn in assets under
administration (Glacier LISP, Glacier Life, and the two
acquired businesses).
We have also significantly grown Glacier Invest, our
discretionary fund manager, which we partner with the
multi-managers at Sanlam Investments on, and currently
have R76bn in assets under management.
Ensuring the organization is focused on a higher purpose,
mission, and vision is critical. The next task is to ensure the
purpose of each employee is aligned with the purpose of the
organization. Communication is the glue that keeps
everyone updated on the journey.
Modernization and transformation in technology play a
pivotal role in the success and growth of investment
platforms, not only in terms of enhancing the client
experience but also in allowing for scalability. Over the
long term, streamlined processes and improved efficiency
can lead to cost savings for investment platforms. To this
end, we are on a continuous journey of improvement in
both our technology for service and our technology for
experience. Equally important, it allows us to construct
investment solutions and products that can meet clients'
required investment outcomes easily and efficiently.
Artificial intelligence (AI) has had and will continue to
have a profound impact on all facets of our society. The
21st century has been dubbed the digital era, or the fourth
industrial revolution, and AI is the pinnacle of this time.
Glacier has the benefit of being able to innovate collective
investment solutions such as the Glacier AI Flexible Fund
of Funds through Glacier Management Company, a
registered manager of collective investments. The Fund
turned five this year and is the first of its kind on the South
African Collective Investment Schemes (CIS) landscape,
having fully adopted artificial intelligence (AI) for active
management of underlying exchange-traded funds (ETFs)
and being managed by an AI engine without any human
interference. The Fund has brought novelty and uniqueness
to the South African asset management industry.
CIO
35

A Global Journey from Heiress to Apprentice: A Tale of
Family, Property and Personal Growth!
How can you truly understand the world unless you
have seen it from every angle? This thought-
provoking question has been the guiding principle for
Yael Geffen, the versatile CEO of Lew Geffen Sotheby’s
International Realty, a name synonymous with excellence in
the South African real estate landscape. Her journey is a
unique narrative of breaking expectations and embracing a
global perspective.
In the corridors of Lew Geffen Sotheby’s International Realty,
a legacy unfolded through Yael’s late grandmother, Aida, a
pioneer in South Africa's property industry. Yael’s parents, Lew
and Sandy Geffen, continued the legacy by establishing Lew
Geffen Estates in 1982, later evolving into Lew Geffen
Sotheby’s International Realty.
Yet, Yael’s path deviated. Choosing exploration over
convention, she embarked on a transformative six-year sojourn
abroad after her graduation. New York City and Los Angeles
became her classrooms, and high-powered roles in US
advertising and marketing firms became her lessons. Her
decision to step away from what was expected of her paved the
way for a deeper understanding of the world and herself.
Returning to the family business was not a mere homecoming;
it was a fusion of global insights with a rich familial legacy.
Despite her international experience, Yael humbly began her
journey at the apprentice level, working under the mentorship
of her father, Lew, and her late brother, Barak.
36

I’m very much
a woman—a
feminine one
with a unique
skill set that
contributes
signiﬁcantly
to any table.
Yael Geﬀen
CEO
Interna onal Realty
37

Yael Geffen’s story is a testament to the idea that true
mastery comes not just from following in the footsteps of
those before you but from forging your own path. Her
unique blend of global experience and familial wisdom
shapes a narrative of innovation and resilience in the
competitive world of real estate.
As Yael takes the helm at Lew Geffen Sotheby’s
International Realty, she brings with her a wealth of
knowledge acquired from different corners of the globe.
The question that guided her journey now echoes in her
accomplishments: “How can you truly understand the world
unless you have seen it from every angle?” Yael Geffen’s
story is not just about real estate; it’s about embracing the
world as a classroom and redefining the expectations that
come with a prestigious family legacy.
Could you please elaborate on Lew Geffen Sotheby’s
International Realty and its inception story?
After initially working with his mother, Aida, my father
established Lew Geffen Estates almost 42 years ago, and
after 20 years, the company had grown exponentially to
become a household name, but there is only so far one can
go in any industry, and in one specific market.
Our very solid national infrastructure built up over two
decades, along with a very talented team, enabled us to
forge an affiliation with Sotheby’s International Realty,
which elevated our brand to a new level we couldn’t have
achieved on our own.
A 300-year-old international brand carries weight and
authenticity that no amount of skill or marketing budget can
create in mere decades, and, overnight, our client base grew
and the customer demographic elevated, as did our
international reach.
I always strive to lead from a place of authentic confidence,
from a place where my team can respect me rather than fear
me.
Let them make mistakes because seeing you cover for them
creates such loyalty that they will not want to let that
happen again. Invest in your team’s emotional and mental
health. Share; be vulnerable but have boundaries.
Each team member can contribute to the team’s success and
demise; share that responsibility, and when things go
wrong, create a culture where your team allows you, as
their leader, to be proactive rather than reactive.
I tend to only hire solution-oriented people. Staff members
who focus on problems bring the whole team dynamic
down. There is nothing wrong with pointing out issues,
challenges, and disruption, but having a Debbie Downer
who is fixed on the problem vs. the solution slows everyone
down.
We overcame a crisis in our brand when our former CEO
was charged with murder. It was a challenge to lead a
company and overcome the immense amount of post-
traumatic stress everyone felt as well as maintaining the
integrity and reputation of the brand.
Winning awards like Standard Bank’s Top Woman in
Property and Women of Stature’s CEO of the Year Award
were great highlights. My greatest work highlight would be
getting the once-in-a-lifetime opportunity to interview
Holocaust survivor Dr. Edith Eger, the NY Times best-
selling author of The Choice and The Gift.
People are no longer happy just being told what to do; they
want to be fully engaged and feel as if their contribution
I always strive to
lead from a place of
authentic
confidence; from
a place where my
team can respect
rather than fear me.
38

matters. They want to be acknowledged for their work, and
they want to believe in those who lead them.
But to meet these higher expectations, leaders have to be
able to do more than merely issue instructions and plan
strategies. They must also be able to inspire passion,
teamwork, loyalty, trust, and confidence, and this requires a
much more authentic leadership style.
One of the biggest challenges was adapting to working in a
male-dominated environment without sacrificing my
femininity and, thereby, myself.
I experienced my lightbulb moment when I lived in New
York 20 years ago and was the only female in management
at the company at which I worked. The guys would toss a
football around at every meeting, but they never thought to
pass it to me. One day I asked them to include me, and,
although they were shocked, they obliged.
I realized then and there that although I did want to be
accepted by them as a peer, I did not want to be one of the
guys—because I’m not. I’m very much a woman—a
feminine one with a unique skill set that contributes
significantly to any table.
I subscribe to the thought process that technology can build
anything except trust. I believe in preserving the core while
stimulating progress.
business landscape?
• To lead from a place of authentic confidence—fake it
till you make it—is the worst advice I’ve ever heard.
When you are your true, authentic self, it helps you
stand out from the crowd.
• Pay attention to details from the get-go, as it’s
especially important to develop a thorough knowledge
of your field and the expertise that makes you stand
out as invaluable to an organization. It is also the best
way to command respect.
• Continually expand your network and develop
contacts who will champion you in your industry.
To be a great leader and manager, you need to be able to
coach and empower your team. I am busy completing
several coaching certifications, such as neuro coaching and
mentoring, as well as global feminine power coaching. I
spend most weekends poring over all the fantastic podcasts,
YouTube channels, and TED talks that are free learning and
professional development courses.
success as a CEO?
I left South Africa in 2002 to travel overseas, making it
alone in the toughest city in the world, aka New York City. I
came back six years later as a different person with an
entirely new perspective.
Please give us a few testimonials from your clients and
awards or recognition that accurately highlight your
achievements in the corporate niche.
• 2020 Standard Bank’s prestigious Top Woman in
Property Award.
• Chosen to represent South Africa as a speaker for the
World Leaders Summit in November 2021.
• She was featured as a TEDx speaker at Tedx Gresham
Place, delivering her talk “Make it without Faking It”
in November 2022.
• 2023 winner of Woman of Stature’s CEO of the Year.
• Speaker career highlight is having the honour to
interview Dr. Edith Eger in 2021. Edith is an
Auschwitz survivor and the renowned author of the
worldwide bestsellers The Choice and The Gift.
Testimonials:
1. “Yael’s leadership and focus on women in important
leadership positions are exactly what we need.”
Tammy Fahmi, Sr. VP of Global Servicing and Sotheby’s
International Realty Affiliates LLC
2. “She is a pint-sized dynamo, authentic to the core, and
her strategic insight is game-changing.”
Hloniphizwe Mtolo, Country Chair, Shell Companies
3. “Her talks are always totally sincere and honest, and they
are always laced with more than a trace of humour.”
Margaret Hirsch, Founder and Executive Director of
Hirsch’s Homestores.
39

,
,
A good CEO is a leader
who's willing to adapt and
change course when
necessary, but also knows
when to stay the course.
- Marissa Mayer

CEO Spotlight South Africa's Most Influential CEOs to Know.pdf

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