- Player: Riaz Moola
- Company: Hyperion Development
- Established: 2012
- Visit: hyperiondev.com
Hyperion Development was founded in 2012 as a freelance cooperative aimed at helping people develop crucial computer science and coding skills. Pretty soon, though, founder Riaz Moola realised that there was an opportunity to turn the idea into a sustainable social enterprise that makes money while also doing good.
By offering free tuition to 85% of its users, and charging the 15% that can afford to pay for the service, Hyperion Development could actually be profitable while doing good. The idea struck a chord. The company now boasts partners such as Google, Facebook and Cambridge University.
I studied at Cambridge and worked for Google in Switzerland for a short time. Spreading your wings and seeing how the rest of the world does things is something I would recommend to any entrepreneur.
It allowed me to build solid contacts and get a better understanding of the global business landscape, but more importantly, it opened my eyes to the opportunities that South Africa offers.
South Africa is a great place to start a business
I’m based largely in the UK at the moment, and the fact of the matter is, it’s practically impossible to start a business here without substantial funding.
Everything is so expensive here — labour, rent, etc. — that you just can’t bootstrap. In South Africa, however, bootstrapping is doable. You can start a business and fund it yourself.
Moreover, we have the knowledge and infrastructure needed to offer a world-class service, and the cost of doing business is quite low. You can start a tech business in Cape Town or Johannesburg, for example, and have clients all over the world. Few people realise, for instance, that Amazon has a significant presence in Cape Town and does a lot of business from there.
People have this inaccurate belief that you either need to be a social enterprise or a for-profit business. The fact of the matter is, the best opportunities can be found in the middle.
You need to consider how you can create a business that manages to both — make a social impact and make money. These are the companies that attract funding and that are sustainable in the long-term.
We’ve managed to get funding from both Google and Facebook, for example, because we are a sustainable social enterprise. We’re bringing technology to Africa — which is something these large organisations are very interested in — but we’re not a charity. We’re making money. Just look at an investment firm like Omidyar Network. It is interested specifically in social enterprises that can turn a good profit.
Basic coding and computer skills have become a must-have for any entrepreneur. You have to be able to, for instance, create your own website. The good news is that this isn’t hard to do any longer. Technology now makes things easier than ever.
You can create a website without knowing how to code, but having some coding skills is useful. I would say that computer knowledge is becoming as important as basic business knowledge. Nowadays, just about every business is a ‘tech’ business in some sense.
It’s important to realise that you can compete on a global scale
Many South African entrepreneurs simply think too small. We live in a connected world, so we can operate and compete on the global stage. People often can’t believe that we got funding from Facebook.
The fact of the matter is, there’s no reason why a South African company can’t get funding from a massive international operation. It can be done. It’s not necessarily easy. We had to work very hard to get it. But it’s not impossible. You just need to start thinking big.
Related: 21 Steps To Start-Up
South Africa is uniquely positioned to offer a world-class offering at a very competitive price. Make use of these advantages.
The New Rules Of Customer Experience
Intelligent Experience Economy will change the rules of customer experience.
Our report identifies five rules organisations can follow to reimagine the customer experience in the ‘Intelligent Experience Economy’. These rules are the action that organisations need to take if they want to be successful in this new era:
1. Make the customer journey your new chain
Most executives understand the importance of CX and have some form of customer strategy to address it. However, the ‘Intelligent Experience Economy’ calls for significant action. Organisations will need to develop an enterprise-wide customer journey. Creating a common language and taxonomy around the customer that is universally adopted will spur CX transformation at scale and embed the customer in the core of the organisational culture.
2. Embed AI in the Customer Experience
Our research confirms that businesses understand the critical and still growing importance of ‘big data’ and analytics. However, having an analytics function. AI will be the dominant capability enabling companies to reimagine the CX in the ‘Intelligent Experience Economy’. Embedding AI in the CX is a great opportunity for organisations. It can enable easier communication with customers, speed up transaction times, personalise customer experiences and significantly reduce customer service costs. Furthermore, organisations that have embedded AI will have unique access to customer data.
3. Connect Customer Experience to real value
Customer metrics are now commonplace in businesses. Although the metric is important, too many businesses see it as the end point instead of the starting point. CCOs assessing their CX transformation efforts must take into account how mature their organisation’s CX measurement maturity is.
For many, CX measurement is still immature – actively listening to customers and collecting feedback, but not taking action with CX initiatives. Organisations should develop real-time customer metrics.
4. Let the COO drive Customer Experience Change
The role of the COO needs to evolve if organisations are to execute on their ambitious goals for their CX visions in the next few years. The role of the COO will need to shift from ‘measuring the CX’ to being directive on the priorities to drive CX change. In order to be more directive, end-to-end capabilities will be needed within the organisations, framed around journey stages.
5. Ignite the core
To create real CX transformation – the COO cannot be successful alone. The challenge is about ‘igniting the core’ around CX. To ‘ignite the core’ organisations need to spread the CX vision with all leaders, managers, frontline employees and back office employees alike. Furthermore, organisations will have to establish partnerships across the value chain – including UX/CX experts, data analysis, AI architects, app developers, as well as project delivery partners.
How can organisations execute the customer experience?
In order to be a leading customer experience organisation, companies will need to execute the customer experience at scale across the organisation. Customer strategy execution is transformational in nature and requires new capabilities, new ways of working and an entire organisation to be fully behind the new vision.
Never Mind The New Dawn – The Sun’s Shining For Brave SA Entrepreneurs
How do you manage risks and where do you find opportunities where the ‘sensible’ money fears to tread?
We’re planning to open two new apartment hotels each year, which is a pretty aggressive growth strategy in an environment where land expropriation without compensation is the hot topic of the moment, and investors are looking beyond our borders for growth opportunities.
However, I believe that smart entrepreneurs find opportunity in every financial climate, no matter how dire it may seem on the surface. For example, current investor caution means that those who are willing to take calculated risks face less competition – now and in the long term.
In our sector, international hotel groups are slowing or even halting any investment in improving existing properties or developing new ones. For us, that means our competition is thinning, and that there are more opportunities for us to build on prime sites for which we would have had stiff, if not insurmountable, competition in the past.
How do you manage risks and where do you find opportunities where the ‘sensible’ money fears to tread?
- If an issue seems to be an obstacle, do your research to understand all the implications. In the property business, we’re finding out how to structure our new builds and acquisitions so that they’re unlikely targets for any potential expropriation, including focusing on transformation, job creation, and promoting tourism – all elements of the National Development Plan.
- Find ways to make your investment opportunities appealing. For example, Section 12J of the Income Tax Act offers scope to create investment options that reduce tax liability and offer alternative sources of return.
- One of South Africa’s biggest challenges is a shortage of skills. We’re changing that by investing in our people, giving them access to training and career growth opportunities, and teaching them how to be entrepreneurs. We believe that these skills will either help our business grow, or they’ll give the individuals the courage they need to launch their own businesses – yet another great outcome for the country.
- While South Africa is developed in many ways, it still has many characteristics of an emerging market. This means that there are still many opportunities for brave entrepreneurs here, equipped with the ‘can-do’ attitude for which we are famous, that wouldn’t likely be available in more developed markets.
- Even though countries like Nigeria and Kenya are gateways to their regions, South Africa remains a gateway to SADEC countries and markets beyond. Adapting your products or services to appeal to those travelling through South Africa is a way of growing your client base too. For example, we have found that our apartment hotels in the Sandton district are particularly popular with visitors from the continent who come to the city to shop – but who don’t like local food. They choose our hotels because they can prepare their own favourites in our apartments’ fully equipped kitchens – clear example of how adapting to meet the needs of a potentially ‘lost’ opportunity can carve a niche for your business.
- Work harder than your competitors to convince bankers and shareholders that you’ve done everything possible – and then some – to manage risk. If you can tell a compelling story supported by solid facts, investors are likely to make decisions more quickly, giving you the edge over your competitors.
Ours is truly a homegrown business, with long term plans to continue our growth throughout South Africa. Current risks have certainly made us sharpen our proverbial pencils but using these risks to identify opportunities and research them into reality has seen us stand out from our competitors.
Any business that takes the time to interrogate challenges properly will find opportunities where others flee in uninformed fear. Do your homework and you’ll agree with me: South Africa really is one of the best places in the world to build a new business.
Saving Time When You Need It Most
With the right tools in place, thanks to TomTom Telematics, the company’s Emergency medical technicians can reach the scene faster — and as a result, they can concentrate on what they do best, saving lives.
No two industries are alike. Each sector faces its own unique challenges, and businesses within those sectors have specific KPIs they need to deliver on. For businesses in the emergency medical services sector, time is of the essence. Seconds can mean the difference between life and death.
For a company like Redicure EMS, how quickly an ambulance can reach the scene of a medical emergency is at the very heart of its value proposition.
“Every day we have another chance to save a life,” says Rosert Manamela, an emergency care practitioner at Redicure. “But to do that, we need to be able to get to the scene on time.”
Racing the clock
Redicure has a strict policy that all ambulance drivers stick to the rules of the road at all times. “We have lights and sirens, but we still need to be safe. You can’t assume everyone else sharing the road with you has heard or seen you.”
The company’s entire fleet utilises TomTom Telematics devices for this reason. “We’re able to receive up-to-date information on traffic within the area as well as alternative routes. When you’re racing against the clock you don’t have time to consider your different options — you need an immediate plan of action that will get you where you need to be.”
Thanks to this platform, which links each vehicle on the road with Redicure’s control centre, the EMS provider’s promise to all of its clients is that an ambulance will be on the scene within 15 minutes. Because vehicles are tracked, the trained emergency care practitioners — who are both monitoring the vehicles and in contact with the client who requires emergency services — can keep everyone informed from the control centre.
Pushing the boundaries of innovation
After two years operating in the medical emergencies sector, and based on their relationship with TomTom Telematics, the team at Redicure began to evaluate what else they could do to support the safety and wellbeing of South Africans facing a medical emergency.
“WEBFLEET is open API, which means it can integrate with any other applications you have,” explains Rosert. “We understood the value TomTom Telematics had brought to our business by enabling us to get to emergencies as quickly as possible, and so we started thinking about what else we could do with this technology.”
The answer was instant access to Redicure in the case of an emergency. “Once you solve the problem of how quickly an ambulance can reach you, the next challenge is how quickly you can get hold of an ambulance. We approached this problem with an understanding that in an emergency people don’t always have all the information they need on hand — who should they call, can they get through, and how quickly can the control centre gather all the information they need to be able to dispatch an ambulance? All of this wastes precious time.”
In response to this clear need, Redicure has piloted the Redicure app with Tshwane University of Technology across its six campuses. Each student has been encouraged to download the app. In the case of an emergency, one push of a button immediately sends a signal to Redicure’s control centre, complete with who needs medical assistance, all of their contact details, and most importantly, their location.
Through TomTom Telematics’ WEBFLEET solution, an alert is then sent out from the control room to the closest ambulance in the area, and the client is contacted with up-to-date expected arrival times.
“We’re changing the face of medical emergency response times, thanks to technology that enables us to get to the scene of a medical emergency more quickly and efficiently,” says Rosert.
“We’re also fine-tuning what we do on a daily basis, thanks to the information available through WEBFLEET. With TomTom, we’re not only working with collaborators who understand our business, but support the development and growth of our services and products, allowing us to push the limits of what’s possible in our industry.”
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