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Lessons Learnt

Breeze Website Designers’ Bongani Gosa On Learning From Mistakes

Are entrepreneurs born or made? A web design agency founder proves that the answer lies somewhere in the middle.

Monique Verduyn




Vital Stats

  • Player: Bongani Gosa
  • Company: Breeze Website Designers
  • Established: 2010
  • Contact: +27 (0)11 321 0193,
  • Visit:

As a teenager growing up in rural Mahikeng, Bongani Gosa sold cow dung from his father’s kraal to earn some money for the school holidays. He went from house to house handing out samples of his manure, which he packed in bank coin bags (bankies).

“People who were at home during the day were not the decision-makers, which is why I left samples.”

Early slip-ups

During his second year of IT studies, his love for web design led him to volunteer for the university’s internal newspaper, where he learned everything he could from the webmaster and read as much as possible.

After graduating in 2004, Gosa tried to start a business, but quickly discovered he needed experience in how to run one. He found a job as a junior designer and spent six months learning the ropes.

He took another shot at entrepreneurship and launched Breeze Website Designers (BWD). That lasted for a year, until cash flow troubles led to financial problems and he had to close shop again.

Next, he entered the project management environment which, he says, takes problem-solving to a whole new level. A skilled project manager can make the difference between a project coming in on time and on budget, and it being a failure. “Project management teaches you to do things in a systematic way to achieve predictable outcomes,” Gosa says. “I discovered where I had gone wrong, and how to make sure that did not happen again.”

Read: 10 Dynamic Black Entrepreneurs

Learning from mistakes


In 2010, he resurrected BWD, running it from his flat. Gosa’s work experience gave him some things to think about. When he started his business the first time, he did the work but had no idea how to generate sales leads. The second time, lack of capacity and processes were his downfall.

“Professional services entrepreneurs often think that if they earn R100, they must hold onto it. I realised that if I kept R60 for myself, and hired a designer with the rest, I would be able to grow the business. Letting go is what opens the door to success.”

Thinking positively

An avid reader, Gosa encourages his team of nine to read at least ten articles a day related to their industry and the workplace. If you want to influence people positively, he says, you have to invest in yourself.

“When we moved to our current premises, we bought R100 000 worth of equipment and created an attractive work space. When clients visit, they see we believe in what we do enough to have invested in ourselves, which makes them feel we will invest in them too. That’s important, because we don’t sell to companies — we sell to people. Their actions are influenced by emotions; by making them feel positive, we encourage them to take positive action.”

He’s taken the same approach to BWD’s marketing collateral. Something as basic as his business cards combine die-cutting, matt and gloss finishes, and embossing. “High-quality marketing material encourages people to take you seriously. In our line of business, it also gives us the opportunity to give them an inkling of all the cool things we can do for them.”

Read: 10 SA Entrepreneurs on What They Wish They’d Known Before Starting Their Businesses

Gosa sets himself small achievable goals. It’s not always about money, he says. It’s important to learn how to be a better negotiator, for example, or how to be a better communicator.

But numbers are key too. “If you are making R1 000 and you want to grow that to R10 000, you have to know where you stand, and what you need to do to achieve more. Consistent measurement enables consistent improvement.”

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+.

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Lessons Learnt

7 Cannabis Industry Millionaires Making It Big In The Marijuana Business

These entrepreneurs have capitalised on a new market set to continue to grow rapidly as more countries legalise marijuana across the world.

Catherine Bristow



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1. Brendan Kennedy


Brendan Kennedy worked on job sites as a carpenter to pay his way through university, with his eyes set firmly on becoming an architect, until the allure of Silicon Valley changed the course of his direction. While working at technology start-ups Kennedy began thinking about the possibilities that medical marijuana provided.

“I was really sceptical of medical cannabis,” he says. “It took a year of having conversations with patients and physicians and hearing the same story, repackaged but essentially the same, over and over and over again, where my scepticism eroded and I became a believer.”

In 2013, Kennedy and his partners applied for a licence from Health Canada and launched Lafitte Ventures, which was later renamed Tilray. Today, the company is a global leader in medical cannabis research, cultivation, processing and distribution.

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Lessons Learnt

Scaleup Learnings From Our Top Clients – What The Most Successful Entrepreneurs Do Right

So, how do our successful clients move through these constraints to scaling up? We see four key drivers of success, and they are: people, strategy, flawless execution and finance.

Louw Barnardt




You’re out of your start-up boots, staff is increasing, your client base is growing, revenue is up and you’ve proven your case to the market. Now it’s time to scale up. The challenges of this vital growth phase are different and it’s a time that demands different mindsets and different actions. In a world littered with small business failures, it helps to be well-prepared for scaling up using a proven methodology. At Outsourced CFO, we get an inside look at the success factors of our clients who are mastering the transition.

On the one hand, scaling up is a really exciting phase; this is what moves you into real job creation and making an impactful contribution to economic growth. On the other hand, it is really hard to scale up successfully. We see three major constraints that limit companies’ transition from start-up to scale-up:


The business has to have the leadership that can take it to the next level. When you start scaling up, especially rapidly, the founders can no longer do everything themselves. The team must grow and include new leadership talent that can take charge and execute so that the founders are working on the business instead of in the business.


The processes, procedures, networks, systems and workflows of the business all need to be scalable. This is imperative when it comes to your infrastructure for the financial management of your business. You’re only ready for growth when your infrastructure can seamlessly keep pace.

Market access

Scaling up demands more innovative marketing and storytelling so that you can more easily connect and engage with the new employees, clients, network partners, investors and mentors that need to come along with you on your scale-up journey.

Businesses that build a market conversation and a compelling brand narrative during their start-up phase are better positioned to have this kind of market access when they need to scale up.


It is critical to have the right people on your team. Our successful entrepreneurs have what it takes to attract, inspire and retain top talent. A strong team of smart, ambitious and purpose-driven people who love the company and want to see it succeed contribute greatly to a world class company culture. They are adept at communicating a compelling vision and establishing core values that people can take on. These entrepreneurs are tuned into the aspirations of their people and focus on developing leaders in their teams who can in turn develop more leaders.


It is planning that ensures that the right things are happening at the right times. At successful scale-ups strategies and action plans are devised to ensure that the most important thing always remains the most important thing.

Strategy includes input from all team members and setting of good priorities for the short, medium and long term. Goals are clear and everyone always knows what they are working towards. The needle is continuously moved because 90-day action plans are implemented each quarter to achieve targets and goals that are over and above people doing their daily jobs.

Flawless execution

Top entrepreneurs are not just focused on what operations need to achieve, but how the business operates. They have the right procedures, processes and tools in place so that everyone can deliver along the line on the company’s brand promise. Frequent, quick successive meetings ensure the rapid flow of effective communication. Problems are solved without drama. There is no chaos in the office environment. Everyone is empowered to execute flawlessly to an array of consistently happy clients.


Everyone knows that growth burns cash. A rapidly scaling business faces the challenge of needing a scalable financial infrastructure to keep the company healthy. Our successful entrepreneurs pay close attention to finance as the heartbeat of the business, ensuring that everything else functions. They look at the tech they are using for financial management and for the ways that their financial systems can be automated so that they can be brought rapidly to scale. The capital to grow is another vital finance issue.

The best way to finance a business is through paying clients on the shortest possible cash flow cycle. However, when you are scaling up and making heavier investments in the resources you need for growth, it is likely that you will need a workable plan for raising capital. Our scale-up clients know the value of accessing innovative financial management that provides high level services to drive their business growth.

Navigating the scale-up journey of a growing private company is one of the hardest but most rewarding of careers to pursue. Having people in your corner who have been through this journey before helps take a lot of pain out of the process. No growth journey looks the same, but there are tried and tested methods that will – if applied diligently – lead to definite success. Happy scaling!

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Lessons Learnt

That Time Jeff Bezos Was The Stupidest Person In The Room

Everyone can benefit from simple advice, no matter who they are.

Gene Marks




When you think of Jeff Bezos, a lot of things probably come to your mind.

You likely think of, a company he founded more than twenty years ago, that’s completely disrupted retail and online commerce as we know it. You probably also think of his entrepreneurial genius. Or the immense wealth that he’s built for himself and others. You may also think of drones, Alexa and same-day delivery. Bezos is a visionary, an entrepreneur, a cutthroat competitor and a game changer. He’s unquestionably a very, very smart man. But sometimes, he can be…well…stupid, too.

Like that time back in 1995.

That was when Amazon was just a startup operating from a 2,000 square foot basement in Seattle. During that period, Bezos and most of the handful of employees working for him had other day jobs. They gathered in the office after hours to print and pack up the orders that their fast-growing bookselling site was receiving each day from around the world. It was tough, grueling work.

The company at the time, according to a speech Bezos gave, had no real organisation or distribution. Worse yet, the process of filling orders was physically demanding.

“We were packing on our hands and knees on a hard concrete floor,” Bezos recalled. “I said to the person next to me ‘this packing is killing me! My back hurts, it’s killing my knees’ and the person said ‘yeah, I know what you mean.'”

Related: Jeff Bezos: 9 Remarkable Choices That Shaped The Richest Man In The World

Bezos, our hero, the entrepreneurial genius, the CEO of a now 600,000-employee company that’s worth around a trillion dollars and one of the richest men in the world today then came up with what he thought was a brilliant idea. “You know what we need,” he said to the employee as they packed boxes together. “What we need is…kneepads!”

The employee (Nicholas Lovejoy, who worked at Amazon for three years before founding his own philanthropic organisation financed by the millions he made from the company’s stock) looked at Bezos like he was — in Bezos’ words — the “stupidest guy in the room.”

“What we need, Jeff,” Lovejoy said, “are a few packing tables.” Duh.

So the next day Bezos – after acknowledging Lovejoy’s brilliance – bought a few inexpensive packing tables. The result? An almost immediate doubling in productivity. In his speech, Bezos said that the story is just one of many examples how Amazon built its customer-centered service culture from the company’s very early days. Perhaps that’s true. Then again, it could mean something else.

It could mean that sometimes, just sometimes, those successful, smart, wealthy and powerful people may not be as brilliant as you may think. Nor do they always have the right answers. Sometimes, just sometimes, they may actually be the stupidest guy in the room. So keep that in mind the next time you’re doing business with an intimidating customer, supplier or partner who appears to know it all. You might be the one with the brilliant idea.

This article was originally posted here on

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