“I grew up in a small town in South Africa, a boy watching movies like Wall Street and wanting to be something more. I always knew I wanted to run my own successful business, that I didn’t want to lead a boring life. It’s probably a fairly typical story of many entrepreneurs, but I guess what sets me apart from others is that I don’t fear failure in the same way that many do. Sure, I don’t want to fail, and I do everything I can to avoid it, but the fear of failure doesn’t prevent me from taking big risks. I think I have courage. And this willingness to take risks with my own money was definitely a big factor in landing the funding we did for Yola. I think it made a big difference that I had personally invested about R2 million of my own money into the business. It showed a willingness to put my own neck on the line, which showed a real commitment to making the business work. And I think that we had a great idea as well.
It all started in Cape Town. I was running one of my previous companies called Clicks2Customers, and we created website-building software for our own internal use to build websites faster for our customers. We realised there was a market for businesses to be able to build their own websites, instead of having to pay someone else to do it for them. The idea made a lot of sense, particularly in the mass market targeting small to medium-sized businesses.
Every business needs a web presence, but entrepreneurs often lack the capital to pay a company to create one for them. If we could give them the tools to create their own website for free, we would be on to something big. We also knew that the world was changing and that software was moving increasingly to the web, so the idea was to put the software online instead of selling it to people on a CD which they would then have to install. Taking the company online would also open up access to an enormous global market. With that, I decided to leave Clicks2Customers in 2007. I bought the technology and the intellectual property out of the company and spun off a new company, SynthaSite in March 2007 which is what eventually became Yola in April 2009.
I tried unsuccessfully for about five months to get funding in both South Africa and the United States. But the South African venture capitalists didn’t really get the business concept – they didn’t think it would work – and the US venture capitalists weren’t really looking to invest in a South African-based company. So it made sense to run the company from the United States. However that brought with it its own set of problems.
The funders wanted to know how I was going to get into the States, how I was going to organise work permits and the like. At the time I didn’t have any really good answers to those questions. I had to do research to find out about the visa process, and let me tell you, it’s complicated. The only way to really get into the US is to apply for what’s called an L1 Visa which means you have to work for a South African company and then get transferred to an associated company in the United States. So that’s what we did. We set up SynthaSite in South Africa and an associated US company, and then applied for visas. It took four months and a lot of paperwork, but we succeeded. I had given myself a timeline of three to four months to get funding, but it took me closer to nine in the end. Fortunately I had equity built up that I could draw on and I liquidated some shares I had in other companies in order to keep the company afloat.
In 2007, we managed to raise $5 million from Columbus Venture Capital, which at the time was part of Johann Rupert’s Richemont. Getting that initial investment was a big boost for us. It enabled us to set up offices in the United States and to keep paying salaries so that we could continue to work on developing and improving the product. Landing that initial amount wasn’t easy. Generally you need to have something to show funders before they are willing to invest. So firstly, we raised what’s known as a convertible note – a small amount of funding which was put in by family and friends just to keep the business afloat. This stabilised things and allowed us to get to the point where we had built something that investors might be interested in taking a bite out of. It’s easier to start with lower funding requirements and then build up to the bigger investment amounts.
The process involves paperwork and patience. The first thing you have to do is put together a short business plan – something readable that you can distribute to potential investors. This is the pre-funding business plan. It focuses on the core market, shows the opportunity and reveals why the business is scalable. It really speaks more to the ‘blue sky’ and the business model, while the post-funding business plan gets down to the nitty gritty of how you are going to make it happen. Part of writing a winning business plan is to understand the difference between the two. The first is a sales pitch; the second an execution plan. You put together the post-funding business plan once you have a term sheet from interested funders – it’s longer and shows the details of how you are planning to spend their investment to make the business work. I was very fortunate when we were writing the business plans to have a Harvard MBA intern, Brian Elliot, working in the company. This is one of the many benefits of being selected as an Endeavor entrepreneur. Endeavor is an NGO that mentors and grows entrepreneurs in developing countries, of which South Africa is just one. Having Brian as an intern was an enormous help in putting together the post-funding business plan.
Getting the initial funding is only the first step, however. If you’re hoping to attract more funding, as we were, you need to show investors that you can really run with the business and make a success of it. So we worked really hard at optimising the Yola product. The first thing we needed to do was make it easy to use. We’re technology people but we understand that most business owners are technophobic and that they’d only use Yola if it was simple. We developed it so that users can choose a template and then simply drag and drop text and images on to the site. You can add whatever capabilities you want and then you simply hit the ‘publish’ button and it goes live to the web. It can take ten minutes to build a simple site or a couple of hours to build something more complex.
So how do we make money from a free product?
It’s simple really. Users can choose if they want to have their own domain name, such as www.entrepreneurmag.co.za, or a Yola domain name like www.entrepreneurmag.yolasite.com. The Yola domain name is free but we sell the other domain names. This is one income stream and we’ve calculated that if one in every 30 people purchases a domain name, it covers the costs of the other 29 who choose the free option, and allows us to make a profit. As the ratio of paying to non-paying customers improves, so the business makes more money.
We also have plans to launch a template marketplace, which will provide a second income stream. We will buy templates from designers and sell them on to users who want them. It’s a bit like iTunes where the software is free but the content is paid for. However, users are still able to get a completely free website if they want – that’s our selling point. They will just have paid-for options as well, should they wish to choose those. In 12 months we’ve added more than two million users to our database. People embrace the product because it’s easy to use and we help them along the way. We’ve developed comprehensive tutorials and help pages so that people have access to as much assistance and information as they might need. There’s 24/7 email assistance and a community forum where users give each other help and advice.
We’re aiming to have four to five million users this year, which we believe is totally doable. Because we focus on the SME market, the economic downturn is actually really good for us. Small to medium businesses are looking for ways to save money and boost their businesses – and a Yola website can help them do both at the same time. Based on our initial success, we landed a further $20 million in funding from Reinet in February this year. The deal is based on an equity structure and although we can’t mention the percentage of equity they own, we can say that it is less than 49%. We always knew that we’d need visionary investors to back this business, because although we weren’t reinventing the category, the concept was new. Of course, we had to sell the vision to them. But by then we had established a track record based on the initial $5 million investment and what we’d managed to achieve with it. Reinet was created out of Richemont, so there was a connection there.
For investors, I believe the entrepreneur is as important, if not more so than the business concept. For this reason it’s essential that you are a person with credibility and a reputation for doing business in an open, transparent and ethical way. I don’t think you can build credibility; I think it’s something that you prove. You either have it inherently or your don’t and then you prove that you have it by the way you conduct yourself. I know lots of guys who have no credibility because of the way they do business. They’re unethical and no one wants to invest in someone like that. And make no mistake, once you’ve earned a bad reputation, it sticks. You’ll never get away from it. I can honestly say that I could have made a lot more money being unethical in the past couple of years but that’s not what it’s about. Doing unethical business is cheating, and you might make millions but you can’t call yourself a businessman. How you build your wealth and how you make your money is what’s important, not how much you make.
People often ask how they can get in touch with investors, and for me it came down to personal networks. I add everyone I meet to one of my social networks, either Facebook or LinkedIn and I’m in those networks every day. I am very ‘out there’ media-wise and I try to maintain a good media presence, although until fairly recently I didn’t have a PR agency. I blog and I also attend lots of networking events. My philosophy is that if I only meet one worthwhile person at an event, it makes that event worthwhile. I also try to be personal with people because I believe personal relationships make all the difference. And I genuinely like people so that helps as well. But ultimately the key to successful networking is to stay in touch with people, and to offer them something valuable rather than to look for what they can give you. So I don’t look for opportunities – I look for the opportunity to build relationships. I think it also helps to learn as much about your subject as you can so that people can rely on you as an expert. This means they will use you as a valuable resource and this in turn will raise your profile and help build your network further. When you spread yourself too thin and you try to be the ‘go to’ person for everything, you make a mistake. Add value, give back, be genuine, interested and interesting. That’s what I tell people when they ask about how to build the kind of network that’s really valuable.
Ultimately, though, the funding journey comes down to persistence. And persistence pays off. Many people look at me and say, “He’s so lucky to have landed such a big investment in his company” but honestly, it has nothing to do with luck. It’s purely about hard work. Success may look like it happened overnight but that’s very rarely the case in reality. You have to be prepared to put in long hours, take risks and make personal sacrifices. And ideally, the best time to make them is when you’re young, which is why I encourage young entrepreneurs to go for it. Understand that it’s tough out there, be prepared to be patient but keep chipping away at your dream. You’ll get there eventually.
Been There, Done It
Vinny Lingham is not new to the challenge of starting a business and raising funding. In fact, he’s something of an old hand. To get his previous Internet search marketing company, incuBeta, off the ground, he had to overcome the fact that potential investors simply didn’t understand the business or how it would make money. It’s a common challenge for start-ups in the IT sector, particularly those that are pioneering new models and ways of doing business. Banks wanted to “see stock” before they’d invest. “It was clear that they just didn’t understand what Internet Search Marketing was and how it could make money,” he said.
But resourcefulness and a willingness to take big personal risks are part of Lingham’s DNA. He sold his house in order to fund incuBeta. “I thought if I lost the house and the business failed then I’d just get a job and rent accommodation for the rest of my life. To me the thought of not owning my own business was worse than the thought of losing my house and never being able to buy another one,” he says. To the R125 000 from the sale of his house he added a further R75 000 funded from his credit cards.
As with Yola, taking a personal risk paid off. incuBeta made a profit almost immediately and attracted a R700 000 sum from an angel investor who took 13% equity in the business. In finding funding for Yola, Lingham might have been talking bigger figures to bigger players, but his philosophy has remained the same: before you expect someone else to fund your business idea, invest your own money in it and create something worth investing in.
Afritorch Digital An Overnight Success That Was Years In The Making
By any standard, local start-up AfriTorch Digital has seen phenomenal growth and traction. But, while the company’s success might seem quick and effortless, there is a lot of hard work behind it.
- Players: Michel M. Katuta and Thabo Mphate
- Company: Afritorch Digital
- Established: 2017
- Visit: afritorchdigital.com
- About: Afritorch Digital assists research agencies in conducting market research through its in-depth knowledge of the African continent and its use of the latest digital technologies.
There is a saying that goes: It takes years to become an overnight success. While a company or individual might seem to enjoy sudden (and seemingly effortless) success, there is often more to the story. The results are usually public and well-publicised, but the years of hard work that came before go unnoticed.
Local start-up AfriTorch Digital is a great example of this. Since launching in May 2017, the business has seen excellent growth. “To be honest, we were very surprised by the level of success. Things progressed a lot quicker than we anticipated,” says co-founder Thabo Mphate.
“All the goals we had hoped to reach in four or sixth months, we managed to hit in the first month. It was just amazing.”
Preparing to launch
While AfriTorch Digital has certainly seen quick growth and success, it would be a mistake to assume that the same is true of the two founders. For them, the creation of AfriTorch was years in the making.
“The goal was always to start our own business,” says Thabo. “I think we’re both entrepreneurs at heart, and we saw an opportunity to create a unique kind of business that offered an innovative solution to clients, but we also realised the value of getting some experience first. Without the knowledge, experience, network and intimate understanding of the industry landscape, getting AfriTorch off the ground would have been incredibly difficult.”
Entrepreneurs tend to dislike working for other people. They want to forge their own path. However, as AfriTorch Digital’s case illustrates, spending time in the industry that you’d like to launch your business in is tremendously useful.
“Finding clients when we launched AfriTorch was relatively easy,” says company co-founder and CEO Michel Katuta. “One reason for this, I think, was that we were offering potential clients a great solution, but the other was that we had established a name for ourselves in the industry. People knew us. We had worked for respected companies, and we had done work for large clients. So, when we launched, we were able to provide a new start-up with credibility in the industry.”
The Lesson: Becoming an entrepreneur doesn’t always start with the launch of a company. Spending time in an established business, gaining experience and making contacts, can be invaluable. Very often, it’s the relationships you build during this time and the knowledge you accumulate that will help make your company a success.
Solving a problem
Everyone knows that launching a successful business means solving a burning problem, but what does that mean in practice? Aren’t all the burning problems already being addressed? And how do you attempt this without any money?
Thabo and Michel identified a small group of potential clients with a burning problem. Crucially, it was a problem that no one outside of the research field could have identified. Having spent years in the trenches, they saw a massive gap waiting to be filled.
“A decade ago, researchers were still debating whether the future of the field was in the digital space. That debate is now over. Everyone agrees that online is the way to go. What once took months now takes days or hours, and the cost of research can be reduced by a factor of five,” says Michel.
“But researchers are not technology specialists. If made available, they are eager to adopt digital tools, but they aren’t eager to develop these tools themselves. That’s not their area of expertise.”
AfriTorch Digital stepped up to provide these tools. Katuta has a background in software engineering, so he could approach research problems with the eye of a tech specialist. Very soon, research agencies were lining up to make use of AfriTorch Digital’s services.
“We work with research agencies that conduct research on behalf of their clients. We provide the digital tools needed to conduct research online, and we provide the online communities. A big reason for our success is that we understand Africa. A lot of companies want to conduct research in Africa, but traditionally, this has been very hard. There was a lack of access and a lack of infrastructure that made research very hit-and-miss. Thanks to the continent’s adoption of mobile technology, it’s now much easier. If you have the technological know-how and an understanding of the environment, you can do amazing things,” says Michel.
The Lesson: Find a niche and own it. Research agencies might not have seemed like an obvious and lucrative market, but having spent time in the industry, the AfriTorch founders were able to identify clients who would be desperate for their offering. Spending time in an industry will help you see where the opportunities lie.
Before launching a business, get to know an industry from the inside out. This will give you an unparalleled view into gaps you can service.
Jason English On Growing Prommac’s Turnover Tenfold And Being Mindful Of The ‘Oros Effect’
Rapid growth and expansion can lead to a dilution of the foundational principles that defined your company in its early days. Jason English of Prommac discusses how you can retain your company’s culture and vision while growing quickly.
- Player: Jason English
- Position: CEO
- Company: Prommac
- Associations: Young President’s Organisation (YPO)
- Turnover: R300 million (R1 billion as a group)
- Visit: prommac.com
- About: Prommac is a construction services business specialising in commissioning, plant maintenance, plant shutdowns and capital projects. Jason English purchased the majority of the company late in 2012, and currently acts as its CEO. Under his leadership, the company has grown from a small business to an international operation.
Since Jason English purchased Prommac in 2012, the company has experienced phenomenal growth. At the time he took over as owner and CEO, it was a small operation that boasted a turnover below R50 million.
Today, Prommac is part of a diversified group of companies under the CG Holdings umbrella and alone has grown it’s turnover nearly ten fold since Jason English took over. As a group, CG Holdings, of which Jason is a founder, is generating in excess of R1 billion. How has Prommac managed such phenomenal growth? According to Jason, it’s all about company culture… and about protecting your glass of Oros.
“As your business grows, it suffers from something that I call the Oros Effect. Think of your small start-up as an undiluted glass of Oros. When you’re leading a small company, it really is a product of you. You know everything about the business and you make every decision. The systems, the processes, the culture — these are all a product of your actions and beliefs. As you grow, though, things start to change. With every new person added to the mix, you dilute that glass of Oros.
“That’s not to say that your employees are doing anything wrong, or that they are actively trying to damage the business, but the culture — which was once so clear — becomes hazy. The company loses that singular vision. As the owner, you’re forced to share ‘your Oros’ with an increasing number of people, and by pouring more and more of it into other glasses, it loses the distinctive flavour it once had. By the time you’re at the head of a large international company, you can easily be left with a glass that contains more water than Oros.
“Protecting and nurturing a company’s culture isn’t easy, but it’s worth the effort. Prommac has enjoyed excellent growth, and I ascribe a lot of that success to our company culture. Whenever we’ve spent real time and money on replenishing the Oros, we’ve seen the benefits of it directly afterwards.
“There have been times when we have made the tough decision to slow growth and focus on getting the culture right. Growth is great, of course, but it’s hard to get the culture right when new people are joining the company all the time and you’re scaling aggressively. So, we’ve slowed down at times, but we’ve almost always seen immediate benefits in terms of growth afterwards. We focus heavily on training that deals with things like the systems, processes and culture of the company. We’ve also created a culture and environment that you won’t necessarily associate with engineering and heavy industries. In fact, it has more in common with a Silicon Valley company like Google than your traditional engineering firm.
“Acquisitions can be particularly tricky when it comes to culture and vision. As mentioned, CG Holdings has acquired several companies over the last few years, and when it comes to acquisition, managing the culture is far trickier than it is with normal hiring. When you hire a new employee, you can educate them in the ways and culture of the business. When you acquire an entire company, you import not only a large number of new people, but also an existing organisation with its own culture and vision. Because of this, we’ve created a centralised hub that manages all training and other company activities pertaining to culture. We don’t allow the various companies to do their own thing. That helps to manage the culture as the company grows and expands, since it ensures that everyone’s on the same page.
“Systems and processes need to make sense. One of the key reasons that drove us to create a central platform for training is the belief that systems and processes need to make sense to employees. Everyone should understand the benefits of using a system. If they don’t understand a system or process, they will revert to what they did in the past, especially when you’re talking about an acquired company. You should expect employees to make use of the proper systems and processes, but they need to be properly trained in them first. A lot of companies have great systems, but they aren’t very good at actually implementing them, and the primary reason for this is a lack of training.
“Operations — getting the work done — is seen as the priority, and training is only done if and when a bit of extra time is available. We fell into that trap a year ago. We had enjoyed a lot of growth and momentum, so we didn’t slow down. Eventually, we could see that this huge push, and the consequent lack of focus on the core values of the business, were affecting operations. So, we had to put the hammer down and refocus on systems, processes and culture. Today Prommac is back at the top of it’s game having been awarded the prestigious Service Provider of the year for 2017 by Sasol for both their Secunda and Sasolburg chemical complexes.
“If you want to know about the state of your company’s culture, go outside the business. We realised that we needed to ‘pour more Oros into the company’ by asking clients. We use customer surveys to track our own performance and to make sure that the company is in a healthy state. It’s a great way to monitor your organisation, and there are trigger questions that can be asked, which will give you immediate insight into the state of the culture.
“It’s important, of course, to ask your employees about the state of the business and its culture as well, but you should also ask your customers. Your clients will quickly pick up if something is wrong. The fact of the matter is, internal things like culture can have a dramatic effect on the level of service offered to customers. That’s why it’s so important to spend time on these internal things — they have a direct impact on every aspect of the business.
“Remember that clients understand the value of training. There is always a tension between training and operational requirements, but don’t assume that your clients will automatically be annoyed because you’re sending employees on training. Be open and honest, explain to a client that an employee who regularly services the company will be going on training. Ultimately, the client benefits if you spend time and money on an employee that they regularly deal with.
“For the most part, they will understand and respect your decision. At times, there will be push back, both from clients and from your own managers, but you need to be firm. In the long term, training is win-win for everyone involved. Also, you don’t want a client to become overly dependent on a single employee from your company. What if that employee quits? Training offers a good opportunity to swop out employees, and to ensure that you have a group of individuals who can be assigned to a specific client. We rotate our people to make sure that no single person becomes a knowledge expert on a client’s facility, so when we need to pull someone out of the system for training, it’s not the end of the world.
“Managers will often be your biggest challenge when it comes to training. Early on, we hired a lot of young people we could train from scratch. As we grew and needed more expertise, we started hiring senior employees with experience. When it came to things like systems, processes and culture, we actually had far more issues with some of the senior people.
“Someone with significant experience approaches things with preconceived notions and beliefs, so it can be more difficult to get buy-in from them. Don’t assume that training is only for entry-level employees. You need to focus on your senior people and make sure that they see the value of what you are doing. It doesn’t matter how much Oros you add to the mix if managers keep diluting it.”
When Jason English purchased Prommac late in 2012, the company had a turnover of less than R50 million. This has grown nearly ten fold in just under five years. How? By focusing on people, culture and training.
Who’s Leading Your Business Billy Selekane Asks – You Or The Monkey On Your Back?
You’re either a change-maker, or someone who is influenced by the shifting conditions around you. The truly successful know how to determine their own destinies. Here’s how they do it.
- Player: Billy Selekane
- Company: Billy Selekane and Associates
- About: Billy Selekane is an author, internationally acclaimed inspirational keynote speaker, and a personal, team and organisational effectiveness specialist.
- Visit: billyselekanespeaks.com
We live in a world of disruption. We live in a world where Airbnb’s valuation is $31 billion, but the Hilton’s market cap is $30 billion. Airbnb doesn’t own one square kilometre, and yet they’re worth more than the world’s biggest hotel chains with enormous assets. We live in a world where things have been turned upside down.
In this brave new world, you can either thrive, or fight to survive. As a leader in your organisation, the choices you make, the mental mind-space you occupy and how you engage with those around you, will determine your personal success, as well as that of your entire organisation.
“The business of business is people. You can’t just pay lip service to the idea that they are your most important asset. You need to live it. Leaders must be intelligent and honest. You can’t just push people to meet the numbers,” says Billy Selekane, personal and business mastery expert and international speaker.
The problem is that great leaders need to first find balance within, before they can successfully lead their organisations.
“Things can no longer be done the same way,” says Billy. “Success today is defined by people who are driven, are inspired by their own lives and goals, and have the power and capability to inspire others.” But before you can achieve any of this, you need to rid yourself of the monkey on your back.
Related: Billy Selekane
The monkey on your back
“If I continue doing what I’m doing, and thinking what I’m thinking, I’ll continue to have what I have,” says Billy. “That’s the definition of insanity. Are you doing things by default or design?”
Billy’s analogy is a simple one. It’s something we can all relate to, and it’s the single biggest thing stopping us from clearing our minds, focusing on the positive and achieving success. He calls it the monkey on our backs.
“Every one of us is born with an invisible monkey on their shoulder,” says Billy. “Your monkey is always with you. Sometimes they’re the one speaking, and you need to be careful of that.” What you need to be even more aware of than your own monkey though, is everyone else’s monkeys.
“Every interaction we have is an opportunity for what I call a monkey download. You have an argument with your spouse before work, and you end up getting into your car with not only your monkey, but theirs as well. Your irritation level has doubled thanks to the extra monkey. Now you get irritated with a pointsman, another driver or a taxi on your way to work. You’ve just added three monkeys.
“By the time you walk into the office, you’re bringing an entire village of monkeys with you. They’re clamouring, clattering, arguing with each other, and the noise is deafening. Not only does everyone get out of your way, but you can’t hear yourself think. And the more your mood drops, the more monkeys you download from the people around you. This is not the path to focus, achieving your goals or being happy. It’s certainly not the path to great leadership.
“Great leaders know how to keep all those monkeys out. They know how to control their moods, and regulate their own positivity. They understand that they are the architects of their own success.”
Getting out of the monkey business
To be a great leader — and personally successful and happy — you need to start by getting out of your own way, and as Billy calls it, ‘getting out of the monkey business.’ You need to not only shake your own monkey, but everyone else’s as well.
According to Billy, there are four simple areas you can begin focusing on today that will help you become the person (and leader) you want to be.
First, honesty is the foundation of everything else you should be doing. “Be clear and straight. Speak to people simply and honestly, but with respect. Connect with them, not through the head, but with the heart. Don’t play tricks.”
Next, be authentic. All great leaders are authentic, and recognised as such. Aligned with this is integrity. “This is sadly out of stock, not only in South Africa, but the world,” says Billy.
“There is nothing as disturbing as a leader without integrity, and on a personal level, you won’t achieve emotional stability if you aren’t a person of integrity.”
Finally, you need to embrace love. “Wish your employees well. Wish your family, friends and connections well. When we are given love, and trusted to perform, we take that and pay it forward. In the case of business, this means your employees are giving the same love to customers, but if everyone showed a little more love, the world would be a better place. When people feel cared for, they show up with their hearts and wallets, and they pay it forward.
“Great leaders understand this. They don’t only focus on making themselves better, but adding to everyone around them. Remember this: In every business, there are no bad employees, just bad leaders. Employees are a reflection of that.”
If you want to build a better future, business or life, you need to start with yourself.
Stop letting negative thoughts and minor irritations derail you. You are the master of your moods and thoughts, so take personal responsibility for them.
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