Wally Fry is the kind of man who jumps in with his boots on. He never intended Fry’s Foods to be an international company, shipping 6 000 tons of food products a year. In fact, he never intended there to be a company, having started making the meat alternative products for which the brand is now famous as “something of a hobby.” But, having made the decision to build something in 1992, he’s been relentless in pursuing his chosen course of action.
“He’s also an absolute perfectionist,” says Debbie, his wife, with whom he started and now runs the company. Wally happily agrees. “I’m pedantic about absolutely everything. There is a process and a system for everything in the company. There’s a process for how you walk into my factory – and if you walk in the wrong way, you have to know I’m going to klap you for it, because that system is there for a reason. It has its foundation in the mistakes that we’ve made and the solutions we’ve found to challenges,” he says.
Doing it all
It might sound overly dictatorial (and Wally uses the word klap in a strictly figurative sense) but, if anything, he has earned the right to his fastidiousness. He’s the kind of entrepreneur who’s done absolutely everything in the company, so he should know what works best and what doesn’t. After all, this is a man who devised the recipes and developed the products and who, along with Debbie and a single employee in the early days of the company, weighed and measured ingredients, cooked the food, packaged it, boxed it and delivered it. He’s fixed the factory machines, run the finances, done the marketing, secured supermarket listings, run the operations, managed the payroll, hired and fired staff, and steered the strategic ship.
Of course today the company has structures in place to run the different functions and Wally and Debbie have been freed up to focus on strategy and growing the business. But Wally gave up control of each function incrementally, and only once he was happy he’d put in place the right person with the right training to run things the way he believed they should be run. “The food we make is unique. No other company does it. It’s not like we’re running a bakery, for example, and can just hire someone who’s worked in a bakery before. We have to make sure everyone understands our processes and systems, and our way of doing things. I had to write the manual on how things worked because every job was so specific,” he says.
It’s that perfectionism talking again, along with a healthy dose of being a stickler for detail. But it’s not like Wally is one of those entrepreneurs who refuse to relinquish control, believing only they have the magic touch to make the company a success — the company wouldn’t be where it is today if he’d refused to delegate responsibility. It’s not even that he believes he has a line into the one right way of doing things. It’s rather that he knows what the right way is. He’s learned what it is through trial and error, through working 18-hour days, and having done it himself. He’s gone from making 20 sausages in his kitchen in his KwaZulu Natal home, using a Kenwood Chef, an AMC pot and a two-plate burner, to running a factory that produces 500 tons of food a month, and has cornered the vegetarian and vegan markets. And that has to count for something. So when he stipulates that things follow a particular course of action, he expects to be listened to.
Setting up systems has been central to the success of the business. Processes and well-defined ways of doing things are vital to any business, but particularly in an area where you want to maintain the same standards and quality throughout. Systems allow a business to scale up and repeat its initial success over and over again.
Sit up and listen!
On that note, there’s something commanding about him in general that demands you listen. Interestingly, what drives this hard-nosed, tough, uncompromising businessman is a deep passion for saving the planet. Get him talking on the subject of the environmental havoc being wreaked by animal farming and that passion flares. He was invited to speak on the topic at the World Preservation Foundation’s 2010 Westminster Conference in the UK, addressing MPs, local government and the media, and got a standing ovation. People listen to him. This is not some peace-and-yoghurt hippie who makes vague hand-waving gestures in the direction of ‘green issues’, or even a fundamentalist who engages in heated rhetoric. He talks straight facts. He knows his stuff. He grabs your attention. Uncomfortably (for a sworn meat-lover) what he says makes sense.
And yet Wally wasn’t always a vegetarian (how many people who’ve been raised on a farm are?). “I’ve been a vegetarian since I was very young but Wally always loved meat, and it caused some degree of difficulty in our home because I wasn’t used to cooking or preparing meat,” says Debbie.
The change came by degrees but started, Wally says, when their daughter Tammy was born. “Since she could understand where meat came from, she refused to eat it. She’d ask me what she was eating and I’d say, “A drumstick” and she’d say, “Drumsticks are for playing drums” so I’d tell her it was the leg of a chicken, and that was it. She wouldn’t touch it,” he relates. The influence of his daughter and wife got him thinking and reading. “At the same time I studied Eastern religion, which of course is centred very much on vegetarianism. I started learning about the environmental collapse being driven by intensive animal farming, and I eventually decided I couldn’t in good conscience continue to eat meat,” he said.
Turning personal passion into a business edge
The fact that he had previously been a meat-eater was, in fact, the driving force behind the development of Fry’s products. “Just because I believed it wasn’t ethically right to eat meat, didn’t mean I didn’t miss it. It was really tough to give it up,” says Wally. That’s when he started experimenting with the creation of a meat-alternative. “I wanted something that had the same taste, texture and mouth-feel as meat,” he says.
And therein lies the uniqueness of Fry’s products. “No one else is making a vegan meat alternative range of products,” says Wally. Not only is the product both vegan and vegetarian, it’s also Kosher, Halaal, Suddah and non-GM, making it very special in its category. Wally’s conviction about environmental responsibility and ethics has driven him to extraordinary lengths in developing the product range. “We look at the ethics of every one of our raw material suppliers, and make sure that neither the company nor any of its shareholders is involved in any way in another company that might have interests in animal farming,” Wally explains. The brand has been voted the Best Buy label in the UK, based on the company’s ethics.
This was all driven by the Frys’ passion, but it’s had a positive business spin-off too, giving it a unique competitive edge in a market that’s increasingly focused on sustainability and the ethics of animal farming. It’s opened doors to a substantial international market and the company now exports to 23 countries around the world.
Passion is a significant motivator, and the Frys have it in spades, but is it enough to take you out of a home kitchen and into a global market? How does someone with no knowledge of food science or food manufacturing get to where Wally is today? Part of the answer lies in being willing to put in hours, days and years of hard, hard work. “We weren’t particularly clever but my goodness have we worked hard. I think we’re living proof that if you work hard enough at anything, you will succeed,” says Wally.
Mastering through learning
He’s also proof that you can master an industry about which you know absolutely nothing, having learned most of what he knows from reading books and through trial and error. “I’d read up on the different properties of food ingredients and then experiment by putting together different combinations. I learned that if I put together two different ingredients, it would give me a particular taste or texture, and that’s how our products evolved,” he says.
Wally also put himself through a crash course in machine engineering. “I bought all of our first machines for the factory on auction and I had no idea what they did or even if they were the right ones,” he says. He started learning and in a short time he was carrying out repair work on the factory machines.
And there’s the thing. Wally is the kind of person who masters whatever he puts his mind to. He doesn’t do things in half-measures. This is a ‘go big or go home’ kind of guy. Other entrepreneurs could learn a lot from him. “Someone once asked me what course I’d recommend an entrepreneur should take before starting a successful business and my answer was ‘None’. You need vision and enthusiasm and you just need to go for it,” he says.
Grab opportunities and run
The story of how the company got started is testament to this willingness to grab opportunities and run with them. Wally relates the story of how an encounter with a marketing expert really got things going.
“A vegetarian friend of a friend heard about the products I was making, purely for family consumption, and asked if he could come over and try them. When he tasted them he tried to convince me that they needed to be marketed and listed in supermarkets, but I wasn’t really interested in setting up a business. I was doing this as a hobby really,” he relates.
So convinced was the marketer of the potential success of the product that he offered to conduct market research and compile a full marketing plan for free. “His words were that I owed it to society to commercialise these products and that he himself wanted to be able to buy them in supermarkets,”
Being a natural businessman and entrepreneur, the realisation that there was a market out there was enough to galvanise him into action and he couldn’t walk away from the opportunity once it had been pointed out to him. “The marketing person helped us with the package design, which we hand-drew on pieces of cardboard, I got my kids to make little flags stuck on toothpicks to identify the different products and I set off to go visit the supermarkets to get listings,” Wally recalls.
Getting a foot in the door
Anyone who’s run a business in the food industry knows just how hard this can be. Getting listed in significant supermarkets is the make-or-break tipping point, but it’s notoriously tough to do. Large supermarket chains hold all the cards and competition is fierce.
Here again Wally’s ability to make people listen and to push where necessary stood him in good stead. “I took all my pre-cooked sausages and other products and prepared them in the boardroom tea room before the meeting, sticking all our little home-made flags into the products. When the guys arrived for the meeting they told me they didn’t do taste testings in these meetings, but I said, ‘Well humour me. I’ve done all this work so you might as well eat it,” he relates. “They started tasting and then called in people from outside to taste as well, and when I left they wanted to know when I could start supplying them.”
It was a good question. “We had no factory, no equipment, no staff. I had an AMC cooking pot! I didn’t even know what equipment I’d need to buy,” he says. Machines bought at an auction were loaded into two 20 ton trucks and delivered to a small factory space the Frys owned. Wally snapped up an experienced factory worker who knew how the machines worked – the company’s first employee – and within 15 days Fry’s was up and running. The first delivery was made within three months.
Slowly does it
This makes it sound easy but the reality was anything but. “I had to learn everything from scratch. Food is a highly regulated industry – I needed to learn about food safety standards, how it should be prepared, cooked, frozen, packaged and distributed. I was also used to ordering raw materials in batches of a kilogram and I now had to order them in bulk,” Wally says.
The first orders required large quantities, but thereafter Wally and Debbie would call the supermarkets every day to find out how many boxes had been sold as this told them how much new product they would need to prepare. “We did it very, very slowly, only making as much as was required. If they had only sold two boxes, that’s how much we would make,” Debbie indicates.
It’s a far cry from the dream many entrepreneurs have of reaching a tipping point and ‘making it big’, but Wally stands by his experience of slow, steady, risk-averse growth. “I don’t subscribe to the notion that you need to sit down before starting a business and draw up a detailed SWOT analysis. If you look at the pitfalls too closely, they will become your reality. You don’t need to build an empire overnight. Just start something small and see if it works,” he advises.
‘If I can’t afford it, I don’t want it’
Growth was incremental but continuous – and entirely self-funded. Wally’s
personal rule is, ‘If I can’t afford it, I don’t want it’ and he’s applied that rigorously to the company, which has never borrowed a cent.
“If we had borrowed money the growth might have been quicker but we only know now that the product was a success. Back then, we didn’t know that so we grew organically and we’ve been very happy with that,” says Debbie.
The company was able to make use of factory space that it already owned, and some might argue that it’s easy to make a business succeed if you are lucky enough to have access to such assets. But here’s the thing. The reason the Frys owned that space in the first place was because Wally had already built up and then sold a construction company. This is the second time he’s made a success of a business, the second time he’s put in the long hours and the hard work to make something happen. So luck has nothing to do with it. And it’s worth bearing in mind that while the Frys have never borrowed money, they risked their early retirement money to make the business work.
Developing a brand people fall in love with
As Fry’s initially had no marketing budget, the product became known only through word of mouth. However, it was unique enough to make itself felt. “One supermarket told us they would have to delist us because they simply weren’t selling enough. Three months later they called us up and asked us to deliver stock because there’d been such an outcry from the vegetarian customers who had been purchasing our products,” Wally explains. Listings grew incrementally, until the product reached that golden ‘critical mass’ where stores would be out in the cold for not stocking it.
Creating something unique that meets a previously unfilled need is one thing, but how do you develop a brand that people fall in love with? Ask Wally and he’ll tell you it all comes back to passion. “You can’t start a business just because you want to make money. You need to start it because you are inspired to deliver a service or a product to people that will make their lives better or easier in some way. You need to have conviction that what you are supplying is really great for people to use. Believing in and being passionate about your product will inspire other people to believe in it too. People buy into passion. You can’t manufacture it,” he says.
Fry’s offers its customers an alternative to meat products, giving them the opportunity that Wally hoped for – to eat a meat-free or, at the very least, a reduced-meat diet. But it also offers them a chance to go green, save the planet, prevent animal cruelty and, ultimately, make a difference. That’s what builds brand loyalty and getting it right is what every brand is trying to achieve.
Taking on an international market
Customers’ demand for Fry’s products indirectly drove its penetration into international markets, as expats who wanted to continue to buy the product contacted the company to find out if they could distribute it in their new home country. “We’re represented in other countries by people who have the same passion and conviction that we do, and that makes all the difference to our success,” says Wally.
The international market currently accounts for just 25% of the company’s business, but Wally has a vision to grow aggressively on the international stage. “We just got into the States and the response has been phenomenal – our first container was sold before we had time to get the second one on the water,” he says. He’s certainly not about to ignore the South African market, but indicates that if the scales of economy are right in another country, the company would consider setting up an operation outside South Africa’s borders. “It’s not something that’s on the cards right now but yes, we’d look at it,” he says.
Wally’s drive is relentless and sometimes surprises even him. “When we were packing 500 kilograms a day I said to myself, ‘Now I’ve reached my goal. This is enough, I need to take a rest.’ But somehow I never did and today we pack 16 tons a day,” he says.
His drive propels continuous improvement in the company and the development of new product lines. A few years ago the company turned its attention to reducing the salt and fat content of its products. Today fat content is down from around 12% to between 3% and 4% while sodium content has been halved.
“We’re researching new ingredients all the time. We look all over the world, and of course where we source from has to be aligned with our ethics and values. This means R&D can take months or even years, but it’s worth it,” Wally says.
“I’m working harder now than I ever have, but I’m loving every minute of it. I’m doing something I really believe in.” It’s something nearly everyone wants to be able to say, but in the case of Fry’s Vegetarian it’s no accident – it’s integral to the business’s success. And there must be a lesson in that for other entrepreneurs.
The impact of animal farming
“The world is currently raising over 50 billion farmed animals for slaughter each year and, in addition to its major impact on global warming, this is contributing significantly to the destruction of tropical rainforests and other valuable habitats. Because of its high degree of inefficiency compared to plant protein production, animal agriculture is disproportionately depleting the planet’s dwindling reserves of fresh water, land, fuel, and other resources,” says Tammy Kelly.
The company draws on hard facts to support its position. Here are some of their stats:
- At least half of all the greenhouse gases are due to livestock production
- If all Americans ate no meat, chicken or fish for just one day a week, this would result in the same carbon savings as taking 19,2 million cars off the road in the USA for an entire year, or save gas emissions equivalent to 46 million return flights from New York to Los Angeles
- It requires 500 times as much land to produce 1kg of beef as it does to produce 1kg of vegetables
- It takes 250 litres of water to produce 1kg of wheat, and 25 000 litres of water to produce 1kg of meat
- Cows, pigs and sheep bred for human consumption discharge millions of tons of methane, a more potent greenhouse gas than carbon dioxide. Livestock accounts for about 18% of greenhouse gases, more than all the world’s transportation systems including
7 Foundational Values Of Brand Cartel And How They Grew an Iconic Business From The Ground Up
Marco Ferreira, Renate Albrecht and Dillon Warren built Brand Cartel, a through-the-line agency, that delivers exactly what they wanted — and has grown exponentially as a result.
- Players: Marco Ferreira, Renate Albrecht and Dillon Warren
- Company: Brand Cartel
- Launched: 2013
- Visit: brandcartel.co.za
“We’d never worked at agencies, which meant we had no idea how much you need to run an agency. We grew into it. It’s made us really good at what we do.”
When Dillon Warren, Renate Albrecht and Marco Ferreira launched Brand Cartel in 2013 they were in their early 20s with zero agency experience between them. The idea had started when Marco recognised that social media was taking off, but no agencies were playing in that space yet. It was a clear opportunity.
Printing flyers that said ‘Your social media is so last season’, Marco and Renate went from store to store in Sandton City, pitching their services. When Dillon joined them a few months later because they needed someone to handle the company’s finances, they had two laptops between them, R6 000, which Dillon had earned from a Ricoffy advert, and sheer will and tenacity.
“We shared a house to save on rent and split everything three ways,” says Renate. “At one point we hadn’t eaten in two days. My mom lent me R500 so I could buy Futurelife and a bag of apples for the three of us.”
The trio hired their first employee soon after launching Brand Cartel, and after prioritising salaries and bills, there wasn’t much leftover. “Dillon actually paid us R67 each one month,” laughs Marco. “That’s what was left — although I still can’t believe he actually sent it to us.” It was at this point that the young business owners realised they needed credit cards if they were going to make it through their start-up phase — not an easy feat when your bank balance is under R100.
“Looking back, those days really taught us the value of money,” says Dillon
“We spent a lot of time with very little, and we’re still careful with money today.” Through it all though, the partners kept their focus on building their business. “It almost didn’t work for a long time. We were young and naïve, but in a way, that was our strength. We didn’t have any responsibilities, and we’d never worked at agencies, which meant we had no idea how much you need to run an agency. We grew into it. It’s made us really good at what we do. All of our business has been referral business. It takes time, but we focused on being the best we could be and giving everything we had to our clients. Our differentiator was that we really cared, and were willing to offer any solutions as long as they aligned with our values.”
This is how Brand Cartel has grown from a social media agency into PR and Media Buying, SEO and PPC Strategy, Digital and Print Design, Web Development, Campaign Strategy and now an Influencer division. “It’s an incredibly competitive space with low barriers to entry, which meant it was easy to launch, but tougher to build a client base,” says Renate. “I’d sometimes cry in my car between sales pitches, and then walk in smiling. We had no idea if we’d make it.”
The perseverance has paid off though. Strong foundations have laid the groundwork for exponential growth over the past year, with turnover growing almost ten-fold in 2017 thanks to relationship-building, strong referrals and fostering an internal culture and set of values that has driven the business to new heights as a team.
Like many start-ups, Renate, Dillon and Marco have made their fair share of hiring mistakes, but as the business grew and matured, the young entrepreneurs began to realise that the success of their business lay in the quality of their team and the values they stood for.
This meant two things: Those values needed to be formalised so that they could permeate everything Brand Cartel does, and they needed a team that lived, breathed and believed in them.
“We’ve had some nasty experiences,” admits Dillon. “You should always hire slowly and fire fast, and for five years we did the opposite. We’ve hired incredible people, but we’ve also ended up with individuals who didn’t align with our values at all, and that can destroy your culture.
Dillon, Marco and Renate realised they needed to put their values on paper. “We did an exercise and actually plotted people based on a score grading them against our values, so we knew where our issues were. We knew what we wanted to stand for, and who was aligned with those values. We were right; within a few weeks resignations came in and we mutually parted ways.”
The team that stayed was different. They embraced Brand Cartel’s values, and more importantly, it gave the partners a hiring blueprint going forward.
“Values are intangibles that you somehow need to make real, so it’s important to think about the language you use, and how they can be used in a real-world work context,” says Marco.
The team has done this in a number of ways. First, they chose ‘value phrases’ that can be used in conversation, for example, ‘check it, don’t wreck it’, and ‘are you wagging your tail?’ Team members can gently remind each other of the value system and focus everyone on a task at hand simply by referring to the company’s values. “In addition, when someone is not behaving according to those values, you can call them out on the value, which is an external thing, rather than calling them out personally,” explains Dillon.
Second, all performance reviews are based on the values first. This means everyone in the organisation begins any interaction from a place of trust, knowing they are operating according to the same value system.
“When you’re in a production environment with jobs moving through a pipeline, there can be problems and delays,” explains Marco. “Instead of pointing fingers when something is over deadline or a mistake is made, our team can give each other the benefit of the doubt and work together. They trust each other, which creates cohesion. We all work as a team, which impacts the quality of our work and the service we offer our clients.”
The system is simple. Coaches will step in first if there is an issue before it escalates to the Head of Team Experience, Nicole Lambrou. If Nicole is called in, she will address the problem head on. “Inevitably it’s something fixable,” says Marco. “By addressing it immediately and in the context of our values it can be sorted out quickly. Ultimately, the overall quality of our team improves, and we are a more cohesive unit.”
The founders have seen this in action. “I recently arrived at a client event and three different people came up to me and complimented my team on the same things — all of which aligned with our values. Everyone at Brand Cartel lives them, internally and externally,” says Renate.
The value system has also shaped how the team hires new employees. “We used to meet people and hire for the position if they could do the job,” says Renate. “But then we started realising that anyone can hold up for an hour or two in an interview. You only learn who they really are three months and one day later.
“We need people who walk the talk, and we really only had a proper measurement of that once we articulated our values. Our interview style has changed, but so has what we look for.”
Here are the seven values that Dillon, Marco and Renate developed based on what they want their business to look like, how they want it to operate, and what they want to achieve, both internally, and in the market place.
1. Play with your work
Our goal is for everyone on our team to become so good at what they do that it’s no longer work. Once that happens you love your job because you’re killing it. It’s why sportsmen are called players, not workers, and it starts with the right mindset.
2. Wag your tail
The idea behind this value stems from Dale Carnegie, who said ‘have you ever met a Labrador you don’t like?’ In other words, we all respond well to people who are friendly. It needs to be genuine though, so again, it’s a mindset that you need to embrace.
We live these values whether we’re at the office or meeting clients. If you go into each and every situation with joy and excitement, from meeting someone new to a new brief coming in, you’ll be motivated and excited — and so will everyone around you.
3. Check it, don’t wreck it
The little things can make big differences. Previously it was too easy to pass the buck, which meant mistakes could — and did — happen. Once you instil a sense of ownership and create a space where people are comfortable admitting to a mistake however, two things happen. First, things get checked and caught before there’s a problem. Second, people will own up if something goes wrong. This can help avoid disasters, but it also leads to learnings, and the same thing not happening again.
4. What’s Plan B (aka make it happen)
We don’t want to hear about the problem; come to us with solutions, or better yet, already have solved the problem and made it happen. We reached a point where we had too many people coming to us with every small problem they encountered, or telling us that something wasn’t working so they just didn’t do it.
That wasn’t the way we operated, and it definitely wasn’t the way we wanted our company to operate. We also didn’t want to be spoon feeding our team. It’s normal for things to go wrong and problems to creep in — success lies in how those problems are handled.
Ignoring problems doesn’t make them go away, so we embrace them instead, encouraging everyone on our team to continuously look for solutions. For example, the PR department holds a ‘keep the paw-paw at Fruit & Veg City’ meeting every morning, where we deliberately look for where problems might arise so that we can handle them before they do. We start with what’s going wrong and then move to what’s going right. You need to give your team a safe and transparent space to air problems though. We don’t escalate. We need to know issues so that we can collectively fix them, not to find fault.
5. Put your name to it
It’s about pride in work and making it your own. When someone has pride in what they’re doing, they’ll not only put in extra time and effort, but they’ll pull out all the stops to make their creative pop, or go the extra mile for a client.
We need to find the balance between great quality work and fast output though. One way we’ve achieved this is by everyone reviewing the client brief and then committing to how long their portion will take.
When someone gives an upfront commitment, they immediately take ownership of the job. It took time for us to find our groove with this, but today we can really see the difference. Our creative coaches also keep a close eye on time sheets and where everyone is in relation to the job as a whole to keep the entire brief on track. If someone is heading towards overtime we can immediately ask if something is wrong and if they need assistance.
We also celebrate everything that leaves our studio. Every morning we have a mandatory 15-minute catch up session where we check in on four core things: How am I feeling (which allows us to pick up on the mood in the room and the pressure levels of our teams); What’s the most important thing I did yesterday; What’s the most important thing I’m going to do today (both of which give intention and accountability); and ‘stucks’, issues that team members need help with. We then end off with our achievements so that we can celebrate them together.
6. Keep it real (aka check your ego at the door)
We believe in transparency. At the end of the day we’re all people trying to achieve the same thing, but it’s easy for ego to creep in — especially when things go wrong. You can’t be ego-driven and solutions-orientated. If clients or team members are having a bad day, you need to be able to focus on the solution. Take ego away and you can do just that. It’s how we deal with stucks as well. We can call each other out and say, ‘I’m waiting for you and can’t do my job until I receive what you owe me,’ and instead of getting a negative, ego-driven reaction, a colleague will say, ‘sorry, I’m on it.’
7. Walk the talk
For us, ‘walk the talk’ really pulls all our other values together. It’s about being realistic and communicating with each other. If you’ve made a mistake or run into a problem, tell your client. Don’t go silent while you try and fix it. Let them know what’s happening and fill them in on your plan of action.
Walk the talk also deals with the industry you’re in. For example, if you’re a publicist, you need to dress like a publicist, talk like a publicist, and live your craft. In everything we do, we keep this top of mind.
John Holdsworth Founder Of Tautona AI Shares 4 Disruptive Strategies That Are Changing The Insurance Industry
What can we do now that we couldn’t do before, thanks to changes in technology?
“Disruption isn’t just doing things in a different way which doesn’t resonate or go any further — it’s about changing the game. Being disruptive means taking a look at an industry and finding a way to do it differently, giving you an advantage over the incumbents.”
- Player: John Holdsworth
- Company: Tautona AI
- Est: 2016
- Visit: www.tautona.ai
Disruptive innovation is the catchphrase that defines the last 20 years. New technologies, business models and media have disrupted the way we do just about everything. Conventional wisdom has it that the new kids on the block are the ones who are going to own the market at the expense of industry stalwarts, but this innovative South African disruptor is showing them how it’s done.
1. It’s the experience economy, stupid
Regardless of how the world changes, organisations that consider their customers’ emotions and experience first, win. That’s exactly what Tautona did. They put themselves in the customers’ shoes and asked one key question: ‘What’s wrong?’ Few industries are as ripe for disruption as insurance. When John Holdsworth co-founded cognitive automation business Tautona AI in 2016, he knew that there had to be a better way for insurers to handle client claims.
Tautona AI emerged out of a consulting engagement John had with a large insurance company. With a background in IT, he is a highly experienced technology executive and entrepreneur who has started a number of successful companies. He says he loves the energy and adrenalin associated with start-ups. He pioneered the use of digital signatures in South Africa, founded mobile payments company PAYM8, and converged voice and data provider ECN, which he sold to Reunert for R172 million in 2011. The experience acquired over this time meant he was ready to take on a massive challenge.
“When a policyholder submits an insurance claim, that action should trigger an instant decision, with the outcome immediately communicated back to the policyholder,” John says.
“Customers want swift claims handling, communication, and compensation. They want the same instant gratification that they get from online banking. So that’s what we set out do — to revolutionise the entire claims process. We have made traditional claims processing a thing of the past by pioneering a cognitive solution that is making the claims process faster, smarter and more efficient.”
2. Automating judgment tasks once reserved for humans
Tautona’s claims automation solution uses artificial intelligence to instantly approve or refer claims for further investigation. By using machine learning algorithms to identify patterns in the data, Tautona’s solution identifies fraudulent claims, enabling insurers to halve fraudulent claim losses.
Tautona also uses Robotic Process Automation to integrate to legacy systems, removing the need for traditional programming techniques. This means that Tautona’s claims automation solution can be implemented with minimal disruption to a business. By automating decision-making, communication, and compensation, Tautona enables insurance companies to take a major step towards becoming true digital insurers.
3. Ditch the legacy systems, start from scratch
Disruptive innovators invest in digital strategies so that they can find new ways of responding to their customers’ evolving needs. The founders of Tautona AI agree on several principles, but one that stands out specifically because it goes entirely against traditional thinking, is the importance of starting from scratch.
“You cannot take a non-digital business model and expect it to work online,” says John. “Instead of using old methods, you need to start from the beginning. Ditch the legacy systems, take a leader mentality and imagine the art of the possible.”
This iterative, modular approach typically begins with defining the strategy and programme plan upfront, delivering a core capability fast so it can provide benefits immediately, and then continuously improving with regular, incremental capability improvements to achieve the objectives of the strategy. It’s an approach that fosters closer collaboration between stakeholders, improved transparency, earlier delivery, greater allowance for change and more focus on the business outcomes.
4. Shaking up an industry
How do you launch new solutions and educate customers who are used to doing things the way they have always been done? John says resistance to change is inevitable. That’s why you need more than good technology.
“When you introduce something ground-breaking to the market, you encounter many different types of personalities asking diverse questions. That demands an approach that is client-centric and entirely customer focused. It also means you have to spend time developing a sound business case to present to decision makers.”
A solid business case documents the justification for the undertaking of a project. It’s the way you prove to your client and other stakeholders that the product you’re pitching is a sound investment. You need to justify the project expenditure by identifying the business benefits the innovation will deliver and that your stakeholders will be most interested in reaping from the technology.
“Essentially, it’s about proving you can deliver,” says John. “When you have an entirely new proposition, the only way you can hope to get your foot in the door is with a value proposition so profound that clients are forced to take a look at it.”
Tautona has convinced a number of South Africa’s top insurers to implement their AI-powered claims automation solution. The results to date have been ground-breaking, with insurers dramatically reducing turnaround times and processing fees. As a result, Tautona’s sales pipeline is full to the end of the first quarter of 2019.
“But there’s no rest for disruptors. Nokia and BlackBerry crumbled because they were slow to react to market changes, and they underestimated the challenge from Apple and Samsung. The only way to retain leadership is with relentless innovation, that is, a constant flow of new versions and features. That applies in any industry today.”
Tim Hogins Started Out As A Security Guard, Today His Has A Turnover Of R150 Million And Has Self-Funded Three Huge Lifestyle Parks
As a poor township kid, Tim Hogins watched kids pile into buses heading to Sun City every weekend, knowing he couldn’t afford to join them. He was a youngster, but he made a promise to himself. One day he would build parks that anyone could visit — especially underprivileged kids like himself.
- Player: Tim Hogins
- Company: GOG, formerly Green Outdoor Gyms
- Est: 2012
- Turnover: R110 million
- Projected Turnover: R150 million (2018)
- Visit: gog.co.za
“I’m a visionary, and I’m not scared to invest in my vision. I’ve lost millions, but I’ve made more because of that. Business is about making money, but I’ve grown beyond that – I want to employ people, develop them, push boundaries and see where we can take this.”
“Poverty can be a good thing, because growing up poor makes you creative, and that’s an incredible power if you know how to use it.”
Seven years ago, Tim Hogins drove out of an office park and pulled onto the side of the road because he was having a panic attack. His car was closing in on him, he couldn’t see and he couldn’t breathe. After months of hard work, it was all over. His dreams were shattered.
Tim isn’t the first entrepreneur to find himself here, and he won’t be the last. What separates him from countless other aspiring business owners is that despite a massive setback, he didn’t back down. He sat in his car, phoned his wife, and told her what had happened. Instead of telling him it was time to move on and find a job, she asked him how they were going to cobble together the money he needed to start again.
And that was the beginning of Green Outdoor Gyms, a vision Tim had been nurturing for almost two years. A business idea that had led to his retrenchment and was almost ripped away from him by his business partners and investors.
But he didn’t quit. He pushed on. And today his business has a projected turnover of R150 million and has self-funded three huge lifestyle parks that Tim hopes will impact the lives of thousands of underprivileged children while providing jobs for hundreds more.
The in-built art of tenacity
To understand Tim, you need to understand where he came from. As a township kid growing up in Randfontein on the West Rand of Johannesburg, Tim always helped his parents to sell stuff. They were traders. His dad had a small café selling burgers and chips, and his mom baked. While other kids in the area piled into buses for Sun City on the weekends, or visited a local bird park, Tim had to work or the family didn’t eat.
“I matriculated in 1996, and even though I had an exemption, tertiary education wasn’t on the cards for me,” he says. “We just couldn’t afford it.” But Tim had a plan. His cousin told him about a free four-week course to become a security guard, and Tim aced it, securing a position at one of the firm’s top industrial sites.
Here’s the first secret to Tim’s success. Instead of seeing a dead-end job, Tim saw an opportunity. If he did his job well, he would progress to a driver, and then a cash-in-transit guard. From there the plan was management. Becoming a security guard wasn’t his fate because he couldn’t get a degree — it was step one to the rest of his life.
“I was raised to be the best version of myself. Everything is what you make of it. In primary school I was head boy, and in high school the head of the SRC. There’s always a way to grow and improve yourself.”
Two years into his career as a security guard, Tim heard about another opportunity — a free programming course teaching COBOL, a back-end system used by the financial services industry.
“I grew up 500 metres from Stafford Masie, who would go on to become the first head of Google South Africa and is one of our country’s greatest tech entrepreneurs,” says Tim. “I had zero programming experience — I’d never touched a computer — but I knew how valuable these skills were, and here was an opportunity being handed to me.”
It wasn’t quite as easy as Tim imagined. He failed the aptitude test and had to take it again. Once he was on the course, he failed that too — it was a programming course after all, and Tim needed a far more basic introduction to IT. He didn’t give up though. He’d quit his job and needed to make this work while he was still living with his father and didn’t have financial responsibilities, so he begged the course administrator to let him retake the programme. This time he passed, and found a job at a small IT firm.
Once there, Tim built up his IT acumen. Over the course of his IT career Tim worked for Dimension Data, EOH and SITA. In his final three years he applied for an account management position and moved into sales. His goal was to become a business owner, and so he diversified and learnt what he could about business.
He also paid attention to the world around him, looking for a business opportunity or problem he could solve. He dabbled with some ideas, but the one he kept coming back to was outdoor gyms.
“I saw kids in parks doing sit-ups, push-ups, pull-ups on trees, and kept thinking there must be a better way than this for them. I knew that a proper solution would be good for the whole community — giving kids and parents a safe and free environment to play in and focus on their health. I focused on poorer communities, where gym fees weren’t an option, and kids needed safe places to play and keep out of trouble.”
The more Tim unpacked the idea, the more he began to believe in it. And then his employers found out, and made it clear that they did not like Tim’s attention divided between his job and his business idea. Despite this, Tim continued to focus on his entrepreneurial play, and within a few months he’d been retrenched, ostensibly due to a restructuring of the business, yet Tim was the only person let go.
It was October 2010 and Tim had no job, two-months’ salary and he was about to get married. But it was the best thing that could have happened to him. “That retrenchment catapulted me into business. From then on, my full focus became outdoor gyms.”
Winning and losing
Tim had approached Joburg City Parks who where interested in the idea. He had also met with an engineer and they had begun to design the equipment. There was just one small problem: Money.
“I knocked on doors, approaching anyone who would listen. One investor laughed at me. He said I’d gone from IT to playing with steel — what was wrong with me? A contact at SITA said flat out that she wouldn’t help me. Looking for funding can be incredibly demoralising. I had an idea and a letter of intent from Joburg City Parks, and it still wasn’t enough.”
And then Tim was introduced to a group of investors who wanted to instal kids play areas in municipal parks. Tim had the City Parks connection; they had the funding. They entered into a business partnership and built a prototype together. This was when Tim’s wheels fell off.
“I was invited to a meeting by my three business partners, and when I arrived there were five people in the room — my partners and their two lawyers. We’d entered into the agreement as 50/50 partners, and they wanted us to all be 25% shareholders. I couldn’t agree to that. This was my idea, my connection, my baby.”
By the time Tim left the meeting, he had no funding, no partners and no prototype and he knew City Parks was getting impatient. All he’d done was create competitors — and they had a demo model.
Tim had spent most of 2011 looking for funding and then building the prototype once he found his partners. He wasn’t just back to square one, he was behind where he’d started months ago. Hence the panic attack.
It was a pivotal moment. Give up or push on? Tim chose to push on. That night, Tim and his wife, Rona Hogins, sat down and came up with a plan. They would sell one car and Rona would apply for a bank loan. Together, they managed to come up with R200 000. Tim approached a friend who was interested in a side business and they launched LXI, an importer of screens for media companies. LXI brought in enough to pay the bills while Tim concentrated on getting Green Outdoor Gyms off the ground.
Then luck stepped in. “I drove past a warehouse and saw some play equipment. Instead of driving on, I pulled in and pitched my business idea to the owner.” The owner, Neta Indig, agreed to build Tim’s prototype at cost, in exchange for a long-term partnership. Tim agreed. His R200 000 would be enough to get the business back off the ground. Green Outdoor Gyms was officially launched in February 2012.
Here’s the thing about luck though. Unless you’re open to opportunities, paying attention and willing to step out of your comfort zone, luck alone will get you nowhere. By the time Tim drove into Neta’s parking lot, he’d spoken to countless investors, had doors shut in his face, lost a partnership and his prototype, and was still willing to look for any opportunity that might present itself. Through sheer will and tenacity, he found it.
After the first outdoor gym was installed, two things happened. The competition Tim had feared from his old partners didn’t materialise. It was Tim’s first real lesson in the power of passion. He’d doggedly pursued his idea for over two years. His partners, who didn’t share that passion, did nothing with the prototype they’d acquired. Tim was still — at that stage — in blue ocean territory.
The second was how quickly an idea can take off once the foundations are in place. GOG’s turnover was R3 million in its first year, and orders were flooding in from municipalities throughout South Africa.
Tim was invited to present his solution in parliament, and it was included in the National Development Plan. “Everything escalated faster than I could have imagined,” he says.
“The reality is that we’re an obese nation. It’s a real problem. On top of that, 90% of the country can’t afford commercial gym fees. Under the National Development Plan, every community was earmarked for an outdoor gym. Government saw my vision and they bought into it.”
Tim had to tender for each new site, but he had a first-mover advantage. By the time other players entered his space he’d already built up a track record. His team’s turnover times are impressive and the business doesn’t only design and instal the equipment, but can also overhaul a derelict park. The quality of his products ensures that equipment lasts at least eight years with no maintenance, although once an outdoor park is installed, the community takes ownership of it, cleaning it regularly and maintaining the area.
In six short years, GOG has installed over 1 000 outdoor gyms for local municipalities around the country, and there’s still room for growth. There are currently between 5 000 and 10 000 sites available, and while Tim doesn’t believe they will get all of them, the business will continue to expand. “I believe we still have a ten-year run with government-funded outdoor gyms, but this is no longer our core business.”
In fact, GOG has grown and changed considerably since that first outdoor gym was installed in February 2012.
“I’m an opportunist. I pay attention to developments around me and am always on the lookout for where we can add value,” says Tim. As a result, GOG is now developing its own sites and supplying equipment to the industry — across private and public sectors.
“You need to know that competitors are coming,” says Tim. “When we started out we had a niche with outdoor gyms and government, but someone will always want to eat your lunch. If you know that someone’s paying attention to what you’re doing and that everyone needs to diversify, you can stay ahead of your competitors.
“Our business is centred around health, fitness and family, and this understanding has allowed us to grow into lifestyle spaces that support our core focus.”
As a result, GOG has expanded to the installation of play areas and outdoor gyms for hotels, private and public schools, beach parks and lifestyle estates, including Steyn City.
“We also have a registered landscape company,” says Tim. “We can take vacant land and transform it into a park with grass, trees, water and pathways. We have a Geotech division that does soil testing and environmental studies.”
None of this happened overnight. It takes time to build a reputation, but if you’re focused on four key things, you can build a sustainable business. “You need to diversify your product range, diversify your customer base, nurture relationships and push outbound sales,” says Tim.
Tim has geared the business for scale, which is critical in a production and manufacturing context. “We have always outsourced our manufacturing, first with Neta, and later to a Chinese manufacturer who has become integral to our success.”
Tim’s relationship with Neta was critical in the start-up phase, but after two years the manufacturer decided to focus on his core. “We were too big — it wasn’t a side project anymore, and Neta wanted to remain in construction,” says Tim. “I needed to either find another manufacturing partner, or move into that space myself.”
Tim visited manufacturing facilities in China and sourced samples until he found a plant that could handle GOG’s volumes and quality. “Chinese manufacturers value loyalty and they’ll do whatever you want at the price point you ask. If you want a cheap product, you’ll get it — and the quality to match. Good quality costs more. I have an excellent relationship with our supplier — so good that he flew out to South Africa to see our operations, because he was impressed with the volumes he produces for us.”
It’s this relationship and the capacity available to Tim that has allowed him to take the next step towards his ultimate vision for GOG: Lifestyle parks.
Living the dream
GOG’s first lifestyle park stemmed from Tim’s need for a showroom and his life-long dream to give underprivileged children access to entertainment parks that he couldn’t afford when he was a child.
“We were manufacturing outdoor parks and I started thinking about other ideas in this space that aligned with our vision and niche. I needed a showroom that could showcase everything we can do, from ziplines to climbing walls, swimming pools to spray pools and outdoor gyms. A lifestyle park was the natural answer to everything I wanted to achieve.”
GOG Lifestyle was opened in November 2016 and is situated off the N14 near Lanseria Airport. It’s close to a number of townships, including Diepsloot and Cosmo City. “The revenue model is corporate team building events, family days and launches, which allows us to run specials for kids, the elderly, and CSI projects for schools and churches.”
The next lifestyle park, GOG Gardens, was opened in Soweto in December 2017. Bigger than the first lifestyle park, GOG Gardens caters for picnics, outdoor events and concerts. It’s a multi-purpose venue with seven venues in one, and also focuses on corporates, the general public and events, with CSI projects that support children.
“We have launched some smaller projects, such as GOG Kids at Chameleon Village in Hartbeespoort and a play area in Vilakazi Street, but our next big project is Happy Island, a 36 hectare water park off Beyers Naude Drive in Muldersdrift.”
Happy Island is GOG’s first joint venture with an investment partner, Tim’s Chinese supplier. Unlike the other lifestyle parks, which GOG self-funded from cash reserves, Happy Island is a multi-hundred million rand project with large capex needs. “The idea came to life when the chairman of our manufacturing supplier visited our operations in South Africa. There are no water parks in South Africa similar to those I visited in China. We are doing something completely new and exciting, and we broke ground in April 2017.”
All of GOG’s lifestyle parks have required high capex investments and have not yet reached break-even, unlike the smaller projects that will reach break-even within a few months. “Our projection for the lifestyle parks is three years, and five years for Happy Island,” says Tim.
“My long-term goal is to have ten lifestyle parks across South Africa, one in each region, and that’s what I’m investing in. We want to make a difference, give kids access to these parks and employ people.
“I’m here today because of my childhood experiences, but before I could invest in this dream, I needed to start small and build up my reputation and cash reserves. To achieve my ultimate dream will take a lot of investment, so that’s the focus.
“I’m a visionary, and I’m not scared to invest in my vision. I’ve lost millions, but I’ve made more because of that. Business is about making money, but I’ve grown beyond that — I want to employ people, develop them, push boundaries and see where we can take this. When someone says something is impossible, I want to know why, and then try anyway. That’s how you achieve great things. That’s how you realise your dreams.”
In 2016, GOG launched its first lifestyle park, GOG Lifestyle. Since then, two more lifestyle parks have been added, GOG Gardens in Soweto, and GOG Kids in Chameleon Village in Hartbeespoort. The company’s biggest venture, Happy Island will soon be open to the public as well.
GOG’s genesis was outdoor gyms, and the company continues to grow from these original roots: Catering to a growing focus on healthier lifestyles, from public parks to beaches, corporates and residential estates.
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