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How SNG Built A Leadership Legacy

How a turning point in SizweNtsalubaGobodo’s (SNG’s) history became an opportunity to develop an entirely new strategy, allowing it to become the fifth-largest accounting firm in the country.

Monique Verduyn



Victor Sekese

Vital Stats

  • Player: Victor Sekese
  • Company: SizweNtsalubaGobodo (SNG)
  • Est: 1985
  • Contact: +27 (0)11 231 0600
  • Visit:

When Victor Sekese was appointed CEO of NkonkiSizweNtsaluba 17 years ago, what followed was a baptism by fire. The firm had been headed up by Sizwe Nxasana, an innovative, powerful, and charismatic leader who was highly respected wherever he went.

With Nxasana’s departure for Telkom however, a shockwave ran through the firm – there was no succession plan to speak of.

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Today, Sekese leads what has evolved into SizweNtsalubaGobodo, the biggest black-owned accounting firm in the country, and the fifth largest overall.

A firm of around 1 200 employees, it takes in around 200 trainee accountants each year and is a hothouse for black chartered accountants, producing the highest number of successful black accounting candidates of all black professional services firms in Gauteng in 2014.

Building an institution

“By 1998, when I took over as CEO, we were a national firm with offices in all the major cities,” says Sekese.

“I brought the executive team together and said, ‘this is what has happened, so what do we do now?’ We developed a new way forward to ensure the firm was defined by the value we bring as a team collectively, rather than by the personality of one individual.”

Redefining a firm that was in its 14th year was never going to be easy. Although the firm’s reputation was a result of collaboration, the market had to be educated that it stood on its own feet as an institution like its bigger counterparts, regardless of who was at the helm.

Part of the long-term strategy was to grow it into the biggest black-owned audit, advisory and forensic services firm in the country. By 2011, when SizweNtsaluba VSP and Gobodo Incorporated merged to form SizweNtsalubaGobodo, that goal was well on its way to being achieved.

Leaving a legacy

SNG-south-africaAnimated and energetic, Sekese calls SNG a purpose driven firm. “What I mean by that is that we continue to be influenced by our founders who launched the firm in 1985, at a time when black people were excluded from the economy. They wanted to create a vehicle that would help to emancipate black people. They resigned from their careers in the corporate sector to launch an entrepreneurial business that gave them none of the protection afforded by the corporate world. That desire to create a lasting legacy is what drives our strategy to this day. The merger has enabled us to have an impact not only in South Africa but on the continent too.”

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SNG, he says, attests to the belief that there is no-one better than an African to solve African problems. “We bring authenticity to the table, and develop unique solutions for indigenous issues.”

Sekese insists that political, business and social leadership gaps in Africa can only be closed when Africans are involved in creating leadership legacies, which SNG is committed to doing.

“Central to that commitment is quality of leadership. That’s why we launched the SNG Corporate Academy, which advises on strategy, innovation and people, to help turn organisations into high performing units. Talent management plays a huge role as we focus on the competencies we need to take us where we want to go. Succession planning is taken care of because we have identified all the competencies we need at top management level, and all the way down throughout the company.”

From transactional to strategic

Sekese admits that the aspiration to be the advisors of choice is a big one. “Because it’s difficult to force change in the market when you are competing with the big four, we started to expand our areas of interest by identifying quick wins. When we get a small contract, we view it as a way into the client’s world, and we make sure we excel.”

He insists that SNG does not get business because of its BEE status.

“We live in a world where change is constant, and while BEE is an issue today, tomorrow it may not be. We offer services that are completely over and above the market and colour of the firm. Also, BEE accreditation will not bring in business from the rest of the continent.

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“Historically our involvement and relationships with our clients was at a transactional level only, just providing transactional services such as auditing and forensics. We have since elevated our relationships with our clients to a strategic level , wherein we are trusted business advisors helping them with their respective strategic journeys, over and above transactional services. Our trusted business advisor approach results in clients for life for the firm and ensures we are sustainable going into the future.”

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

Here’s What Jeff Bezos Prefers To Work-Life Balance And Why You Should Live By It

Work-life balance naively suggests working and non-working hours should be evenly apportioned.

John Boitnott



jeff bezos

Amazon is known for building a culture that values hard work. So much so that the organisation has received criticism from current and former employees for having to work on Thanksgiving, or even when ill.

When asked about Amazon’s work-life balance, Jeff Bezos remarked that he ascribed to the phrase “work-life harmony” instead.

Here’s how hard-charging businesspeople can maintain energy at home and at work without burning out by finding work-life harmony in place of work-life balance.

Measure work and home focus as a matter of energy instead of time

It isn’t about how many hours you spend at home or at work; it’s about the energy you bring to both parts of your life. If you enjoy working long hours, and that helps you to feel present while at home, then by all means continue.

This is a fundamental principle in Bezos’s theory of dividing one’s time between work and life. Because Bezos loves what he does, he finds energy from accomplishing his work in a manner that works well with his notoriously high standards.

As many can attest, our emotions bleed into all areas of our life. When you can gain energy from doing good work, it can help to propel you to be more successful in your life outside of work. Conversely, when things aren’t right at home, it can be difficult to find the energy to do your best work in the office. A central precept of work-life harmony is living such that both the professional and personal aspects of our life energise us to be our best at home and in the office.

This does not necessarily mean that we should spend our time in a balanced way, as the phrase “work-life balance” implies. Rather, we should spend our time in such a way that we are our best selves. In so doing, we will be better people on the whole.

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

Build a flexible work-life schedule

Just as different people will amass different levels of energy from work and life outside of work, different people will find they are most productive at different times of the day. The 9-5 work culture that has existed for decades is really shifting now. Most modern offices allow some form of flexible work, which means you have the ability to set your own hours to some degree.

Experiment with working at different times of the day to find the schedule the helps you to be most productive. In so doing, you’ll have more time to do your best work, and more energy to spend with loved ones as a result of increased productivity.

Know when to say “no”

We tend to think that taking on as many projects as possible is a sign of a good professional. But being busy is not the same as making an impact. To do your best work, you’ll need to prioritise projects that you know you can add value to.

Spinning your wheels is demoralising. Look for projects in which you can easily enter a “flow state” where hours melt away. This is the environment in which you are doing your best work, and are happy to be doing the work itself. It is in moments of flow that we often feel most productive, and even fulfilled. Therefore, it is after moments of flow that we tend to feel guilt-free about enjoying quality time with loved ones while unplugging from work.

Related: Jeff Bezos Reveals 3 Strategies for Amazon’s Success

Communicate commitments

If you’re approaching a time-consuming work project, communicate that to the important people in your life. Otherwise, they may think you are avoiding them due to a more insidious reason.

Providing those you love with a glimpse into your professional commitments can also help them to help you. If a good friend knows it will be difficult for you to communicate for a few weeks, they will know to pause conversations so as not to burden you with having to reply to texts or emails.

Similarly, a partner who knows that you are responsible for delivering an important project may be able to rearrange their schedule in order to better support you in the short term.

Conversely, if family commitments will prevent you from working at full capacity for a certain period of time, set the right expectations with colleagues. A good workplace is one that is flexible to the realities of employees’ personal lives. Managers who care about the well-being of their people are usually willing to help employees take care of personal commitments.

Adapting to a changing work life

Work no longer happens between the hours of 9 AM and 5 PM, Monday to Friday. Work happens Saturday mornings, and late Friday nights. It happens on vacation, and during graduations. The idea of work-life balance suggests that there should be an even split between working and non-working hours.

Related: Why It Pays To Be A Jerk Like Jeff Bezos

In reality, those who have undertaken ambitious careers should aim for work-life harmony, a lifestyle in which both aspects of life give you the energy to be your best self as frequently as possible.

This article was originally posted here on

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Lessons Learnt

Give Your Business The Best Chance Of Success

For that to happen an entrepreneur must distil the business’s reason for being and then doggedly pursue that vision.

Gil Sperling




In my capacity as a business owner and venture capitalist, one of the questions I get asked most often by entrepreneurs is, “how do I ensure my business succeeds?” While there’s no straightforward answer, there are important elements that I believe every entrepreneur must consider to ensure the greatest probability of success.

Firstly, no business will succeed if it doesn’t solve a unique pain point or problem for modern consumers or businesses. However, even if a business is able to carve out that niche, there’s no guarantee that growth will follow. For that to happen an entrepreneur must distil the business’s reason for being and then doggedly pursue that vision.

North Star metric

This principle of having a clear business vision guides all my decisions. Whenever I need to validate a choice or a change in strategic direction, or if I’m trying to determine what to focus on, I always refer back to my vision. If the two are incongruent, then I know I need to change tack.

Elon Musk is a great example of a successful entrepreneur who is guided by his grand vision. Everything he does, from Tesla to SpaceX, pertains to sustainability, both for the planet and the human race. It might be hard to make the connection when you consider his various businesses out of context, but everything he creates fits into a broader ecosystem that in some way moves the needle towards his ultimate objective. Developing Tesla cars that run on renewable energy is but a small, short-term plan that feeds into his grand vision, yet it’s also been the catalyst for the evolution of the motoring industry.

Related: The Popimedia (Mega) Success Story

Be clear, concise

In the same way, every decision an entrepreneur makes should in some way take them a step closer to realising their vision. In this regard, it is also vital that your vision is crystal clear – a murky or undefined vision will divert you off your path to success.

That’s because you’ll tend to focus on the wrong things, especially when scaling rapidly, or when running bigger organisations, because there are many tasks to complete every day. A lack of clarity also leads to poor decision-making, or, worse, decision paralysis, and that’s business suicide – I’d rather make a bad decision than no decision at all, because it prompts action. However, with a clear vision, more often than not, those decisions will be correct.

Defining your vision

So, how do you know if your vision is clear and, more importantly, relevant and consequential? The way I stress test my vision is to evaluate it every day against the decisions I take, and the direction of the business. This daily process helps to sharpen my decisions over time.

The other step is to remain open-minded enough to accept and acknowledge criticism, and take on board advice from trusted confidants and impartial experts. This is important, because you need to craft your vision based on as much information as possible, including valid criticism.

Ultimately, though, your vision for the business should align with your purpose. Forget about money and turnover as points of departure when defining your vision. These are merely metrics that can determine the strength and effectiveness of your business strategy.

For each of my several business interests, be it VC funding or ad-tech innovation, I have different visions. Each are meaningful to me, but in every instance, I don’t wake up every day with the sole ambition of making money.

While I need to make money to grow these businesses, or build something new, having purpose and vision are the ways I pull through those inevitable challenging situations. Having your vision front of mind in everything you do helps you make better decisions, and makes the hardships easier to endure. It helps you see through the turmoil, because you know where the process will lead, and you always know where the ultimate objective lies.

Read next: A Comprehensive List Of Angel Investors That Fund South African Start-Ups

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Lessons Learnt

Jimmy Choo’s Co-Founder Explains Why There Are No Small Jobs

Tamara Mellon shares the strategy that has helped her find new opportunities throughout her career.

Nina Zipkin




The co-founder of Jimmy Choo, Tamara Mellon, believes that you can find inspiration and opportunity anywhere. All it takes is determination to keep going and a keen eye for observation.

Mellon began her career in the early 1990s working as an accessories editor for British Vogue. Always on the hunt for up-and-coming designers, she came across Jimmy Choo, a cobbler working in London’s East End.

She would commission him to create shoes for fashion shoots. They were so well received by readers that the pair realised they could expand beyond one-of-kind pieces for the pages of the magazine.

This article was originally posted here on

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