When outdoor adventurer and passionate mountain biker Glen Haw started the sani2c mountain bike race seven years ago, he could never have envisaged that it would grow into the biggest event of its kind in the world.
What started out as a local fundraising event for a small under-resourced rural school in KwaZulu Natal has become a thriving multi-million rand business that creates jobs and supports the education of thousands of rural schoolchildren. “At some schools children’s education is being subsidised at a rate of R400 per child per month, thanks to the race,” says Haw.
Firmly rooted in a social entrepreneurial model, sani2c, presented by BoE Private Clients, uses the local community and local schools as service providers, paying them an agreed fee to organise everything from pre-registration packs to setting up stations along the route. “They help with the many logistical operations incurred by an event of this magnitude,” says Haw. Activities in this regard include course preparation, bike washing, seconding/food tables, erecting of overnight race villages and catering.
“Wherever possible, we organise sponsorships where large companies donate a range of items that are needed by race participants along the way. This helps the service providers to reduce their costs and to raise even more money, and the sponsors get media coverage whilst being able to contribute to a good cause,” Haw explains, adding that the majority of sponsorships are based on ‘in-kind’ rather than ‘cash’ contracts.
For the majority of organisations involved, the event constitutes their biggest fundraiser. “There are no volunteers – every organisation that works on the event is paid for its services,” says Haw, who describes the model as a foolproof way for the organisations to raise funds while adding value to the event. “The work delivered must conform to a certain standard though,” he adds, “At the end of the day, I need to be able to justify the costs to my riders.”
Since its launch in 2004, sani2c has experienced phenomenal growth, almost doubling the number of entrants each year. A committed focus on the rider experience is partly responsible for the success and significant growth of sani2c. “What’s good for the riders is good for the race is good for everybody,” says Haw, explaining that riders need only arrive with their bikes and their kit. “Everything is provided for them over the three-day period, from tents and mattresses to three daily meals and on-route drinks and snacks,” he says.
That’s no mean feat when you consider that the race covers a 270km off-road route over a three-day period, taking riders from Underberg near Sani Pass, through the Umkomaas River Valley, to Scottburgh on the KwaZulu Natal south coast.
Being able to attract ever-increasing numbers of participants has enabled sani2c to land large corporate sponsors such as BoE and Subaru, which is why putting the rider first is the business’s core focus.
“When we started out there was not that much competition, but that’s all changed,” says Haw. Keeping sani2c’s position as one of the top events on the mountain-biking calendar requires ongoing innovation. “Every year we introduce something new and exciting, something that provides riders with a unique challenge,” he explains. Many of these innovations are world-firsts, such as the floating bridge constructed across the Umkomaas River in 2011’s race. “It creates a talking point and provides riders with an additional reason to enter,” says Haw.
The increasing demand for entries saw the original event split into two overlapping fixtures in 2011 – a race for serious competitors and an adventure component for social riders. “We’ve split the next race into three fixtures to accommodate the number of entries and ensure that we maintain a unique rider experience that’s not too crowded,” says Haw. Even so, the waiting list for 2012 is longer than it’s ever been. “We thought we’d have saturated the market by now but that doesn’t seem to have happened,” he adds.
What Haw has created in sani2c stands as an example of logistical and business excellence. It also demonstrates just what can be achieved when you harness the power of a community to the benefit of all.
Securing the supply chain
Loyalty to service providers generates good relationships.
Sani2c is officially the world’s largest fully serviced mountain bike stage race. Managing the logistics of such an event is no small undertaking and relies heavily on having a supply chain that’s reliable and consistent. In this regard Haw believes that relationships are key. “For the most part we’re using the same service providers as we’ve always done since the race’s inception. This means they know the race and they understand our service and quality requirements,” he explains. Service providers have also grown with the race and Haw highlights this as an important success factor.
“Every year they have been able to make improvements to their service which ultimately benefits our riders,” he says, adding that the investment made in developing relationships with these service providers has paid dividends tenfold. It’s an important lesson for other entrepreneurs.
If customers and staff form two pillars of business success, suppliers form the third and yet they are often taken for granted. Entrepreneurs who treat their suppliers as business partners instead of adversaries gain multiple advantages for their businesses. Investing in supplier relationships means that suppliers are in a better position to understand the needs of your business and this in turn secures quality, continuity and responsiveness.
By the numbers
BoE Sani2c’s winning formula.
1 Status as world’s largest fully serviced mountain bike stage race
3 Number of days it takes to complete the multi-stage route
76 The number of farms riders cross along the route
763 The number of participants who listed their occupation as ‘entrepreneur’
2000 Number of workers involved in the event
2600 Number of riders who participated in 2010
2007 & 2008 Won Best Cycle Race of the Year award
R2 million Spent on accommodation alone during the 2011 event
R5 million Put back into rural communities between Underberg and Scottburgh
R40 million Estimated indirect spend in the region as a result of the race (Tourism SA)
Lesego Maphanga of Standard Bank
Lesego Maphanga is young (he only graduated in 2014 with an Industrial & Systems Engineering degree), yet he has already made a name for himself in multiple industries. His secret to success? Always doing more than is asked of him.
- Player: Lesego Maphanga
- Company: Standard Bank
- Position: Manager: Card & Emerging Payments; Africa Regions
- About: At only 27, the maths & science whizz works at Standard Bank as an Emerging Payments manager responsible for implementing remittances products across multiple African Regions. He also has his own radio show on CliffCentral called the Urban Culture Drive, and is founder of social entrepreneurship movement called Unplugged and in Charge.
I studied engineering knowing right from the start that I would never work as an engineer. I just couldn’t see myself working at a mine, or something like that, but I knew that engineering would give me a solid foundation and allow me to keep my options open. A STEM (science, technology, engineering, maths) degree is a great base, as it shows that you have a mind for numbers and the analytic mindset needed to get things done. I don’t think you can go wrong with a degree in one of these fields, even if entrepreneurship is your ultimate aim.
How can I set myself apart?
You have to ask yourself this question. There’s a lot of competition out there. You might have a great academic history or work experience, but so do a lot of people, so you need to have a differentiator — something that makes you stand out. I entered Mr South Africa, for example, because I knew that it would increase my profile and add something interesting to my CV. I didn’t win, but I was a top-five finalist, which was good enough for me.
Find interesting things to add to your CV as well, since it’ll make it stand out in a massive pile of similar submissions.
Always go the extra mile
I had a lecturer who always said: “There are two kinds of bad engineers. There are those who don’t do what they’re told to do, and there are those who only do exactly what they’re told to do.” You need to add value and show that you are a crucial part of a team, so don’t just do what you’re told. Instead, look for ways in which you can go beyond the brief. Work hard and spend time coming up with your own ideas and projects. At the end of my studies, I interned at Standard Bank. I knew that I only had five weeks to make an impression, so I gave it my all. When you’re young, you don’t have many responsibilities apart from work, so that’s the time to put everything into your work.
Be audacious and make things happen
Seizing an opportunity that comes to you is great, but creating your own opportunities is even better. Don’t take no for an answer, and don’t wait for someone to give you a chance. A friend and I had an idea for a radio show and decided to put a proposal together. We had no experience and no contacts in the field, but we emailed our proposal to everyone we could think of. We spammed them, sending it out every single day. Eventually, CliffCentral got in contact with us.
I don’t want a ‘normal’ life
I want an extraordinary life, so I demand a lot of myself. I think Elon Musk is a great example of this. He’s doing things no one thought possible. Of course, it requires extreme levels of dedication and hard work. If you’re aiming for the top, I don’t think work/life balance is possible. You need work/life integration. You need to be pursuing your passion all the time. If you’re on a path you’re truly interested in, work doesn’t feel like sacrifice.
Exercise is important to me
I go to gym twice a day. It’s significant to me, as it allows me to relax and clear my mind. It also provides structure to my life. When I get up early and go to gym, I find that the rest of my day falls into place. It sets the tone. As long as I maintain focus in this part of my life, I find that things overall stay under control. Sometimes, though, I need to take a day off and just sit in front of the TV. Generally speaking, however, I find that routine helps maintain focus and momentum.
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!
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