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Self-Made Millionaire At 24 Marnus Broodryk On How To Build A R1 Billion Business

Not only has the 31-year old entrepreneur achieved what he set out to do, but he was a self-made millionaire at 24, the youngest investor on South Africa’s Shark Tank, and an entrepreneur who is shaking up the entire accounting industry. All without taking a single cent of debt.

Nadine Todd

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Marnus Broodryk was a self-made millionaire by the time he was 24. He’d arrived in Johannesburg two years earlier in a rented bakkie with all of his possessions – a bed and R37 000 in the bank.

While doing his articles at an accounting firm in Harrismith, he’d travelled often to Sandton and loved it. But he also knew there was no way he could afford rent in Joburg’s economic hub.

His only other knowledge of Joburg and its surrounds came from watching Carte Blanche every week. The team said they were broadcasting live from Randburg, so Marnus found a flat near Randburg.

Related: How Bertus Albertse Overcame Adversity To Build A R80 Million Franchising Business

And that’s where he set up The Beancounter, a revolutionary approach to accounting services that was quite literally going to change his fortunes.

Starting at the bottom

“There wasn’t any money for me to study,” Marnus says. “I was going to need a job to pay for my degree if I wanted one. I’d read an article in Rapport that CAs were the best paid professionals, so I applied for bursaries and internships at local auditing firms in Harrismith in the Free State, and applied to study accounting through Unisa.

Related: The Sharks Of Shark Tank Reveal How To Get Funded

“A local auditing firm offered me a position to do my articles with them, and that was how I got my degree — I studied through Unisa and worked at the auditing firm, earning a tiny salary and doing my articles. And I worked hard.

Every day, from 5am to 10pm I was working for this terrible salary, generally in the filing room, and studying at night. I did that for four years.

I still have memories of climbing up the ladder to the top files in this windowless room and having a little cry to myself. I was overworked, exhausted and earning almost nothing, and my mates were all loving their university lives, going out partying every night, sleeping until 10am and attending a few lectures. It was tough.”

It was also incredible training

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Not only did Marnus learn discipline and discover the ability to suffer short-term for a long-term goal, but by 22 he had completed his degree and his articles, and he was ready to start building his career.

“I knew two things. If I died that day my life would have been wasted in a file room. But if I didn’t, if I could put those skills to work, then I’d have a pretty good life.”

But he was also having a crisis of faith in what he’d chosen to do. “In my last year of articles I was part of an auditing team that was heading up a big Afrimat audit as part of their bid to list on the JSE. I realised that I hate audit procedures. I wanted to add value to companies, and I just didn’t see how audits did that.”

Related: Karl Westvig Of Retail Capital Shares His Insights Into A Year-On-Year Double-Digit Growth Business

It was this realisation that spurred Marnus into action. The idea for The Beancounter was forming — an accounting practice that would help SMEs build bigger, more sustainable and profitable businesses — but he also knew that Harrismith wasn’t the right place for his business. And so the small town boy packed up his life and moved to Joburg.

Start-ups, mistakes & finding success

“I had R37 000, which was a small window. I needed to start earning before my money ran out, so the most urgent need was a client — just one client.”

Marnus’s vision was simple. He wanted to take the boring out of accounting. He wanted to give business owners real information from their financial data that would help them to assess which business units were working, which products or services were higher earners with better margins, and where the opportunities for greater growth or cost savings lay.

Related: Slikour’s Moto: If You Dream It, You Can Be It

The problem was that he was a very fresh-faced 22 year old. So much so that when he arrived at his first client — a referral from a client he’d serviced in Harrismith — the husband and wife team looked past him and asked if his father was joining them.

“They actually said to me, ‘are you Marnus? Is your dad also Marnus? Is he coming?’” he laughs. “I had to convince them to let me in and give me a chance.

“If I opened the business today I’d have online advertising in my corner; clients would find and come to me. I wouldn’t be this kid knocking on doors.”

But that’s what Marnus had to work with, and so he single-mindedly went out and networked until his shoes were worn down.

“I always felt awkward — you’re networking with people you don’t know — but I did it. I recognised how important networking events were, and even though I was uncomfortable, I pushed myself out of my comfort zone and did it.”

Slowly, Marnus built up his business, and The Beancounter started gaining traction — which is of course when the young entrepreneur started taking his eye off the ball, as so many business owners do when they get their first taste of success.

“At first I thought I could do everything myself,” says Marnus. “It’s a pretty normal problem with entrepreneurs I think. You hire juniors because you do need employees, but you always feel you can do everything better.

Delegate, you can’t do everything yourself

“You eventually realise you can trust your employees to get things done, but that brings a different problem — you take your eye off the ball.

By 2010 I was hiring properly. All of my employees were millennials — I’m a millennial and I didn’t feel comfortable hiring people older than myself, I didn’t see how I could manage them, plus I understood millennials.

“That was all fine. The problem was that I was in my early 20s, I’d had some success with The Beancounter, and I started to think that I could solve the world’s problems. I started feeling invincible. And so I left my employees to run The Beancounter, checking in through once-a-week status updates, and spent four years focusing on other projects.”

Related: The Shark Tank Investors On What Makes A Start-Up Investable

Those projects included designing an app and then launching an app company, starting an IT consulting business and becoming a Sage Pastel reseller, and launching a tech start-up called Virtual ID, designed to digitally capture all personal details in one place so that individuals could Rica and Fica themselves once, instead of with each individual company or bank.

Too many fingers in too many pies

“I also got involved in a frameless glass company, a construction company, and bought a vegan restaurant,” he adds.

“It was a good experience, and I was particularly proud of some of the individuals I’d helped during those years. I lent one construction worker R20 000 to start his own business, for example. Today he employs 200 people and has the biggest road maintenance contract on the N3.”

But by 2014 Marnus realised that although he was now involved in a number of companies that were doing reasonably well, were cash generative and turning a profit, none of them were shooting the lights out.

“The whole experience taught me that you can build five to ten average companies, but you can’t build a R1 billion business simultaneously with others — that takes focus and dedication.”

It was an interesting position to find himself in. Marnus had reached a position of personal wealth and success because he was patient and willing to take a long-term view on his investments, and yet he’d jumped around and lost focus in his business dealings.

How to build a R1 billion business

“I knew that I wanted to build something big, and I was never going to do it like this, with my focus spread across so many different businesses.

Related: Quinton van der Burgh on Changing the Game

I sat down and asked myself, ‘where’s my biggest opportunity?’ The answer was clear. The Beancounter.

We’d made progress, had the right foundations, could drive it — and the market was ready. In 2008, when I launched the business, cloud technology didn’t exist yet, but we had a vision.

By 2014, real-time information was now possible because of the cloud, and it was affordable and accessible for SMEs.

“I’ve had more success here in the last two years with proper focus than in the six years prior to that. Success with The Beancounter really only started two years ago.”

Interestingly, The Beancounter isn’t the biggest accounting firm in South Africa — but it is the most profitable. Marnus and his team have figured out how to offer an affordable solution to SMEs that is also profitable and highly scalable.

Strategic wealth building, keep it lean

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“Youngsters and entrepreneurs spend too much in the early stages of their businesses on lifestyle, and this is all funded through debt.

“I’ve never been the guy who had to have the best of everything. I’ve never splurged. While I was building my business I kept my costs down and invested back into the business, and into property and a shares portfolio.

Even today, with wealth in the bank, I’m not driving a Ferrari. I invest in some luxuries, but I’m not excessive.

“I believe it’s a crucial foundation to a successful business. During the Shark Tank promos M-Net called me a self-made millionaire at 24.

Related: 25 Leadership Lessons From Millionaire Business Owners

It was because on the 26th of July, the day after my birthday, I had R1 million in my business bank account, and I’d done it within two years by bootstrapping my business. I had zero debt, and I’d taken out no bank loans or funding.”

Pivot to purpose and phenomenal profits

Traditional accounting firms are consulting businesses that sell hours. The more hours you sell, the more money you make. Growth centres on hiring more employees who can sell their time under your branding. Human capital-intense businesses are difficult to scale.

It’s particularly difficult to increase your margins. This is the business model that The Beancounter launched with, but Marnus always had a different vision, and by 2014 cloud technology meant the vision could become a reality.

“Today we have a very different model,” he explains. “It’s a subscription base with a product. We use Xero software as well as some of our own proprietary property. It’s a much more scalable — and profitable — business model.”

To develop The Beancounter’s new growth path, Marnus drew on the various lessons he had learnt over the past six years.

Generating repeat customers

“Ultimately, we needed recurring revenue. We didn’t want to be making once-off sales. That’s just a lot of hard work every month for new sales. We also needed to move away from personal services to selling products instead. Previously we had billed by the hour. We needed to shift that to value billing.

Related: How Mark Sham Earned His Suits & Sneakers

“We came up with a subscription model that offered ‘x’ amount of value for a set fee per month. There are different packages to choose from, based on a company’s needs and budget. For SMEs, it’s an excellent solution, because it’s predictable. Companies hate per-hour billing models, because you never know what the final invoice will be. For us it’s great because we have annuity income.

“The uptake from clients has been amazing. The combination of a product, transparent pricing and adding value to each client’s decision-making process has really worked.

Each client’s data is run through our system, which means man-hours aren’t spent capturing and processing that data. You receive monthly management accounts and have an account manager who is a fully qualified accountant to help you analyse and use that data. Our goal is to provide recommendations and real insights.

“There are different fee levels. Tech can’t solve everything; we are still a personal services firm, but your subscription level determines how much of your account manager’s time you receive.

We are completely transparent with our fee structure, which has worked very well with our clients, and builds trust. We’re not the biggest accounting firm, but we are one of the most profitable.”

Changing the industry from within

And how has the market reacted to The Beancounter’s model? “Accountants and accounting bodies were not happy,” says Marnus.

“South Africa’s accounting body in particular said we weren’t allowed to publish our fees and we did exactly that. It made the profession as a whole feel uncomfortable. But they also realised that this was where things were moving. They had to let it go — they knew they’d be fighting a losing battle. In two years, everyone will be doing things our way.”

Marnus is already looking to that future and cementing his place in it. “One of the biggest areas for growth that we see is helping SMEs secure funding. This is such a challenge for SMEs, largely because their books aren’t in order, and it’s difficult for funders to evaluate them. We believe we can play a large role in mitigating that risk by assisting SMEs.”

Find an investor with the same goals

The Beancounter has also received investment from Transaction Capital, which approached Marnus because they saw the potential his technology offered their own business.

By purchasing a stake in the business, they are now able to deploy The Beancounter’s solution to their own funding decisions, which typically look at higher-risk SME businesses.

With a solution that focuses on South Africa’s biggest growth sector — the SME market — The Beancounter’s future looks bright.

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The Beancounter’s success is built on software, but people are at the centre of the business. Here’s how Marnus is ensuring that human capital adds real value to his clients.

1. Hire the best

We’ve gone from six to 24 employees in two years, and have hired slowly. Our big challenge is that we can’t hire from other firms. We do things so differently. An accountant who’s great with people and tech is hard to find. We also need the best, so we hire slowly.

We have four interview processes before we hire, including a three to four hour assignment.  In the past we hired to fill a space. It didn’t work out well.

Today we only hire a candidate if we are 100% sure they’re what we’re looking for from a skills, attitude and cultural fit. Attitude is so important. Skills we can train, but you need a good base point to begin with.

2. Tap into what Millennials care about

People think that millennials don’t care about money. That’s rubbish. I’m interested in money; my employees are interested in money. But it’s not the only factor.

We recognise that we get so busy in our work lives we end up neglecting our personal lives. As a company we’ve asked how we can help.

We work flexi hours, and you don’t need permission to work from home. We don’t want our staff to sit in traffic. They work out their own traffic schedules and spend 20 minutes in the car instead of 90 minutes. These make a big difference to quality of life, and allow our employees to work hard while maintaining personal lives.

3. Base remuneration on output

Every single person shares in the company’s revenue. Commission is based on KPIs. Remuneration varies because it is based on position and results. To get more you need to give more. It’s that simple, and the opportunity is open to everyone. We don’t clock in and out. I don’t accept anything mediocre.

Related: Edward Moshole Founder Of Chem-Fresh Started With R68 And Turned It Into A R25 Million Business

When we get average work, we part ways by mutual agreement. Employees are incentivised on output, so if they aren’t producing results, they won’t earn enough, and they’ll leave. People generally realise themselves if the fit isn’t right for them. I’ve never been to court or had a labour dispute.

4. Focus on processes and systems

If you want to build a great business, processes and systems are everything. We’ve needed to put a lot of systems in place to ensure continuity. There is always more than one person on each account, and everything is documented. It’s essential that our clients know they have continuity, and that if someone leaves it will not disrupt their account.


Related: 10 SA Entrepreneurs Who Built Their Businesses From Nothing

Nadine Todd is the Managing Editor of Entrepreneur Magazine, the How-To guide for growing businesses. Find her on Google+.

Entrepreneur Profiles

6 Lesson Gems From Appanna Ganapathy That Helped Him Launch A High-Growth Start-Up

Twenty years after first wanting to own a business, Appanna Ganapathy launched ART Technologies, a business he aims to grow throughout Africa, starting with Kenya thanks to a recently signed deal with Seacom. As a high-growth entrepreneur with big plans, Appanna spent two decades laying the foundations of success — and now he’s starting to collect.

Nadine Todd

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Vital Stats

Like many entrepreneurs before him, Appanna Ganapathy hadn’t even finished school and he was already thinking about his first business venture. A friend could secure the licensing rights to open Nando’s franchises in Mozambique, and they were very keen on the idea — which Appanna’s mom quickly dampened. “You can do whatever you want,” she said. “As long as you finish your degree first.”

Unlike many other entrepreneurs however, Appanna not only finished his degree, but realised that he had a lot of skills he needed to develop and lessons to learn before he’d be ready to launch the business he wanted.

“We launched ART Technologies just over two years ago. If I had started any earlier, I don’t think I would have been as successful as I am now,” he says.

Here are six key lessons that Appanna has learnt along his journey, which have allowed him to launch a high-growth start-up that is positioned to make an impact across Africa.

1. You don’t just need a product – you need clients as well

Business success is the ability to design and execute a great product and solution, and then be able to sell it. Without sales, there is no business. This is a lesson Appanna learnt while he was still at university.

“I was drawn to computers. I loved figuring out how they worked, playing computer games — everything about them,” he says. “My parents lived in Mozambique, and during my holidays I’d visit them and a friend who had a computer business. I helped him assemble them and thought I could do this too while I was studying. I convinced my dad to buy me a car so that I could set up my business — and never sold or assembled a single computer. I delivered pizzas instead.”

So, what went wrong? The simple truth was that at the time Appanna had the technical skills to build computers, but he lacked the ability to sell his product.

“If someone had said, ‘I’ve got an order for 30 computers’, I would have filled it — but to go out and get that order — I didn’t really even know where to start.”

2. Price and solution go hand-in-hand

As much as you need the ability to sell your solution, you also need a market that wants and needs what you’re offering, at a price point that works for everyone.

In 2007, Appanna was approached by a former supplier whom he had worked with while he was based in Mozambique. The supplier had an IT firm and he wanted to expand into South Africa. He was looking for a local partner who would purchase equity shares in the company and run the South African business.

“I loved the opportunity. This was something I could build from the ground up, in an area I understood well,” says Appanna. The firm set up and managed IT infrastructure for SMEs. The value proposition was simple: “We could offer SMEs a service that they could use for a relatively low cost, but that gave them everything an enterprise would have.”

The problem was that although Appanna and his team knew they had a great product, they were competing on price with inferior products. “If we couldn’t adequately unpack the value of our solution, an SME would choose the cheaper option. It was a big lesson for me to learn. It doesn’t matter how good the solution is that you’re offering — if it’s not at a price point that your target market accepts, they won’t choose you.”

It was this understanding that helped Appanna and his team develop the Desktop-as-a-Service solution that ART Technologies now offers the SME market.

“While I was developing the idea and the solution, I needed to take three key things into account: What do SMEs need from an IT infrastructure perspective, what is the most cost-effective way to offer them that solution, and what will the market pay (and is it enough to cover our costs and give us a small profit margin)?”

Appanna’s experience in the market had already taught him how cost-conscious SMEs are, and so he started developing a solution that could deliver value at a price point SMEs could accept. His solution? A unique Desktop-as-a-Service product that combines all the processing power and Microsoft products a business needs, without any capex outlay for servers or software.

“It’s a Cloud workstation that turns any device into a full Windows computer,” Appanna explains. “We hold the licences, and our clients just access our service. A set-up that would cost between R180 000 and R200 000 for 15 users is now available for R479 per user per month.”

It took Appanna and his partners time to build the solution, but they started with the price point in mind, which meant a solution could be designed that met their needs as well as the needs of the market.

“Too many businesses set everything up, invest in the solution, and then discover they can’t sell their product at the price point they need. My time in the market selling IT and infrastructure solutions gave me invaluable insights into what we needed to deliver on, and what we could realistically charge for our service.”

3. Get as much on-the-ground experience as you can

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The time that Appanna spent building the IT firm he was a part-owner of was invaluable. “I started as a technical director before being promoted to GM and running the company for three and a half years. Those years were very, very important for me. They’re where I learnt everything about running a business.

“When I started, I was responsible for sales, but I didn’t have to actually go out and find clients, I just had to meet them, compile quotes and handle the installations. Everything I did was under the guidance of the company’s CEO, who was based in Mozambique. Being the guy who did everything was the best learning ground for me. It set me up for everything I’m doing today. In particular, I learnt how to approach and deal with people. Without people and clients your business is nothing.”

Appanna didn’t just learn by default — he actively worked to expand his understanding of all facets of the business. “At the time I wasn’t planning on leaving to launch my own business,” he says. “I was a shareholder and I wanted to grow that business. That meant understanding as much as possible about how everything worked. If there was something I wasn’t sure of — a process, the numbers, how something worked — I asked. I took personal responsibility for any errors and got involved in every aspect of the business, including areas that weren’t officially ‘my job’. I wanted to really grow and support the business.”

4. Stay focused

Interestingly, while the experience Appanna has accumulated throughout his career has allowed him to build a high-growth start-up, it also taught him the importance of not wearing too many hats as an entrepreneur.

“I’m glad I’ve had the experience of wearing multiple hats, because I’ve learnt so much, but I’ve also learnt that it’s important to pick a lane, not only in what you do as a business, but in the role you play within your business. I also race superbikes in the South African Kawasaki ZX-10 Cup; through this I have learnt how important it is to focus in the moment without distractions and this is a discipline I have brought into the business.”

“If you’re the leader of an organisation, you need to let things go. You can’t be everything to everyone. When I launched ART Technologies, I knew the key to growth would be the fact that although I’m technical, I wasn’t going to run the technical side of the business. I have strong technical partners whom I trust, and there is an escalation framework in place, from tech, to tech manager, to the CTO to me — I speak tech and I’m available, but my focus is on strategy and growth. I believe this is the biggest mistake that many start-ups make. If you’re wearing all the hats, who is looking at where you’re going? When you’re down in the trenches, doing everything, it’s impossible to see the bigger picture.”

Appanna chose his partners carefully with this goal in mind.

“All the partners play a very important role in the business. Ruaan Jacobs’s strength is in the technical expertise he brings to the business and Terry Naidoo’s strength is in the support services he provides to our clients. Terry is our technical manager. He has the most incredible relationship with our customers — everyone wants to work with Terry. But there’s a problem with that too — if we want to scale this business, Terry can’t be the technical point for all of our customers.

“As partners we have decided what our blueprint for service levels will be; this is based on the way Terry deals with clients and he is developing a technical manual that doesn’t only cover the tech side of the business, but how ART Technologies engages with its customers.

“Terry’s putting his essence down on paper — a step-by-step guide to how we do business. That’s how you build a service culture.”

5. Reputation, network and experience count

Many start-ups lack three crucial things when they launch: Their founders haven’t built up a large network, they don’t have a reputation in the market, and they lack experience. All three of these things can (and should) be addressed during start-up phase, but launching with all three can give the business a valuable boost.

Appanna learnt the value of networks at a young age. Born in India, he moved to Zambia with his family as a young child. From there he moved to Tanzania and then Mozambique, attending boarding school in Swaziland and KwaZulu Natal. At each new school, he was greeted by kids who had formed strong bonds.

“I made good friends in those years, but at each new school I recognised how important strong bonds are, particularly as the outsider.”

Appanna’s early career took him back to Mozambique, working with the UN and EY on various projects. When he moved to South Africa, as a non-citizen he connected with his old boss from the UN who offered him a position as information officer for the Regional Director’s team.

His next move would be to the tech company that he would run for just over three years — also the product of previous connections. “Who you know is important, but how you conduct yourself is even more so,” says Appanna. “If your reputation in the market place is good, people will want to do business with you.”

Appanna experienced this first hand when he left to launch his own business. “Some key clients wanted to move with me,” he says. “If I had brought them in it would have settled our business, but I said no to some key customers who hadn’t been mine. I wasn’t ethically comfortable taking them with me.”

One of those multinational clients approached Appanna again six months later, stating they were taking their business out to tender and that they were hoping ART Technologies would pitch for it. “Apart from the Desktop-as-a-Service product, we also provide managed IT services for clients, particularly larger enterprise clients. Due to the client going out on tender and requesting for us to participate, we pitched for the business and won. The relationship with this client has grown, allowing us to offer them some of our services that they are currently testing to implement throughout Africa.”

“I believe how we conduct ourselves is essential. You need your own personal code of ethics, and you need to live by it. Business — particularly in our environment — is built on trust. Our customers need to trust us with their data. Your reputation is key when it comes to trust.”

Interestingly, although Appanna and his team developed their product based on a specific price point, once that trust is built and a certain standard of service is delivered, customers will pay more.

6. Start smart and start lean

Appanna was able to launch ART Technologies with the savings he and his wife, Kate, had put aside. He reached a point where he had ideas he wanted to take to market, but he couldn’t get his current business partners to agree to them — and so setting up his own business became inevitable.

Although he was fortunate to have savings to bootstrap the business, it was essential for the business to be lean and start generating income as quickly as possible. This was achieved in a number of ways.

First, Appanna and Kate agreed on a start-up figure. They would not go beyond it. “We had a budget, and the business needed to make money before that budget was reached.” The runway Appanna gave himself was only six months — highly ambitious given the 18-month runway most start-ups need. “Other than my salary we broke even in month three, which actually extended our runway a bit,” says Appanna.

Appanna had a server that he used to start with, and purchased a second, bigger server four months later. He also launched another business one month before launching ART Technologies — ART Call Management, a virtual PA services business that needed a PABX system, some call centre technology and two employees.

“I’d been playing around with the idea for a while,” says Appanna. “We were focused on SMEs, and I started noticing other challenges they faced. A lot of entrepreneurs just have their cellphones, but they aren’t answering them as businesses — it’s not professional.

“In essence we sell minutes — for R295 you get 25 incoming calls and 50 minutes of transferred calls. We answer the phone as your receptionist, transfer calls and take messages. How you use your minutes is up to you. For example, if you supply the leads, we can cold call for you. ART Technologies uses the call management business as a reception service and to do all of our cold calling. It’s kept the business lean, but it’s also brought in an income that helped us with our runway.” In 2017 ART Call Management was selected as one of the top ten in the SAGE-702 Small Business Awards.

The only problem with almost simultaneously launching two businesses is focus. “It’s incredibly important to know where you’re putting your focus,” says Appanna. “The call management business has been essential to our overall strategy, but my focus has been pulled in different directions at times, and I need to be conscious of that. The most important thing for any start-up is to know exactly where your focus lies.”


Into Africa

Thanks to a distribution deal signed locally with First Distribution, ART Technologies was introduced to Seacom, which has available infrastructure in a data centre in Kenya.

“It’s a pay-per-client model that allows us to pay Seacom a percentage of every client we sign up,” says Appanna. “First Distribution will be our sales arm. They have a webstore and resellers, and we will be opening ART Kenya with a shareholder who knows the local market.”

From there, Appanna is looking to West Africa and Mauritius. “We have the product and the relationship with Seacom gives us the foothold we need to grow into East Africa.”

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Entrepreneur Profiles

Kid Entrepreneurs Who Have Already Built Successful Businesses (And How You Can Too)

All over the world kids are abandoning the traditional notion of choosing a career to pursue until retirement. Gen Z aren’t looking to become employable job-seekers, but creative innovators as emerging business owners.

Diana Albertyn

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Do kids have an advantage or disadvantage when it comes to starting and building a company? It depends on how you look it. Juggling school, friends, family and other aspects of childhood and adolescence comes with its own requirements, but perhaps this is the best age to start.

“Being an entrepreneur means having to learn, focus, and connect to people and these are all traits that are valuable throughout life. Learning this when you are young is especially crucial, and will set you up for success and to be more open to other opportunities,” says billionaire investor, Shark Tank personality and author Mark Cuban.

Here are some of the most successful kidpreneurs who have cashed in on their hobbies, interests and needs to start and grow million dollar businesses borne from passion and innovation:

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Entrepreneur Profiles

30 Top Influential SA Business Leaders

Learn from these South African titans of industry to guide you on your entrepreneurial journey to success.

Nicole Crampton

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Entrepreneurship is said to be the answer to South Africa’s unemployment challenges and slow growth, but to foster entrepreneurship we ideally need business leaders to impact grass root efforts. Business leadership is vital to improved confidence and growth. These three titans of global industry say:

  • “As we look ahead, leaders will be those who empower others.” – Bill Gates
  • “Leaders are also expected to work harder than those who report to them and always make sure that their needs are taken care of before yours.” – Elon Musk
  • “Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.” – Steve Jobs

Here are 30 top influential SA business leaders forging the path towards a prosperous South African future.

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