Garrath Rosslee works as an independent consultant, specialising in the people-related aspects of change management. Highly qualified with more than 20 years’ experience working with individuals, groups and organisations in South Africa, the Gulf, the USA and France, Rosslee draws on a broad repository of professional knowledge.
With an MCom in strategy, an MA in Industrial Psychology and an MPhil in Business Ethics, he specialises in how culture can be used as a lever to facilitate change in distressed organisations, and the role of leadership and management practices in facilitating change.
Rosslee has been published in Turnaround Management Perspectives (Wits Business School) and the South African Journal of Industrial Psychology, and has lectured on the UNISA Open University MBA programme.
“What I do relates to my interest in change and how strategy, leadership and culture can be integrated to interface with productivity and effectiveness,” he explains.
Going it alone
Having worked for an industrial psychologist for two years, Rosslee joined a global consulting firm through which he was afforded the opportunity to work on international projects.
“As much as I enjoyed working in such a dynamic company, I found that I wanted to express myself in different ways. When you’re part of an organisation, you have to do things their way and I wanted to do it differently. I wanted to apply my skills in different and creative ways,” he says of his decision to go it alone.
Rosslee also craved the autonomy to choose which assignments he’d like to work on. “I wanted to go where I felt I could make the most impact, not simply to where the work was.”
Overcoming early challenges
Like many independent consultants, Rosslee’s early concerns related to whether he’d have enough business. But this very quickly changed as he faced the challenge of having to manage too much work.
“I started growing my practice but I really didn’t enjoy it. I was spending a lot of time selling and managing and not enough time doing what I loved. Initially I had always used associates but as things got busier I started employing people. All of a sudden I had this business that needed all my time and energy, and there was nothing left over to do what I had set out to do,” he explains.
In an environment in which growth is considered the entrepreneurial holy grail, it’s difficult to admit that you don’t want to build and grow a business. Rosslee took the decision to scale back. “Growing a business wasn’t my journey.
Having made the decision, it just felt right and I haven’t looked back,” he says. He learnt to be selective, taking on only those assignments that resonated with him, and choosing to work with people and companies with whom he felt a common purpose.
Being in the enviable position of being able to select the work that he wanted to do meant Rosslee could price himself accordingly.
“The range of pricing in the industry is broad,” he says. “I have an idea of what a big firm will charge someone like me out at, and I’ll come in just above that.”
This means he’s priced above the top consulting firms, but this is intentional. “I want to work on projects where I can have an impact, and for that to happen you need to have people’s buy-in. When people are paying money for something, they listen to you,” he says.
However he adds that pricing needs to be experience-related, and that a similar pricing structure wouldn’t be feasible for a consultant who was just starting out. “The value of what you are offering, and your experience and expertise need to inform how you price yourself as well,” he says.
Setting it apart
Making the decision to downscale his business inadvertently gave Rosslee a differentiator over and above his qualifications and experience.
“When you work with people who you like on projects that challenge you, you tend to over-deliver because the relationship is so strong and your belief in the project is so powerful,” he says.
He adds, “I really enjoy what I do, and the satisfaction I receive is what the client sees. They don’t buy the tool, they buy the enthusiasm and belief in what you’re doing. That’s what makes it work.”
Lessons you can learn
- Manage expectations. If something needs to be done and you can’t do it, make that known upfront.
- Always do more than what’s expected but don’t oversell on something you can’t deliver.
- Always look for other opportunities to make a positive impact on the assignment.
- Behave in an ethical manner. Do the right thing.
- Manage the client’s business as if it’s your own so they can see you have their interests at heart.
- Nurture and protect relationships.
- Think more broadly. South Africans’ skills set and experience makes them flexible and able to work in a range of environments.
- Stay in touch with your network and follow them when they migrate to other territories. The international work will flow from there.
Player: Garrath Rosslee
Business: Retention Strategies
Contact: +27 (0)84 251 2471
Brian Tan Of FutureLab.my – Bridging The Knowledge Gap Through Social Learning
Brian Tan a young Malaysian Entrepreneur whom has built the largest social learning platform in South-East Asia.
“The meaning of life is to find your gift. The purpose of life is to give it away” – Pablo Picasso
As a keen observer of the behaviour of successful entrepreneurs I have learnt that:
“You do not attract what you want but you attract what you are”
Brian Tan truly believes in what FutureLab stands for and therefore has attracted the belief of key partners such as Cradle whom has invested in his ground-breaking project.
Brians’ gift is to solve big problems. In unison with his two other co-founders he is giving this gift away in the Form of FutureLab, a company obsessed with learning and more specifically bridging the gap between education and careers.
Brian wants to play a role in making humanity better by applying his knack for solving unique problems and firmly believes that quality and ongoing education is a powerful catalyst for positive change. FutureLab is a social learning platform featuring diverse applications that not only connects mentees to mentors but also empowers several companies to track their employees utilising Futurelabs’ technology as they navigate through development and talent development programs.
Slowly but surely FutureLab is becoming much needed feedback loop between university and industry and brings exposure to people who have not had it before. Brian believes that a lot of people have not fullfiled their potential due to low standards of education in general.
I fully realised that I was engaging a modern entrepreneur as he described his company culture as:
‘Geeky, awesome & badass.’
He elaborated on that by explaining that his team do not follow trends, that they authentically like what they like, and do what they love in their unique way. When you act according to the Leadership principle of Authenticity you avoid having regrets as you did not apply unnecessary energy to attempt to become someone that you are simply not.
This unique company is founded upon three core values which flows through all the activities that they engage in:
- Giving back to society
- Continuous Learning
- Creating your own reality.
The FutureLab team does not only pay lip service to these values but instead actualise them as a matter of regular practice. Brian gives his team ‘homework’ in terms of things that they need to learn and the CEO of FutureLab himself is engaged in a lifetime commitment to learning. Regular ‘Stand up meetings’ are held were team members give feedback and hold each other accountable.
Brian is a Biochemist by trade whom constantly seeks opportunity to learn more about business and has completed several business programs to learn how to build a company which included spending 3 weeks at Stanford University studying entrepreneurship and meeting teams from Google, Apple, Facebook and Pinterest as part of a government initiative for the top 25 Malaysian start-ups. This young entrepreneur believes that his passion for teamwork has helped him a great deal to transform from being a biochemist to being an entrepreneur. He finds joy in ‘pushing a team forward’, as he puts it and loves seeing his team members grow in self-confidence and belief in the vision of the company that he co-founded. He has a keen knack for finding potential and then helping his team members to unleash their inherent talents.
What follows is Brians’ clear description of how Futerelab obtained cradle funding and how they managed to secure the top universities in Malaysia as clients, in his own words:
“We wanted to prove that FutureLab was solving an actual problem before applying for Cradle funding so what we did was to invite mentors from specific industries (at this early ideation stage of FutureLab it was our own personal networks).
“We started with mentors from Management consulting and posted a google form up on Low Yat and Facebook to see whether anyone wanted to speak to them. Within a couple of days, we had 20 people signup to meet our mentors. At this point, we decided to close the google form since we didnt know what kind of people would show up. We set the meet up at a local coffee shop and only spent RM 50 on buying coffee for the 5 mentors from Accenture, BCG, PWC, Ethos Consulting and Deliotte. We split the mentees into mini groups and they cycled from one mentor to the next, the last stop for each mentee group was with me telling them what we are trying to build, how much we are thinking of charging and how would the system work. We got really good feedback from the participants and the mentors.
Me being a scientist by training, I like to see whether results are repeatable so we organised 6 of these meet-ups over the whole year inviting mentors from different industries, lawyers, accountants, entrepreneurs, doctors and we even tested on online mentoring session using google hangouts. At this point, we were convinced that FutureLab should exist. This is when we applied to Cradle for Funding along with all the evidence we collected on why FutureLab should exist.
When FutureLab was first launched, we already had 40 mentors and 60 mentees that were waiting to use the platform that we were building. Mentees really enjoyed speaking to our mentors and vice versa for mentors, our growth has been mostly from word of mouth from mentors and mentees eventually universities started being aware of our mentoring community and started asking us to get more involved with their students. Our mentors are big advocates for our platform and they are based in large companies around the world. So they play a big role in opening doors for us.
Yet another key business learning he has acquired is to always guard against complacency and this knowledge is encapsulated by the following quote that he shared:
“What got you here cannot get you there”
Meaning that the same behaviours and habits that got you to this point will not be enough to move you forward, you have to keep on evolving to remain relevant and successful.
Brian is passionate about FutureLab and business in general and reminds us that:“When you are passionate work is the fun part of the day”. His advice to other entrepreneurs is to truly find a project that you are passionate about and truly believe in. He is most certainly passionate about the future of his projects and wants to build an eco-system that generates high volumes of cash that will empower his company to invest in start-up projects.
In general he wants to invest in entrepreneurs that are solving ‘big problems’ and wants FutureLab to become an innovation company. He poses this challenging question to those thinking on starting their entrepreneurial journey:
‘Are you merely attempting to do what others are already doing or are you really solving a problem?”
He finds that many entrepreneurs overthink and then do little. The more you do and if done at a rapid pace the more you learn to become adaptable and will find that there are many ways to solve a problem.
6 Of The Most Profitable Small Businesses In South Africa
Zero to 100 million in only a few years, we take a look at South Africa’s start-ups that have grown from fledglings to million rand businesses.
The Business of Iced Tea
- Player: Grant Rushmere
- Brand: Bos Brands
- Established: 2009
- Visit: www.bosicetea.com
When Grant Rushmere first envisioned Bos Ice Tea, he did it through the lens of creating a global brand. This wasn’t going to be a small local brand that would grow organically, and maybe enter international markets in the distant future. No. This was a brand engineered for stratospheric growth, which required a ballsy optimism and willingness to go big or go home.
“From the beginning we jumped in with both feet. We approached retailers and secured contracts that we knew we wouldn’t be able to sustain down the line if we didn’t get funders on board, but it was a calculated risk that we were willing to take.”
“I had developed the idea, brand and product, but I didn’t want to be a lone ranger,” says Rushmere. “I was looking for a partner who would co-invest in the business and bring skills to the company. Richard was ideal. He loved rooibos and actually produced it, and he is excellent with contracts and HR matters. Where I think a handshake will suffice, he puts a contract in place that protects everyone’s interests. Together we had the skills this business needed.”
The Top Lesson
Gutsy moves and calculated risks aside, the success of Bos Brands is a lesson in the power of marketing. In their first year, Rushmere and Bowsher spent as much on marketing as their turnover. As their revenue has increased, they haven’t pulled back on marketing spend — they’ve grown it. Rushmere is a firm believer that you get what you pay for, and what he’s been aiming for since the inception of the brand is no-holds-barred growth.
Today Iced Tea has grown from zero to R100 million in under ten years
To read the full Bos Tea story click here.
Next Up > 720% growth in 5 years
How Kevin Hart Went From Being A Comedian To The Guy Who Owns Comedy
He’s one of America’s most famous funnymen, but here’s what most people don’t see: Kevin Hart is often in his office, running a far more ambitious comedy machine.
Considering how proud Kevin Hart is of the headquarters of his company, you’d think the place would be downright palatial. But it’s not. It’s simple, almost austere. It’s a series of small offices, a reception area and a conference room, and it takes up a floor of a nondescript building in downtown Encino, Calif., on Ventura Boulevard, across from a Korean BBQ joint.
The rooms are sparsely furnished. There are a lot of photos and posters of Hart, of course, but otherwise there is no expensive art, no designer tchotchkes on the credenzas, no tasteful floor coverings that could fund a motion picture production.
No, the thing about this office that fills Kevin Hart with such pride isn’t its appearance. It’s the fact that it’s still his.
Back in 2009, when he took out a two-year lease on just a small portion of the space to house his startup, HartBeat Productions, Hart was worried he wasn’t going to be able to afford it. This was before his comedy specials became some of the highest-grossing of all time. Before his social media profile grew to near record-setting proportions. Before Kevin Hart Day was declared in Philadelphia. Before he became one of the biggest stars on Earth.
“When I first got here,” he says, “and this is before the money was where it is now, this was the dream. Every day I get to see this and I get to go, ‘Oh my God, how am I going to do it, man? Shit. I done took out the two-year goddamn lease on this place!’ ’”
But he loved the “aspirational” view from what is still his personal office, and he had a plan, drawn from a hard-earned epiphany. Historically, comedians and actors, even very successful ones, are simply cogs in a very large machine.
For all the fame, and the money and the glamour, they are essentially powerless against the whims of that machine. They are the product. They do their best, work their hardest, earn what they can and at the end of the day, they’re left with fading fame and whatever money they were able to bank along the way.
Hart saw this state of affairs early in his stand-up comedy career and decided to try something different. Something risky. The idea was this: Create something lasting. Something that will go on when you’re done. Don’t just show up, do your best and then go away.
Don’t make money mostly for other people. Own what you do. Perfect your craft, of course, but in so doing, create a sustainable, revenue-generating enterprise that can run profitably long after the world has had enough of seeing your face and hearing your jokes.
In short, the idea Kevin Hart had, as he stood nervously in that office in 2009, was this: Don’t be the cog. Be the machine.
And so he is.
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