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Tasha’s: Natasha Sideris And Sivya Sideris

Two young entrepreneurs have been given the opportunity of a lifetime to expand their dream restaurant into a nationwide franchise

Monique Verduyn



Natasha Sideris And Sivya Sideris of Tasha's

Natasha Sideris is in high spirits. It’sday five of her new job – managing executive at Famous Brands – and she stillcan’t believe she’s here. The exuberant 33-year-old is the brains behind one ofJohannesburg’s hippest daytime eateries, Tasha’s.

Currently consisting of two restaurants,one in Atholl Square, Sandton, and the other in Village View Shopping
Centre, Bedfordview, foodies will be pleased to know that Tasha’s will beopening in Melrose Arch, Morningside and Pretoria early next year, with furtherexpansion set to take place in the course of 2009.

What makes Tasha’s different in the crowdedrestaurant sector is that it offers upmarket, casual daytime eating in a finesetting. That’s what caught the attention of Kevin Hedderwick, COO of FamousBrands. A regular at the Bedfordview store, he watched Natasha and her equallyhardworking brother Savva (28) in action. “I was fascinated by the energy ofthis young brother-and-sister team, so I asked them what their hopes and dreamswere. Natasha said she would like to turn the concept into a franchise. I wasdrawn by their passion and vigour, so I suggested we do it together.” In July this year, Famous Brands acquired a51% controlling stake in the business which has subsequently been convertedinto a franchise. Famous Brands is the largest quick service and casual diningfranchisor in
Africa and has over 1 500 franchise restaurants across a brand portfolio thatincludes Steers, Wimpy and Debonairs Pizza. “It was not a case of ‘I like it so let’sbuy it’,” says Hedderwick. “We are a commercial company and the purchase wasvery much part of a deliberate strategy to take us into the premium end of thecasual dining market where we have no representation at all. Added to this isthe fact that Tasha’s competes in a space of its own.”

With Famous Brands’ muscle behind it,Tasha’s is set for the big time. For a youthful, new business, the transactionbrings access to a finely-tuned infrastructure. Included in that is brandstewardship; the provision of a full turnkey service to the Tasha’s brand andits future franchise partners (including the drawing of plans, appointing ofcontractors and project management of all new restaurant openings, revamps andrelocations); manufacturing services; logistics expertise; development andprocurement expertise; and access to all “back of house” functions.While many of the franchise systems in theFamous Brands stable have around 300 restaurants nationwide, the plan forTasha’s is different. No more than 20 to 30 stores in premium locations areplanned for the next four years. Hedderwick says the company has no desire tocommoditise the brand. Where Famous Brands would normally find a concept, buyit from the creator and wave goodbye, the objective here is to grow thebusiness with the two young entrepreneurs and give them the systems to matchtheir drive.

“Without the capital and the businesssystems we provide it would take Natasha and Savva years to accomplish theirdreams for Tasha’s,” says Hedderwick. “At the same time, the quality and stylethat defines Tasha’s is dependent on their commitment to the ongoingdevelopment of the brand. There is perfect synergy between what they bring andwhat we have to offer. That is why we did not buy the business outright, butchose instead to partner.” Natasha and Savva concur. “Almost overnightwe have gone from yelling at waitresses to being a fully-fledged businesssystem,” says Savva. “We are excited about attending our first strategy meetingand budget planning session. Budgeting is something we simply had no time to dowhile we were running the restaurants.”An SABMiller veteran, Hedderwick points toa lesson that can be learnt from the beer giant. The public knows SABMillerlargely for its Castle Lager and Carling Black Label beer, but future growth in the beer business will come from brands likePeroni. Having identified this trend, SABMiller is actively investing inpremium beers.“It’s similar thinking that motivated ourinvestment in Tasha’s. Whether the economy is up or down, there are people whohave money to spend and lots of it. We see great scope for growth in upmarketdaytime dining.”

South Africa has many mainstream consumerswho want a bit of luxury but are often intimidated by upmarket environments.Tasha’s, says Hedderwick, manages to be exclusive without excluding, thanks toNatasha’s emphasis on creating a warm environment. He cites an interesting development withWimpy. “The brand became universally known for its frothy coffee, but with theglobal evolution of the café society, there were customers who wanted somethingmore exclusive. To maintain their loyalty, Wimpy upped its coffee offering withthe introduction of premium blend coffees which have proved to be a hit. In thesame way, Tasha’s makes it possible for people to have a more exclusive eatingexperience without having to go to hugely expensive restaurants.” Natasha, who comes from a restauranteurfamily, has been in the food industry for 14 years. “My dad opened Fishmonger’sin Rivonia while I was at varsity and I helped him with the launch,” sherecalls. “From that first night, I knew that this was the industry I wanted to be in. It’s a hard business, butit was in my veins.”

She continued to help her father run therestaurant throughout her studies. On completing her degree in sociology andpsychology, which she says has come in handy on more than a few occasions, shejoined the Fishmonger head office group as operations manager.

From there, she opened her own fast-foodfranchise with the help of a financial backer. She describes that business as a“nightmare”. “Customer interaction is what really drives me,” Natasha says.“Being stuck behind a counter and having little opportunity to talk to peoplewas not at all enjoyable for me. It was, however, an excellent learningexperience.”

The willingness to experience as much aspossible is what has propelled her ahead of any potential competitors. Riddingherself of the fast-food store, she joined Nino’s and was instrumental inopening many of its Italian-style coffee shops. She then bought and ran her ownNino’s store for five years in Village View Shopping Centre.

It was during this time that she came torealise there was a massive gap in the local market for daytime eating. “Thereare loads of coffee shops where you can have cappuccinos, croissants andsandwiches, but I wanted to create a beautiful environment in which peoplecould have great, restaurant quality food,” she says. “It was during my thirdyear of owning the Nino’s franchise that the Atholl Square property developerscalled and offered me the opportunity to open a store there.” And that’s where Savva came in. An interiordesigner who had designed several Nino’s stores, he had also worked alongsideNatasha in Bedfordview, and had subsequently bought a Baron’s restaurant with hisfather, just down the road. Savva played an integral role in taking theTasha’s concept to fruition. The brother and sister team agreed that theywanted a brand that would be consistent, with a solid foundation. At the sametime, their aim was to develop something that would never be static, butconstantly evolving.

Natasha went to an interior designconsultancy and outlined the idea. “I asked them to give me something thatwould feel like our space; something that would not age or tire. We wanted amodern feel, but not so modern that it would have to be changed every year. Theidea was to create a vibe that was fresh and organic, with a feeling ofheritage underlying it.” The design team delivered, and the resultis a concept that allows food to be showcased. The Atholl Square store waslaunched in 2005, with the second opening a year ago. While the two existingstores are unique, they have in common a creamy colour palette that is warm andstylish. The atmosphere succeeds in being elegantly serene even though, asregulars will tell you, things can get quite chaotic at lunchtimes and onSaturday mornings when the queues stream out the door. One customer reportedlytold Natasha that being at the Atholl Square store was like floating in acappuccino.

Natasha says the plan is to ensure thateach new Tasha’s has a unique flavour to maintain the boutique feel that is somuch a part of the brand. Maintaining consistency and quality is key,and is not always easy to do in the transition from restaurant to franchise.Natasha is adamant, however, that nothing will change. “Tasha’s is aboutquality meals made on order. We do not pre-prepare our food, nor will we set upa central kitchen. Everything will continue to be made onsite by people wholove food.”

Ask Natasha how she originally financedTasha’s and her eyes widen. “With great difficulty,” she replies. Glibnessaside, she not only found a silent partner, but also ended up borrowing a lotof money from the banks. “One of the reasons why it’s so important to beabsolutely passionate about what you are doing is that you are in major debt inthe beginning.” However, she cautions, it’s vital to have agood knowledge of finance before you embark on any business venture. Like manyentrepreneurs, Natasha and Savva did not always have an easy time of it in thebeginning. “We were very good restaurateurs, but not great business people,”says Natasha. “It’s really important to hone your financial skills when youdecide to open your own business.

We had to deal with unexpected costs, likethe additional R50 000 that was required to complete the first store. Inaddition, our margins were low at first, and it took us time to determinewhether we had priced our menu properly.

Natasha points out that it’s not wise to gointo business if you have to live off the business while you are financing it,and you have no unencumbered cash. “It’s impossible to live like that. That wasone of the main reasons for bringing in a silent partner. We were alsofortunate enough to have a huge amount of help from my father; with hisexperience in the restaurant industry, he mentored us through the process.”

Perhaps it was the open air appeal ofAtholl Square that helped to attract customers. Tasha’s took off from day one,with word of mouth and good reviews the only marketing tools the Siderisesused. By the sixth month, they knew they had a winner and they had provedthemselves in the marketplace. Their success spurred them on to open theBedfordview location two years later.

“Before Tasha’s opened in Bedfordview,people living in the east were forced to drive to the northern suburbs if theywanted a more elegant daytime venue,” says Natasha.Like its predecessor, the second restauranthas been a success from the start. “The conversion of the site took longer thanwe expected, and people would walk past and ask us when we were going to open.There was a huge amount of anticipation.”

How is Natasha adapting to the move fromhands-on owner to head office executive? It’s early days yet, but she says sheis enjoying the intellectual challenges involved in putting the business systemdown on paper. She also maintains that she will remain actively involved in thetwo stores on weekends. “Obsessive attention to detail, right down to checkingthat all the salt cellars face the same way, is what keeps customers comingback,” she says. “You are either five-star, or you’re not.” With the move to Famous Brands, she andSavva have had to put in place managers and measures to ensure the consistencyand ongoing success of the two stores. “We believe in giving people incentivesand in offering the right managers a share of the business,”

Natasha adds.“Your own success is often dependent on taking into account the hopes anddreams of others too.” The focus now is on the development of thefranchise system itself so that the team can hit the road running come Februarynext year when the three new stores are launched. The franchise joining fee hasbeen set at R200 000, which includes access to training and operations manuals,project management and design, basically equipping the franchisee with thewherewithal to run the business. The cost of each store will be dependent onsize and location, but is estimated at between R2,5 million to R3 million for aturnkey operation, right down to the table napkins and sugar bowls. Stores willbe sold only to owner-operators who have a passion for both food and customerservice.

Hedderwick points out that Famous Brandswas created by a family of entrepreneurs and the business embraces theentrepreneurial spirit wholeheartedly. “With my own background in the blue chipsector, I placed a huge emphasis on people and processes when I joined thebusiness. Today we have the best operational practices in place, all adapted tothe entrepreneurial environment.”

He adds one caveat. “I’ve entered into manytransactions and I’ve learnt that with the best will in the world, if thesynergy is not right between the partners, the relationship will fail. When thechemistry is not there, money becomes irrelevant.”

The negotiation process

It sounds too good to be true, but the dealbetween Famous Brands and Tasha’s was an easy one to conclude. “I suppose it’sbecause both parties knew exactly what they wanted,” says Natasha. “From ourside, we wanted the business infrastructure and resources that Famous Brandscould provide. I was also determined to ensure that the Tasha’s brand wouldnever be tampered with or commoditised.” For Famous Brands, the deal was aboutbuying a successful business that came along with the people who built it. Thiswill ensure that their creativity, individuality and love for the conceptendure throughout the growth of the franchise.

Despite the fact that it was such a simpledeal to close, Natasha insisted on legal representation and also consulted withher father – an experienced restaurant owner – to make sure she did not put afoot wrong.

The pay off                                                                                                                        

So what lies ahead for the Siderises nowthat they have sold 51% of Tasha’s? What’s interesting about this deal is thatit’s quite different from the norm for Famous Brands, which does not usuallyenter into joint ventures. “We retain 49% of the value of the business, andalong with that we are taken into the fold of the country’s leading foodservices company,” says Natasha. “We gain access to capital and resources.” Resources is a key word. Consider that ifthe Sideresis had gone into franchising on their own, the legal fees fordrawing up a franchise agreement alone would cost them in the range of R50 000each. “At the same time, our input into the brandremains the same,” adds Natasha. “It’s a win-win situation all round.”

Monique Verduyn is a freelance writer. She has more than 12 years’ experience in writing for the corporate, SME, IT and entertainment sectors, and has interviewed many of South Africa’s most prominent business leaders and thinkers. Find her on Google+.

1 Comment

1 Comment

  1. Jenna armstrong

    Nov 13, 2014 at 16:40

    Hello. I am writing an exam tomorrow (my final grade 11) for business studies and we are basing it on famous brands and tashas. This is the first interesting, well written yet informative article I have read about this topic.

    I was just wondering is famous brands and tashas a partnership? And do you know their individual form of ownership.

    If you have a free moment please could you give me anything you know about this two companies. It would honestly mean so much to me!

    I signed up just to comment on this. really need help.


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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




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


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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