Like many consultancies and entrepreneurial businesses, Flamingo Moon began life as a ‘boot of a car’ operation, with Lizwe Nkala unable to afford an office and using his car as a mobile workplace.
Because he was essentially selling time and not a product, this was possible, but Nkala had big dreams, and being a mere seller of time was not one of them. “I had already been running my business for two years when I read an article that completely changed my perception of what it means to be successful,” he explains.
“The article highlighted the fact that there are two types of people in this world: buyers of time, and sellers of time. The buyers of time understand that there are only so many hours in a day, and in order to build an empire and achieve all their goals, they need more time.
The sellers of time take their time, package it in a particular offering or service, and then sell it. These are salaried employees. The buyers of time are the world’s great entrepreneurs.”
Up until this point, Nkala was nothing more than a seller of time. He had left his corporate position as head of strategic marketing at Old Mutual to become a strategy consultant and run his own business, but had ended up contracting his services to other larger consultancies anyway. He was still nothing more than a seller of time. But he wanted more.
Deciding to go solo
For Nkala, his entrepreneurial journey began while he was at Old Mutual. “Throughout ten years of corporate life I dreamt of owning my own business,” he says. “I actually used my job to role-play my future. I was passionate about strategy and I started coordinating internal brainstorming sessions, some of which weren’t even in my department.
“Everyone thought I just liked to volunteer, but really I was researching the way people interact with each other and how to get the most out of a strat session.”
By 2008 Nkala realised that he needed to make a choice. He could persevere and move his way up the ranks of Old Mutual, he could take his passion for strategy and consulting and approach one of the big five firms to join them, or he could leave to start his own venture. He chose the latter.
“The recession was just beginning and everyone knew the economy was about to contract, but I had read the biographies of all the great business leaders that inspire me, and they all had the same thing in common – not one of them built their businesses under perfect conditions. It was time to take a chance on myself.”
With three months’ income saved up, which he thought would be more than enough time to get on his feet, Nkala launched Flamingo Moon. “I had no idea what was in store for me. If I can offer other potential entrepreneurs one word of advice, it’s to cut back on all your expenses before you launch your own business.
I had a bond, car instalments and kids in a private school, and while I was earning a corporate salary it was all fine. This debt became extremely difficult to carry once I was living hand to mouth, just waiting for my next client.”
Bumps in the road
To make ends meet, Nkala began contracting to other firms. “I had a definite skill and I started making a name for myself, but as long as I was contracting for other firms, I wasn’t actually building my own business. I was a contracted employee.”
The problem was that contracting to other firms was the only way Nkala could operate at that point. “Cash flow issues weren’t my only problem,” he explains. “I had no infrastructure. When you work in a corporate environment you just take all the formal structures and processes for granted. There’s a system in place that works like clockwork.
“Suddenly I needed BEE certificates, admin documents and tax certifications, I needed to invoice clients, recon the work I had done, bills paid and money received, and chase clients for late payments – all things I hadn’t really taken into account and hadn’t made provision for.
I was so carried away with what I could do that I completely missed the fact that my admin capacity would seriously let me down.”
Working with larger firms meant all these things were taken care of. The problem was that Nkala had bigger plans for himself. He wanted Flamingo Moon to become a well-known name in the industry, and to do that he needed to stop operating from the boot of his car.
“Becoming a buyer of time requires a mind shift,” he says. The process was slow. Given the choice of paying his bond or registering his company, he chose the bond. He had no extra cash to invest in the company and so he continued consulting to other firms. But he wasn’t idle.
“Not everything can happen overnight. It took me two years to reach a point where I had systems in place and enough money reinvested in the business that I could rent office space and begin hiring employees. I needed to be patient. But I also needed to remain focused on that goal. Once I got my client base up and running I could have easily remained a consultant. But how was that different to my previous corporate employment, aside from perhaps a little bit more flexibility?”
Becoming an employer
“Buying time from others is an investment. You need to invest in a team and you need them to believe in your vision. I had intellectual capital; now I needed to find a way to really turn that into a business.” Step one was the acceptance that teams cost money, but that the investment would be worth it.
In order to go from small consultant to big consulting firm, Nkala knew he also needed to show the local business world the value of his offering.
“As a small firm with an entrepreneurial mindset we are incredibly flexible, which can be hugely valuable for our clients. We also have strong faith in our intellectual capital. Spending an additional two years, from 2008 to 2010, testing my acumen and adjusting my offering according to successes and the way clients reacted to my services, turned out to be a good thing.
“As entrepreneurs we tend to gnaw on our ideas like a dog would a bone, and the whole time we’re doing that, trying to perfect our business, we aren’t out there telling our potential clients about the value we have to offer them.
“This means when we’re finally ready to launch they know nothing about us, and we also haven’t actually tested our ideas and services in the open market. I realised that I had been out there testing my offering and adjusting it, so when I did officially launch Flamingo Moon in 2010, I was in a much stronger position than I had been in 2008.”
Today Flamingo Moon competes with the big five firms instead of contracting to them, and Nkala has just launched the Strategic Institute, which is the product of client interaction. “As we see where the gaps are, we need to shift our offerings.
This is the only way to grow,” he explains. “When something isn’t working, ditch it. But always, always pay attention to what the market wants and respond accordingly.”
From consumer to creator
One of the biggest lessons Lizwe Nkala needed to learn was the shift from a consumption mindset to one of creator. “At the beginning I operated on the basis of ‘If I earn this much, I can pay for that…’ I had bills to pay and not enough cash coming in to cover them.
“The problem was that as long as I continued to live hand to mouth, I couldn’t invest in the business. I couldn’t create my vision.” It was a difficult shift, but Nkala needed to actually reduce his take home pay even more so that he could formalise his work space and begin hiring a team.
“I paid my employees first and then myself, and concentrated on really showing potential clients the kind of value we offered. With a team and a formal structure behind me, I wasn’t just a consultant, I was a serious business, with a serious offering.”
Joel Stransky Shares His Insights On What Makes A Great Leader
Enter Joel Stransky just as friendly as the rest of the team, also casually dressed, also wearing a smile. As a founding director of the innovative Pivotal Group, he explained that their value proposition particularly in Pivotal Talent.
Posters displayed on companies’ walls representing the business’ Vision and value system are a common occurrence. A general value that numerous companies share is to be client centred and to provide excellent service. Yet, unfortunately a proportion of companies do not live according to their values as tools to actualize their collective Vision.
An observant individual would take only a few seconds to notice that the Leadership group at Pivotal has gone to great lengths to establish a definitive and value driven culture as well as a motivating climate for their team members. As I waited in the reception area I was met with smiles from several people passing by and there was generally no way to assess what their position was as they were all casually dressed, friendly and approachable.
Enters Joel Stransky just as friendly as the rest of the team, also casually dressed, also wearing a smile. As a founding director of the innovative Pivotal Group, he explained that their value proposition particularly in Pivotal Talent, is the use of Augmented Intelligence and data analytics within the “human capital space”. The application of AI and data makes talent acquisition and career guidance much less of an enigma and challenge as opposed to the recent past where traditional talent acquisition and career guidance methods became less and less successful and more and more time consuming.
The “pivot” of the 1995 Victorious Springbok world cup team shared that he always starts off an employee-employer relationship with the assumption of mutual trust and respect. He believes that once you have put in the sincere effort to understand people better, bigger belief in them is a natural result.
“The greatest asset in business is people,” Joel passionately explained and added that it is possible for a brilliant product to fail in the long run when the wrong people are employed.
“Hiring the right people that would not only help sustain the current culture but add more value to it is critical to any team or companies’ sustainable success,” Joel explained. The Millennial generation think differently and have different expectations from a working environment, therefore it is a critical factor for any manager and/or Leader to understand what drives the emerging generation and also how to manage the polarity of generational gaps.
Related: Servant Leadership – Will You Serve?
As a result of diversity and generational gaps Leadership and management has become a fascinating space to operate within South-Africa as not only cultural and language barriers might offer a challenging HR environment, the millennial generations unique behaviours amplify the need for useful adaptations within all spheres of work.
As a practical example, employee X is twenty-three years old. Some of the key questions that management needs to figure out, that is if they sincerely want the best for, and the best out of employee X, are:
- Is X motivated by monetary rewards and/ or does she/he need a regular hug to feel part of and add to the company culture?
- Does X need to interact with management socially for example be taken out do dinner?
- What skills does X have or lack that impacts his/her performance?
- It is impossible to motivate someone else. In what way can I create an environment for X wherein he/she can motivate himself/herself and excel?
How you satisfy Xs’ needs and manage all related factors to his or her needs has become critical success factors in how we as leader’s approach career development in general.
Reflecting on the development of his own sports and business career, as well as his family life Joel is adamant that whatever drives you in sport also drives you in business and within your family life. Whatever he has achieved within all aspects of his life came as a result of setting goals and making those goals a reality.
Both in sports and in the business world within South Africa there is a general tendency towards over structured management and coaching. Although a structure and daily management is an integral part of business and sports, a paradigm shift towards inspirational Leadership that empowers other leaders to succeed is key in terms of serving others and creating a motivating and sustainable environment within which all team members can thrive.
Reflecting on Joels’ observation: “Our countries’ value chain is broken” the moment has most certainly arrived within which more and more value driven and ethical Leaders, emerging from all generations must arise and collectively work towards an improved future.
Critical to the actualisation of a collective future vision is the development of Leadership skills therefore one of the keen interests of the author is to recognise and learn from other Leaders’ character traits. Joel’s’ highly effective communication skills underpinned by the core people skill of active listening quickly came to the fore as he could quote part of my question and comments in each of the very insightful answers that he provided. His keen willingness to innovate and to create inspiring working environments makes his enthusiasm and skill as a Leader tangible.
Let us all challenge ourselves to learn from prime Leadership examples offered by individuals such as Joel Stransky and leave more and more Leaders behind for only in such a way can an inspiring future be built.
Nhlanhla Dlamini Not Only Has Guts, But Grit – In Spades
An alumnus of WBS and Harvard Business School, Nhlanhla Dlamini did some soul searching when he was doing his MBA at Harvard, and knew that the corporate ladder, although tempting, was simply not going to be enough.
It takes guts to venture into entrepreneurship. And when you’re in a ‘cushy’ job with a top global auditing firm who are grooming you for partnership, it takes even more guts.
Nhlanhla Dlamini not only has guts, but grit – in spades.
An alumnus of WBS and Harvard Business School, Nhlanhla did some soul searching when he was doing his MBA at Harvard, and knew that the corporate ladder, although tempting, was simply not going to be enough.
“I started thinking, ‘what is the best thing I can do with my life?’”, recalls Nhlanhla. “I always felt a pressing need to get involved in lowering the unemployment rate in South Africa. It’s a notoriously difficult space, but entrepreneurship is the real engine of job creation and I felt compelled to rise to the challenge.”
When he left his job at McKinsey in March 2015, Nhlanhla decided to explore the agricultural sector – having no idea what product or what part of the value chain he would end up in. He spent until December that year exploring the agri-food sector, gaining as much understanding as he could about the entire industry by talking to famers, co-ops, agricultural associations and various other stakeholders.
“I wanted to export products to the US and I looked at tree nuts, blueberries, dairy products or meat. Because of stringent FDA regulations, meat wasn’t an option – but a friend of mine from WBS days suggested meat in the form of pet food.”
And so Maneli Pets was born, and Nhlanhla moved his fledgling business into a factory, which he re-purposed for meat processing, in October 2016. By June 2017, he had started operations with 30 employees on board, and by September he had 50 employees.
What makes Maneli different from other US-bound pet food products in an already saturated market? The answer is high protein meat from animals that are unique to South Africa.
“I discovered a market for the off-cuts of meat from specialist butcheries – so crocodile, warthog, ostrich etc,” Nhlanhla explains. “The result is a very high quality, high protein pet snack with a difference – and US pet owners are willing to pay for the best they can get.”
Under the brand name ‘Roam’, Maneli Pets products are exported to a pet food wholesaler in Boston, US, owned by the family of Nhlanhla’s former WBS classmate, who had planted the seed of the idea in the first place. Nhlanhla is now preparing to launch the products under another brand name for distribution in South Africa and export to the EU.
But pet food is only the start. Maneli Pets is an offshoot of the Maneli Group, a diversified food company which is looking ooking to build further businesses in the green energy sector, while boosting black entrepreneurship.
According to a City Press report, South Africa has relatively few black-owned food production businesses, which is why government is actively promoting agro-processing and the manufacturing sector in general to spur economic growth.
Nhlanhla has worked tirelessly to secure government funding, and was thrilled to obtain R26 million from the Industrial Development Corporation (IDC). Just last month, he received the news that Maneli Pets had been awarded grant funding of R12.5 million from the Department of Trade and Industry’s Black Industrialists Scheme (BIS).
Nhlanhla, who was also a Rhodes scholar at Oxford University, considers his PDM at WBS a “superb” way of preparing a student for the real world of work. “The group dynamics was an essential learning experience in terms of delivering on a mandate with a group with entirely different skill sets.”
Describing himself as a “passionate and active WBS alumnus”, Nlhanhla still stays in regular contact with a core group from his PDM class, proving that one of the enduring benefits of a PDM (and an MBA) is the opportunity to connect and network with like-minded people and form life-long friendships.
Apart from what he learnt in the Entrepreneurship Management module of the PDM, such as the pillars of entrepreneurship, macro trend support and financing an idea, Nhlanhla considers the keys to success are threefold: Recognising the value of a social network, tenacity – and just a little luck!
See Will.i.am And Malcolm Gladwell Live In South Africa
The BCX Disrupt Summit has gathered some of the world’s most innovative and disruptive thinkers to guide you and your business into the future.
As one of the largest technology players in South Africa, BCX embraces disruption. As an organisation, one of its primary focuses is to move its customers into the future, not just with products and services, but a shift in mindset as well.
What tools and ideas do we need to embrace today to be ahead of the curve tomorrow? With this in mind, BCX has partnered with BrainFarm to launch the inaugural BCX Disrupt Summit.
“The BCXDisrupt Summit is a platform for South African innovators and businesses to learn from and be inspired by some of the greatest examples of possibility in the world,” says Dean Carlson, founder and CEO of BrainFarm, the event organisers.
A gathering of minds
The BCXDisrupt Summit is bringing some of the world’s greatest minds together under one roof for two days. The speaker line-up includes will.i.am, Malcolm Gladwell, Rapelang Rabana and Nick Goldman and topics covered will range from where technology is heading, to how playing games can extend your life expectancy by up to ten years.
Seven-time Grammy award winning hip hop artist will.i.am is also a significant player in the tech and entrepreneurial space, as well as a philanthropist. He was a partner in Beats Electronics, which was sold to Apple for $3 billion in 2014. “When will.i.am was 16 years old, music was where it was at,” says Dean.
“And so, he focused on building a music career, and creating products for that industry. Today he’s learning to code, because that’s where it’s at. He’s got an unparalleled handle on where the world is moving to, and so many insights to share.”
Dean has built BrainFarm on a portfolio of incredible local and international speakers, each of whom he’s seen live. “I regularly attend international conferences to get a sense of which speakers and idea-shapers I’d like to bring to South Africa,” he explains.
“will.i.am is one of those global shapers whose ideas take everything to the next level. To get maximum value from him for our delegates, we’ve chosen an interview set-up instead of a key-note talk. Local tech expert Aki Anastasiou will be interviewing him, and the audience will be able to ask questions as well. This will give us an opportunity to localise will.i.am’s knowledge and ideas.”
Author of five New York Times bestsellers, including David and Goliath and Outliers Gladwell is well known for introducing the concept of the 10 000-hour rule, which states anyone can become an expert in anything given enough time and practice. Dean first brought Malcolm Gladwell to South Africa in 2009.
“When I dropped him off at the airport, Malcolm signed his book for me with the words ‘Please invite me back,” says Dean.
“We’ve tried to bring him out a few times since then, but the timing hasn’t worked out. This was the ideal summit for Malcolm’s ideas, and this time, the timing worked.”
Having seen Malcolm in action many times over the years, Dean knows that he’s a speaker that always leaves his audiences wanting more. And so, the BrainFarm team thought about the best way give their delegates exactly that.
“Malcolm has developed a masterclass for the second day of the Summit that will focus on what makes a person successful, both in life and business. He’ll be unpacking tools our delegates can use to personally drive success.”
Nick is that rare breed of academic who is also an engaging and entertaining speaker. A UK-based mathematician and genome scientist, Nick is passionate about how we can store and preserve digital data.
“If you want to feed your brain, Nick is the person who will do that for you. His team recently coded five documents of historical significance onto a strand of DNA,” says Dean.
Each day, what we thought was possible changes. What does the future look like, and are you ready for it?
Born in Senegal and sold into sex slavery, Marieme Jamme refused to accept the lot life had given her, and instead taught herself to code. It was a skill that enabled her to change her conditions and life. Today, through her latest venture, iamtheCODE, she has one giant, global goal: To teach one million women and girls to code by 2013.
“Marieme has a consultancy that helps tech companies get a foothold into Africa, the Middle east, Latin America and Asia, and she’s also focused on her mission to help other women and girls escape their fates by learning to code,” says Dean. “She’s one of the most interesting and inspiring people I’ve ever come accross.”
Heralded as the controversial CEO and saviour of Telkom, Sipho has helped the company rack up gains of 150%, making Telkom one of the best performing companies on the JSE. “A major focus of Telkom is getting businesses across Africa ready for tomorrow’s customers,” says Dean.
“To be ready for tomorrow’s customers though, you need to know who they are, and have a sense of what the future will bring.”
A game designer, Futurist and New York Times best-selling author, Jane’s TED Talk, The Game That Can Give You Ten Extra Years of Life, has over six million views to date.
Local tech-star Rapelang Rabana is the CEO and founder of Rekindle Learning, a company she has positioned at the crest of a rapidly rising online community across Africa.
Her mission: To deliver learning in bite-sized chunks across the continent.
CEO of BCX. BCX has invested millions in computer programming education so that young people from all social and economic backgrounds have the opportunity to become programmers at no cost to them.
When Lars joined LEGO as Senior Global Director of Social Media and Video, the company didn’t even have a Facebook page.
“Today LEGO has well over 12 million followers on Facebook and more than three million on YouTube where they’ve just knocked up five billion lifetime views,” says Dean.
“The big idea behind their social media campaigns is to leave the thinking to their fans. Lars understands the creative power of the crowd, and what harnessing that power can do for your business.”
Bringing it all together
“We focus on projects that excite us, and that will change the perceptions and world views of our delegates,” says Dean. “We’ve partnered with BCX to put together an incredible event that will leave you inspired, amazed and driven to change your life and organisation – with the tools to do so.”
To find out more about the BCX Disrupt Summit or to book a seat, visit https://www.bcxdisrupt.com/
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