Ronnie Apteker

Internet Solutions (IS)

“Say what you mean, and mean what you say”

Back in 1993, while still at Wits University, Ronnie Apteker convinced a few Computer Science graduates to explore what it would mean to connect companies to the Internet. The company they formed was Internet Solutions (IS), which today is the leading Internet Service Provider , and Africa. “The inspiration for IS was an innocent and natural thing,” says Ronnie. “It was not some big eureka moment. It was about labours of love and about creating magic in the world. Now, as I look back at the things I have done over the past 20 years or so, I understand clearly the word ‘risk’, which is what entrepreneurs do. I also understand what it means to lead people and to be responsible for the people you lead.”

Those involved in IS in the early days spent late nights, weekends and holidays at the office, which Ronnie still does. “It’s not a big sacrifice to make when you are heading in a clear direction,” adds Ronnie. “The biggest challenge, in my view, always is about people: how do you find good people? In the beginning we persuaded all our friends at university to join us. And they then inspired their friends to also join, and so it grew. The key to any success is very simple: just keep your promises. Say what you mean, and mean what you say.”

Michelle Okafor

MICHELLE OKAFOR DESIGNS

“A hands-on approach enables us to give that personal touch”

Michelle Okafor was inspired to become an entrepreneur and founded Michelle Okafor Designs when she visited Nigeria for the first time in 2008. She was so impressed with the prints that she brought back some fabrics to make her dresses. People liked them, so she saw a gap in the market. “After I sold my designs, people would send me pictures and say they received compliments, which motivated me,” says Michelle. “I started to officially operate in 2013; it was a very good year. By 2015 things became slow. I closed the workshop and worked from home. I decided to go back and find work while I picked myself up. I mostly rely on word-of-mouth advertisement. I’ve put in a lot of resources into the business, and haven’t had outside financing.”

Not having a long track record to prove her worth was also a real obstacle to growing the business. One major challenge was to find staff to manufacture or design, and it was difficult finding skilled people who understood the needs of the business. “The size of the business helps us move with the market,” says Michelle. “We have been able to diversify quickly because we are small and agile. We have a handson approach which enables us to give that personal touch. My advice to someone starting out as an entrepreneur is to be realistic with their business and work hard… extra hard.”

Max Moyo

IGNITE MY POTENTIAL

“An entrepreneur gets paid for work done, not for showing up”

Growing up among subsistence farmers in a small village in Zimbabwe made Max Moyo realise that you don’t plant today and reap tomorrow. Rather do the right things and be patient, and you will reap the rewards. This ideal, and Max’s love for oratory, put him in good stead when he entered the corporate world , building up a vast experience in sales and strategies backed by a solid educational grounding in business administration, management and accounting. After leaving Allan Gray as Head of Emerging Markets Development, Max started his own business and was fortunate to get Allan Gray as his first client. “Soon I realised that getting a client does not immediately translate to business,” says Max. “It took me a year to sign up my next client.”

It wasn’t long before Max’s business savvy, coupled with his natural gift as a public speaker and motivator, led him to launch Ignite My Potential. Today Max consults widely with a diverse array of organisations and groups from all walks of life. His talks have reached thousands of influential movers and shakers in businesses, communities and universities on a local as well as a global scale. “The principle is that when one person follows a dream, tries something new, or takes a daring leap, everyone nearby feels their passionate energy. And before long, they are making their own daring leaps while simultaneously inspiring others.”

Yossi Hasson

SYNAQ

“You need the ability and determination to stay the course”

Yossi Hasson knew from a young age that he wanted to be a businessman. He got his first PC at the age of 12 and fell in love with the world of technology from there. “In 2004, David, a high school friend, and I wrote a business plan and took it to anyone who was willing to listen. We were able to raise capital of R1 million through David’s brother and a friend of his, who invested in the business. We initially worked from a lounge and then moved to spare 20m² office space that was available at the offices of one of our investors. My partner focused on the more technical side of the business while I focused on sales and business development.”

However, they soon realised that the business wasn’t scalable and they were struggling to grow with the people they had. “So we started building products which took twice the cost and twice the time we had anticipated,” adds Yossi. “We had to reduce costs and staff numbers, take significant pay cuts and renegotiate contracts. From the beginning, our investors were helpful. We were 21 when we started and although our investors were not from an IT background, they taught us business principles. Today we have over 5 000 clients and look after one million mailboxes. To be a successful entrepreneur you have to have persistence, perseverance, as well as the ability and determination to stay the course.”

Herman Mashaba

LEPHATSI INVESTMENTS AND BLACK LIKE ME

“Get into an industry you really understand”

Herman Mashaba was a second-year student at the University of the North in 1980 when the university shut down. With no degree or income, he worked for several companies for about 30 months before deciding to buy a car and become a commission sales representative. He saw that black women wanted to perm their hair and grabbed the opportunity to provide them with products aimed specifically at them. “I started the business with three partners and my wife who joined me from the start,” says Herman. “Having the right product with the right provocative and eye-catching name such as Black Like Me caught the market. Our product created a sense of belonging, dignity and self-respect for black women.”

Then in November 1993 their factory in Mabopane was torched. “This proved a great challenge for the survival of the business,” adds Herman. “For over a year I couldn’t supply some of my products, and this set me back for about two to three years. At a time like this, consumers won’t wait until you fix the crisis and of course competitors will take advantage of the situation. But we persevered and through hard work and dedication we came out on top. My advice to someone starting their own business is to be vigilant; do not take things for granted and get into an industry you really understand.”

Raymond Ackerman

PICK N PAY

“Work mad and passionately, and people will back you”

In his own words, “Ten percent capital and 90 percent guts” is what it took for Raymond Ackerman to start Pick n Pay in 1967. He was at the low ebb in his career, having just lost his job at Checkers, and had returned to Cape Town from his Johannesburg base. Once back in the Mother City, he started negotiations for four small shops – called Pick n Pay. “I borrowed money from the bank and got shareholders to back me,” recalls Raymond. “I moved from Johannesburg to get away from the big chains, otherwise we might have gone down. Things went well through a lot of hard work and lots of man hours. We were growing and went public early. We got many shareholders in and grew that way. We opened up in new markets and in 1975 we started with the Hypermarket approach.”

It was when Nelson Mandela became president in 1994 that opened up new opportunities for the group. “We opened franchising and today approximately half of P n P is franchised, enabling the people to own their own stores,” adds Raymond. “I have always been very positive and hopeful about South Africa. I’ve always been on the side of the consumer. I’ve fought issues with suppliers on price fixing and I fought the Nationalist government to cut the price of petrol and prevent price fixing on agricultural products. My advice to someone starting their own business? Have something people need. Work mad and passionately, and people will back you. And always find new ways of helping your consumers.”

Eddy Khosa

MAGELEVENDZE

“Have a vision and a good strategy”

After working for a multinational leading hotel for many years, and as the first black general manager, Eddy Khosa felt he had reached a point where he could take a risk on what he’d learnt, and make a success in the hospitality industry. “To start up, I negotiated with the family to use the family house in Parktown and convert the rest of the rooms into guest rooms,” says Eddy. “This meant my whole family had to live in one room. My first challenge was getting the necessary permits, grading and the finance. From the outset I took a decision not to earn a salary. There was no guarantee that the business would work, as I was competing against big brands with years of building a reputation.”

In 2008, Eddy opened a lodge in Warrenton with 30 rooms which seemed a good proposition at the time. But then the recession came and he had little business. Fortunately, he decided not to finance via a bank so he was able to keep the property. “I always say that business is like the weather, it can be unpredictable, we cannot foresee everything,” adds Eddy. “My advice for anyone starting their own business would be to have a vision and a good strategy. Also, it is essential to be flexible enough to amend your strategy when needed. Focus on creating value for customers and suppliers and build something that can be sustained by domestic market demand.”

Jafta Claude

SASOL VIKINGS

“Be committed and give it your all”

Jafta Claude became an entrepreneur by chance while he was working at Eskom as part of the first intake of black apprentices. He was the first black supervisor and headed the aircon division. In 1992, the Managing Director decided to get rid of all the auxiliary services and asked if he wanted to buy the aircon business. Jafta obliged because it was the only division making money, but he couldn’t afford to pay the price. “However, we came to a payment arrangement and I took over the business and named it Rotac Air-Conditioning,” says Jafta. “I was computer illiterate but had been taught the basics. I paid Rotac off in three months as the business was doing well. After that there was no looking back”.

As Sasol Vikings, Jafta’s company invests in a variety of industries including petroleum, furniture, clothing and property development. The key to Jafta’s success? “My commitment to growing my business interests by working hard and putting everything into it. My faith in God and staying humble, together with the help and support I have had for the past 20 years from First Trust National. If I had one piece of advice for aspiring entrepreneurs it would be to venture into something you like doing. Then you will be committed and give it your all – no pain, no gain.”

CJ Steyn

NEXUS GROUP

“Be realistic, persistent and serve your clients with integrity”

Although CJ Steyn came from a farming background, he decided to venture into the business world of trading by importing and exporting ferrous and non-ferrous metals from Africa to India and China. “I used my credit card with a limit of R3 000 as starting capital,” says Steyn. “I bought my first product from friends who were already in the industry and with enough trust in me, they gave me a chance to buy on credit from them. I started building relationships abroad (India, China etc.). When the recession struck in 2009 my business totally collapsed. Trying to survive financially and to put food on the table, with the help of family and colleagues I went to Angola selling potatoes and onions. Those were really tough financial times.” Steyn would take potatoes and onions by truck to Angola and sell the product from there. He opened his first shop in a shanty and for nearly six months he lived in a vehicle with his main diet being potatoes cooked on an open fire.

“When I returned from Angola I started a small logistics company transporting ore from the Northern Cape to the various ports. With my already established international relationships I started a new venture within the mineral and mining industry,” adds Steyn. “In 2013 I started working with First Trust National. With their help and unique ability to see potential in business opportunities, the Nexus Group was born. I think we at Nexus can owe our success to being realistic, persistent, having a phenomenal financial partner (First Trust National) and serving our clients with passion and integrity. For anyone just starting out, I’d advise them to conduct proper market research to make sure there is a need for their product or services - whatever their business may be. Be realistic and secure a financial partner willing to stand by you and most importantly, willing to sacrifice a lot by working long and ungrateful hours.”

Larry and Bianca Shakinovsky

PENTAFLOOR

“Relook, rethink and consider all options but never give up”

Pentafloor was established in 2005 by Larry and Bianca Shakinovsky. Since joining forces with other prominent brands, Pentafloor is the largest access flooring company . “After being employed and practically running the business ourselves, we believed we had the skills and knowledge to start our own business,” says Bianca. “We selected the fi eld of manufacturing/construction/supply as we have always had a passion for sales and supplying of goods. When we started, Larry was in sales and I was in finance. Funding was our main challenge. Most financial institutions (banks) turned down our applications for financial assistance. To get clients on board proved to be very tricky without a track record.”

But both Bianca and Larry were determined to make a success of their new company, despite the many obstacles in their way. “We’ve always looked for new, innovative ways to grow and expand our business,” adds Bianca. “There is no time to rest, because you always need to be one step ahead of the others. The bad times are when the construction industry quietens and the rand weakens. Then we have to cut our cloth accordingly until the position improves. The greatest advice I would give entrepreneurs is ‘never give up’. No matter how hard things get, relook, rethink and consider all options but never give up.”

Benjy Porter

LEGAL & TAX

“Don’t get caught up in mishaps; learn and move on”

When Benjy Porter bought into and became the CEO of Legal & Tax, this was the opportunity he’d been waiting for. “It was a small business – we started with only 30 people - but we realised it had great future potential,” says Benjy. “The emerging democracy was opening up new opportunities to offer the mass market affordable insurance and lifestyle products, and that’s what we provide. In the early days the biggest personal challenge was to find money to own enough meaningful equity. That’s when Fordmerchant Bank came to my assistance. We’ve had a very good relationship because we have a mutual understanding of what is needed to help a business grow and prosper.”

Benjy is the first to acknowledge that to be successful in business, it can’t be a one-man show. “Having the best people around you, supportive and loyal people, is essential to the success of any business or venture. It’s important to cultivate a culture where people feel proud to be part of the company, and to find the best people and partners, even if it’s expensive. For anyone starting a business I would say – believe in what you are doing – don’t stop, keep going, stick to your plan. Above all, don’t get caught up in mishaps; learn and move on.”

Jonathan Novick

VERED ESTATES

“Do what you are good at, be resolute and never give in”

As an attorney by profession, Jonathan Novick worked at Investec until the opportunity arose in the mid-1970s to buy an estate agency. Jonathan had always been interested in the property industry, and the prospect of finding people the perfect homes to live in looked like it could be profitable and exciting. Apart from being part of a highly competitive marketplace, Jonathan found that a three-person partnership did not work so he bought out his partners in 2009 and took on a new partner. Between them they took Vered Estates to greater heights. “Apart from my partner, I had incredibly strong support from my wife during this difficult time,” says Jonathan. “We were also fortunate enough to deal with First Trust National, who made it their business to understand ours. When we needed to make some growth calls, Fordmerchant participated in helping us achieve our aspirations.”

Like most successful entrepreneurs, Jonathan credits much of his success to hard work and a strong belief in doing something you really love. Jonathan reiterates this by saying: “Whatever you get into, do something you really enjoy. It is great to do something you are passionate about. Do what you are good at, be resolute and never give in, and you’ll be pleasantly surprised how easily success comes your way.”

Stephen Brick

VERED ESTATES

“Take advantage of opportunities and get rid of bad options”

Stephen Brick was involved in a number of businesses until in 2009 he bought into Vered Estates. It was here that his entrepreneurial spirit came to the fore. “I never went to university but did business courses,” says Stephen. “I’m a typical hands-on person and I really liked the challenge that confronted us at Vered. We bought the company in January 2009 and a month later the market crashed. The banks stopped giving bonds and clients wouldn’t buy. But we weren’t prepared to retrench people. We just put our heads down and continued marketing and advertising. We encouraged our staff to do better and still promoted them.”

Like most successful entrepreneurs, Stephen credits much of the company’s success to hard work and a strong belief in doing something he really loves. “When we started we were tight with finances and became smarter for it,” adds Stephen. “The moral support we had from our families also helped us to succeed, as did First Trust National who understands me and my business, and treats us like more than just a number. My advice to someone just starting out would be to go with your gut feeling; take advice from only a select few. Identify the good and the bad of every situation to take advantage of opportunities and get rid of bad options. Also, relationships are very important, especially with your bank.”

Henry Johnson

PIRTEK GROUP

“Work hard at doing the right work”

Henry Johnson, an accountant by trade, owned a small engineering company with a partner, and in 1996 he was introduced to the Australian Pirtek brand. “I always wanted to attach myself to a specific product, and franchising gave me the perfect opportunity,” says Henry. “Pirtek makes high quality hydraulic hosing and fittings, so when it came to South Africa in 1998, I knew it was something to get involved in. In 2006 I approached Pirtek to buy a franchise, and by 2007 I was up and running with my first operation on the West Rand. The initial challenge, apart from funding, lay in finding technically qualified people who understood the product because our field requires specialist skills.”

As with all new enterprises, Henry had to fi rst find a bank that understood his business and provide the necessary financial support. This he got from First Trust National. “Fordmerchant has been very good to me,” adds Henry. “As an entrepreneur, you know there are no guarantees; I shared my vision with them and they backed me as I had built credibility with them. When we started the business, our sales stood at R1.7m per annum. They are now in excess of R55m. My advice to anyone starting a business would be to do a lot of homework and planning, be concise about the product you’re going to supply and work hard at doing the right work.”

Herschel Jawitz

JAWITZ PROPERTIES

“A deep sense of commitment to achieve”

It was a negative experience in buying his first home and an unwavering commitment to service excellence that inspired current Chairman Eskel Jawitz to start his own estate agency in 1969. Originally known as Eskel Jawitz Real Estate, the company rebranded to Jawitz Properties in 2005 to reflect the changing nature and the leadership in the company. 46 years later, Jawitz Properties is a second-generation family business run by Herschel Jawitz. “My entrepreneurial flair came from watching from a young age what it takes to start and grow a business with energy, passion and a never-say-die attitude,” says Herschel. “I was lucky enough to have that experience with my father.”

As a family business, one of the biggest challenges was building an organisation that had the feel and the founding values of a family business, and still achieve its goals. “Our business, like many private and family businesses, has meant sacrifices and challenges for the family, especially in difficult times,” adds Herschel. “I think that my success as an entrepreneur is having a deep sense of commitment to what I want to achieve, a strong belief in the business idea and the ability in most instances to turn the idea into an actual business that makes money. I’m proud of the fact that today the company has 50 offices countrywide and employs over 500 people.”

Paul Clark

CLARK CUPIDO ATTORNEYS

“Have a high work ethic and employ the right people”

Paul Clark worked from 1993 for the national law firm Smith Tabata Buchanan Boyes (STBB), where he was an executive director. When the entrepreneurial bug bit him in 2008, he started his own company which he named Paul Clark Attorneys. Two years later he was joined by Mandy Cupido, also an ex-director of STBB, and together they formed Clark Cupido Attorneys. “I would never go back to the big corporates,” says Paul. “Being my own boss and being ‘smaller’, I am now able to focus on our clients by providing more specialised, individual attention. Of course, the risk of leaving a big organisation is that there is no guarantee that your clients will follow you. Luckily in my case I ‘cherry picked’ and took over each and every client that I targeted. Also, leaving the security of a high income for zero income is a great motivator.”

Through hard work and putting in long hours, within a year they were back to the same income levels they enjoyed at the big law firm. “Finding staff wasn’t difficult, as both Mandy and I were well known in the industry,” says Paul. “For any new business, funding is always a problem. When you’re on your own, banks look at you differently. The ‘big 5’, which I knew intimately at the ‘big firm’, just dropped me but First Trust National was willing to help me and showed good faith. This has been a very effective relationship for my business. We owe our success to a number of things, such as working harder and smarter, ensuring effective time management, having a high work ethic and employing the right people. The experience Mandy and I gained working in the big corporates has been a big contributor to our success.”

Mandy Cupido

CLARK CUPIDO ATTORNEYS

“Mix with the people who can give you business”

Although she was a director at a large organisation, Mandy Cupido wanted to offer clients a highly specialised service where she could champion the rights of the consumer without being compromised by the demands of the corporate property heavyweights. After flying solo for four years, she joined forces with Paul Clark and in March 2015, Clark Cupido was born. “Paul and I complement one another as business partners,” says Mandy. “As we both have different strengths, this means that together we are able to offer our clients a specialised, top-end service, backed by vast legal and banking experience and expertise. Also, having both run our own successful businesses, we were able to avoid a few of the teething problems that most entrepreneurs experience.”

However, the company had to focus hard on finding a variety of new clients who could sustain the business. “As an entrepreneur, your private life inevitably suffers as your business is one of your main priorities,” adds Mandy. “There are long hours and shorter holidays, but the sacrifice and effort are definitely worth it. I also think that a key element of my success was my experience in a corporate environment, as it gave me an excellent grounding in my profession. It is easier to be a successful entrepreneur if you are familiar with the industry. To be successful you must work at your business consistently, work hard and work smart. And mix with the people who can give you business.”

Mike Anderson

NATIONAL SMALL BUSINESS CHAMBER FOUNDER (NSBC)

“Turn every negative into a positive”

Founded by Mike Anderson in 2008, the National Small Business Chamber (NSBC), a non-profit membership organisation, is one of the world’s fastest growing and most successful organisations of its kind. Its real purpose is fostering the sustainability and growth of the SME sector, driving job creation, alleviating unemployment and nurturing the country’s entrepreneurial spirit. What inspired Mike to become an entrepreneur? “I liked the idea of controlling my destiny,” says Mike. “I believed the smarter and harder I worked, the more success and happiness I would have. If I could help one small business in one small way then I would be successful. Now, seven years later, more than 90 000 SMEs are part of the NSBC.”

It was Mike’s driving force and the desire to keep going positively that kept him on the road to success. “In order to survive and grow, it meant working 18 hours a day, seven days a week,” Mike adds. “We also needed to have support from the corporate sector. This was our biggest challenge. However, slowly but surely, South Africa’s biggest brands believed in the vision and came on board as national partners. By building a strong SME customer base and attracting big corporate clients, this has allowed us to steer away from funding. My advice to someone starting their own business? Turn every negative into a positive. In this way, failures and obstacles become a way of life on the success path. Don’t lose opportunities due to the fear of failure.”

Kim Marola and Clarissa Heyman

CLAMAN

“Start off small and have a sound business plan”

After working 13 years representing Robertet, a fragrance and flavours manufacturer, Clarissa Heyman had built enough experience to go on her own. Because she was passionate about the fragrance industry, she approached Robertet to become their agent . All she needed was the finance to start her own business. “I had to start everything from scratch,” says Clarissa. “I used my access bond which was nearly at nil. I managed to pay back the bond, then loaned it again to buy land. I paid it up and loaned it again to design and build offices and a warehouse. Then I settled the bond once and for all.”

Clarissa’s main challenge was the aspect of stepping into the unknown. She’d never experienced financial challenges as she’d always had an access bond. In terms of employing staff, Kim Merola became her business partner handling the financial aspect of the business. “Currently we are challenged by the exchange rate. Customers are in very tight situations financially and, in our type of business, cash flow is key. It can be hard to get customers to accept price adjustments brought on by forex changes. My advice to entrepreneurs starting their own business? Don’t borrow too much money. Don’t overspend. Invest back into your business. Start off small and have a sound business plan.”

Dale Cox

DALTRON FORGE

“Setting goals is the easy part, delivering on those is the hardest”

Daltron Forge, which specialises in cold forming of various specialised parts for the coal mining industry, was founded by Dale Cox who wanted to prove that he could be more innovative than the competition. “I had a vision that I was determined to fulfil,” says Dale. “I presented my business plan to a bank and with their approval I purchased two 21-year-old CNC machines. In the beginning the issues centred around survival and building up a consistent client base. Many long hours were spent on the factory floor creating a reputation of reliable quality at fair value. Without my faith in the Lord, I could not have endured the challenging and difficult times, and I give all the credit for our success in the past and present to my wife and to God.”

As the company grew, the importance of a strong, trusting relationship with the company’s financial backers became paramount. “It’s important to keep your bank informed and deliver, at all costs, on what you have proposed,” adds Dale. “They are crucial in your growth stage and you cannot expect them to take all the risk. We are proud of our relationship with First Trust National and give credit to them for taking us to new heights. My advice to those starting their own business? Be realistic; setting targets and goals is the easy part, following through and delivering on those is the hardest. I was merciless in this aspect and it proved successful.”

Maria Bruni

M&B TRANSPORT AND SERVICES

“Adapting consistently to clients’ needs”

From the humble beginnings of only one eight-ton vehicle operating solely on the Johannesburg to Swaziland route, M&B Transport has undergone a massive transformation in the 17 years of its existence. No fewer than 30 vehicles currently operate around-the-clock in cross-border services to and from Botswana, Lesotho and Swaziland. “We started our company in 1998 and got the opportunity to transport printed marketing material and flyers,” says Maria Bruni, MD of M&B Transport. “I started with my brother, Mick, who was an engineer at Anglo at the same time. In 2004 we bought out M&B Transport and eventually left to start doing business full time.”

The new company found it very challenging because it had a blue chip company as a client and wanted to carry on without affecting delivery. Also, there were lots of politics and regulations to deal with. “Africa is not for sissies,” adds Maria. “We know this after 11 years of operating. Fortunately the family helped us with financing in the beginning. We were able to finance all our vehicles and we bought our own building. We took over staff from the company we bought. Constantly having to evolve is key in our industry. Our success is based on adapting consistently to clients’ needs and the market environment. We form strong relationships with clients and good relationships with all stakeholders, with respect and understanding.”

Jorge Da Costa

IMPROVON PROPERTY GROUP

“Don’t have a plan B, be committed to making it work”

It was way back in 1994 that Jorge Da Costa together with his three brothers, founded the Improvon Property Group. Through market research they identified logistics warehouses as a growth market, and today they are the leading logistics property developers . “I have always been in the construction business,” says Jorge. “I’m not one to take orders but one to make things happen. Starting the company wasn’t easy because we were an unknown and operating in a new sector that was not well known. Finding capital was a challenge. We had to do everything ourselves as we couldn’t afford to hire staff – from doing building work on site, admin and bookkeeping, and so on. The fi rst five years were very intense and we had to sacrifice family time and luxuries.”

When asked what he believes to be the key to his success as an entrepreneur, Jorge replies, “The way you think; if you think it’s too difficult and you won’t make it, you’ll fail. If you believe in yourself and think smart, you’ll succeed. I have a possibility mentality. It’s about a can-do attitude. Make up your mind and reach a point of no return to start your business. Don’t have a plan B, be committed to making it work, give it everything. Commitment should drive you to success. Above all, honour your own commitment.”

Peter Birch

IMVULA GROUP

“Set realistic goals and don’t give up until you reach them”

It was Peter Birch’s father who inspired him to become an entrepreneur. From an early age he drummed into Peter the words ‘be your own boss’. He created the opportunity for Peter and his wife to start their own property management business. “We later sold the business and for a number of years I was a consultant,” says Peter. “During that time my now partners and I had significant exposure to various aspects of the private security industry and when the opportunity to start a security business presented itself we grasped it. Our credo was, and still is, ‘what the mind can conceive and believe it can achieve’. Having said that, we quickly faced the reality that the big banks don’t embrace entrepreneurs. All except First Trust National who believed in us and our venture.”

In the past eight years their partnership with Fordmerchant has allowed the company to grow and reach heights that would not otherwise have been possible. “Challenges are opportunities in disguise,” adds Peter. “It’s a cliché but the reality is with faith and a positive approach you can do anything. The important things for any entrepreneur to remember are to have faith, remain positive, choose the right partners, treat people with respect, be honest and admit to mistakes and fix them fast. Also, set realistic goals and don’t give up until you reach them; then set new ones.”

Luis, Luis Jnr and Rui Magalhaes

MAG DEVELOPMENTS

“Hard work, good planning and research”

Luis Magalhaes (Senior) arrived from Zimbabwe in 1983 and through his experience, quality workmanship and honesty established himself in the building industry. Mag Builders CC was established in 1985, which became Mag Developments in 2000 when Luis (Junior), with degrees in Quantity Surveying/ Construction Management, joined his father. The company has not looked back since then. “We have been very fortunate to have my father’s experience, and through First Trust National, who he has banked with since 1983, we have had continuous support,” says Luis. “To add to this, we have my younger brother, Rui, who is a Chartered Accountant. Rui takes care of all financial aspects for the Group. So we have a good team.”

It is well known that the building industry is subjected to fluctuations in tandem with the state of the economy. “When interest rates were very high it made it difficult for builders and developers to do business,” adds Luis. “But we managed to ride out the tough times and I’m pleased to say that the business is thriving. As an entrepreneur I’d say that we could base our success on hard work, good planning and research. The important thing for anyone starting a business is to believe in your product and be totally focused on successfully meeting the requirements of your customers. No matter what it takes or what you have to sacrifice along the way.”

Dr Wayne Nell

SOUTH AFRICAN BRAKE FLUID AND COOLANTS

“Manage your costs well and have good financial discipline”

How does a dentist turn into an entrepreneur and start a company blending and bottling brake fluid and engine coolant? “My patients talk to me about many things during our consultations,” says Dr Wayne Nell, founder of South African Brake Fluid and Coolants. “One of them brought to my attention the opportunity to buy the business via a liquidation sale. Because I’ve always had the entrepreneurial spirit, I decided to take it. This was in 2003. I had no product knowledge so I approached my professor in chemistry from college to get product understanding. My father, who had been in construction, always stressed the importance of a good disciplined, hard-working ethical background. The equipment was dilapidated, but First Trust National helped us to buy more machines, equipment and raw materials.”

As a small business just starting out, Wayne could not afford to hire staff, so he had to drive around the country delivering the products to customers. “I’ve had good support,” adds Wayne. “I’ve always had partners who have been with us for a long time. Other opportunities have opened up and I am in the process of acquiring another business. To be successful you have to believe in your company and in yourself. Most importantly, you must be prepared to work hard and smarter, every day. You must also manage your costs well and have good financial discipline – even if it means you’re a bit of a control freak in this area.”

Fernando Marques

PARAMOUNT TRAILERS

“Stand for what you believe in”

Established as a small, family-run business in 1997 by Fernando Marques, Paramount Trailers is today one of South Africa’s leading manufacturers and refurbishers of commercial trailers. “I was a Financial Director for ERF Trucks and Business but I wanted to become my own boss,” says Fernando. “So with my brother and partner, I went into the panel beating business. I then started a trailer business, bought my partner out and I dedicated myself to making the business a success. I started the business with nothing but sweat and tears. Nine years ago I brought my son, who is a CA, into the business. We moved to Kliprivier two years ago and since then, the business has grown considerably.”

While Fernando focuses on the management of the business, his son handles production. “An important factor for any start-up business is finding the right bank to support you through thick or thin,” adds Fernando. “In this regard, I’ve had a strong relationship with First Trust National for over 36 years. The advice I would give to anyone starting a business would be: believe you can do it. And stand for what you believe in. Have good common sense and a good sense of humour. Don’t leave till tomorrow what can be done today. No matter what field you’re in, learn about other industries. Don’t start with the rewards – start with the groundwork. And remember, a can-do attitude will take you a very long way.”

Jannie Mouton

PSG GROUP

“Build a reputation first – don’t be over-ambitious”

After working for a stockbroking company (S&K) for 13 years, Jannie Mouton decided to join forces with some loyal friends and start their own company, PSG Group. They found that there were always challenges to face, especially with stock markets always moving up and down. But they slowly built up the company. They discovered that you’ll always find opportunities when you put your head down and look for them. “The key is to surround yourself with good, honest and hard-working people,” says Jannie. “Give them a stake in the company – that’s ultimate empowerment. And give your people the power to make decisions.”

In 1997 the company concluded a BEE transaction with a BEE partner but never used this to obtain favour or contracts from government. ‘We don’t look for shortcuts,” adds Jannie. “Trust is also a key factor. If through the years people trust you, you build credibility and you can attract funds. To any entrepreneur starting a business I would say, build a reputation first – don’t be over-ambitious. There is finance available , but you need to prove yourself. Start small, do something well and make it your focus. There is no instant rise to the top. There is no easy way.”

Jerome Smith

CIPLA SOUTH AFRICA

“Don’t get waylaid by failures and mishaps”

Coming from a family of doctors and medical professionals, it seemed only natural that one day Jerome Smith would start his own pharmaceutical company. This he did in 1993 – his aim was to help make healthcare accessible and more affordable to all South Africans – as such, his company was one of the few generic companies in the early years of generics. “Getting credit was a huge challenge,” says Jerome. “But Cipla India gave me extended credit terms which completely allowed us to grow extremely rapidly. But it wasn’t always easy. There were many sleepless nights. It was very difficult, but we all pulled together to make it work. Today, I am still close to many doctors and pharmacists who helped us build our business.”

Three years later Jerome approached Cipla India to be his partner and this partnership lasted until 2014 when Cipla India bought out Cipla South Africa for over R5 billion. Jerome is quick to give credit to the people with whom he worked. “I was working with people with the same single-mindedness and perseverance as myself. We knew what we wanted to achieve and were happy to learn from others. If I had one piece of advice for someone just starting out it would be to trust your instincts, know your subject and don’t get waylaid by failures and mishaps.”

Chris du Toit

MERCANTILE RENTAL FINANCE

“Corporates don’t want to be your guinea pig”

Always fascinated by buying and selling, it could be said that Chris du Toit was born with an entrepreneurial flair in his blood. He had a mission and he was totally committed to achieving it. Chris honed his business skills in a company where he worked and was mentored; within 10 years he’d risen from a salesman to MD. In 2001 Chris decided to start his own company with his brother, Pierre. “In those days none of the banks wanted to fund young entrepreneurs,” says Chris. “So we decided to buy transactions from the suppliers and sell to banks. We didn’t draw a salary for 18 months but realised we were building for the future.”

Chris admits that the life of an entrepreneur can be very lonely. Initially it was difficult to find good people and no one wanted to take a chance on products offered by a new business. “Corporates don’t want to be your guinea pig,” adds Chris. “That’s why references are so important. There are many essential factors that help build a successful company. Among them are honesty, authenticity, working cleverly, consistently doing the basics right and perseverance.” In 2011 Fordmerchant approached Chris and Pierre with the view of partnering them on building a billion-rand portfolio. This has proved to be an extremely successful partnership. His advice to young entrepreneurs is to remember to have fun. “The day you stop having fun is the day you must hang up your boots.”

Michael Gouveia

COSTA FARMS

“Be fair to your business and your employees”

Michael Gouveia’s grandfather farmed the land, that Michael is currently farming, some 70 years ago, so farming is most definitely in Michael’s DNA. ”My father, who has been farming for over 50 years, is now still farming with me on that same land,” says Michael. “He advised me to study further but I was not interested. As commercial farmers, we grow various vegetables for the Germiston community. It is a family business, with my father being the main decision maker and our voice of reason and wisdom. We’re faced with challenges every day, what with machinery breaking down, pricing issues and employee issues; but we always bounce back and persevere. I always make a point to negotiate and discuss issues with our employees.”

However, the last three years have been particularly challenging due to hail damage on the farm. “This caused crippling losses that almost shut us down,” adds Michael. “We save and store in advance so the reserves have been key in seeing us through the tough times. We still feel the tough times but First Trust National has always supported us. They know who I am and are always ready to help. I think our success is due to hard work, negotiating fairly and not giving up through thick or thin. For someone starting out I would advise them to find a balance, don’t be greedy, persevere, and be fair to your business and your employees.”

Mike du Toit

POWER PROCESS SYSTEMS

“Do what’s right for you according to your own situation and goals”

With money inherited from his late mother’s estate, Mike du Toit started Power Process Systems with his father. However, after three years through unfortunate circumstances (his father’s death), Mike found himself in charge of a business that was in a deep financial crisis and had little prospects. “I had no choice but to make it work,” says Mike. “The bank retracted all credit facilities, and suppliers cut our account limits. It was very tough. I’m sure many people thought the business would inevitably stagger and fall. We had to prove ourselves in everything we did and to everyone we were involved with – and we had to do this over and over again. Some were accommodating, but many were not.”

At that time the electrical networks in the townships were badly vandalised and there seemed to be very little consistency regarding the street kiosk and metering cabinets. That’s when the company developed a Shroud, which ensured that the electrical network had consistency through any particular area. Since then innovation has become part of the company’s strength. Mike’s advice to future entrepreneurs? “Don’t take anyone else’s advice as gospel. You can ask for advice from someone you respect, then take your situation into consideration. Find out as much about the topic in question as possible and make your own decision. Essentially, do what’s right for you according to your own situation and goals.”

Natalie Ralphs

LITE OPTEC

“Keep your feet on the ground and never give up”

As one of the six shareholders of Lite Optec, founded by Marc-Ager in 1987, Natalie Ralphs’ inspiration comes from an enormous drive and passion for success. “My desire has always been to contribute to society and make a difference. The development and upskilling of people is a deep passion and I can see the incredible benefits of this to our company and the bottom line. In the early days, we were faced with the normal challenges of trying to get a company off the ground. Building a successful business is not easy, it requires long hours, passion, patience and discipline. We have been fortunate in that the shareholder base has always been very solid and supportive, from a financial aspect and operational perspective.”

“The key to our success has been our ability to provide the best possible products, service and attention to our clients, suppliers and business partners,” continues Natalie. “Our company has maintained a very strong emphasis on maintaining an ethical, stable and supportive dealer structure, as well as loyally promoting the product lines and the intellectual property of our international and local brand names. We have created that teamwork which has been essential in our company’s functioning and success. My advice to future entrepreneurs? Keep your feet on the ground, manage your cash flow carefully and never give up. Value and take care of your employees, who will then take care of your clients.”

Nick Gennerakis

SUPERSPAR (KUILSRIVER & ATHLONE)

“Don’t be afraid to do things differently”

Nick Gennerakis and his two brothers, whose parents emigrated from Greece, grew up in Vanderbijlpark. “I learnt retail with my father who had a café in Jo’burg in the late 1970’s and early 1980’s,” says Nick. “I fell in love with supermarkets, in particular with Spar. I knew then that this was what I wanted to pursue as a career. It was my father who inspired me to believe in myself. I worked for my uncle at his Spar store in Vaalpark for five years, then with his help and some cash that I had saved, I bought Hout Bay Kwikspar in Cape Town in June 1994.”

Hout Bay Kwikspar was a year-old store and technically bankrupt. With 12 staff, and Nick’s wife, Celeste, they worked the business seven days a week for two years. “Our biggest challenges we faced as the store grew were cash flow and finding good people,” adds Nick. “We kept on having to upgrade the business and plough all cash resources back into the store. But it paid off in the end.” Nick now owns two Superspars and employs approximately 450 people. Nick’s advice to anyone starting their own business? “Be innovative. Don’t be afraid to do things differently. Push the boundaries. Never, ever give up. Be extraordinary every day.”

Paula Caetano

SÉCULO GROUP OF COMPANIES

“Believe and have confidence in yourself”

Século was founded in 1963 by António Braz, a banana distributor who believed it was important for the Portuguese community to have a voice in Southern Africa. Having worked in the Século Group for over 30 years and now the Group president, Paula Caetano is proud of the fact that Século newspaper has affirmed itself as one of the most renowned publications in the Portuguese diaspora and the longest standing. “The legacy left to me by my late husband, Horácio Roque, has been the force of inspiration to keep alive the Portuguese culture with a spirit of patriotism through a prestigious newspaper,” says Paula.

“I am very proud to be the president of this group of companies,” continues Paula. “I’m also deeply honoured to head such an extraordinary, knowledgeable and skilled team, who over the years have worked very hard in contributing greatly towards the success of the Group. I think that success comes through setting clear objectives, choosing your goals carefully and working hard to achieve them. Be honest with people and enjoy the good in them. Believe and have confidence in yourself. Follow the trends and keep in touch with the constant changes in the world. A good dose of resilience is needed to overcome the obstacles that we have to face daily, but being able to rise above adversity can make a difference in your life, and you’ll be a stronger person for it.”

Riaan de Swardt

INFORMATION TECHNOLOGY CONSULTANTS (INTECON)

“If decisions do not work, change them”

In 1995 Reserve Bank published a National Framework and Strategy document that introduced the concept of System Operators. Riaan de Swardt, a practicing attorney in Pretoria, realised that a unique business opportunity now existed. He approached software development companies, suppliers of point-ofsale devices, a transaction switch company and the old Boland Bank. “When the parties were convinced that the business opportunity existed, and various legal agreements had been put in place, Intecon was created (on paper)”, says Riaan. “I obtained funding through an access bond on my house, rented conservative office space and bought office furniture and computers on a liquidation sale.”

In February Riaan started working at Intecon on a full-time basis with a total staff count of four including Riaan. The early days required various sacrifices and without the support of his wife who assisted, supported and never stopped believing in Riaan, Intecon would have failed. “Having been an attorney and starting as an entrepreneur was difficult initially. The markets felt that negotiations required an attorney to represent them and all agreements were scrutinised,” adds Riaan. “I think the key to my success was my legal and commercial background, attention to detail, ability to clearly document business requirements and dealing with software houses. As an entrepreneur, if you plan to execute within six months, you have to have access to funding carrying the business for at least 12 months… and always have a plan B – if decisions do not work, change them.”

Richard Beddow

FOREXPEOPLE

“Focus on the simple, clear and unique benefits”

After nine years working in London, Richard Beddow noticed that there might be a niche in the SA Forex market to provide competitive rates and tailored risk advice to SMEs. In 2003, with the backing of First Trust National, who saw ‘the bigger picture’, which no other bank did at that time, and together with FX Admin expert, Sadhana Singh, Richard launched ForexPeople. “We took a tiny office in Rivonia and set about cold calling 20 new companies per day, every day,” recalls Richard. “Many people said that we had no chance taking on the commercial banks, and when things were slow it was easy to get disheartened. Fortunately the business was not capital intensive. It just required tenacity, belief and disciplined activity levels.”

Apart from their unwavering belief in their concept and their determination, the key factor to the company’s success was in focusing on the simple, clear and unique benefits to their clients, not making them fit into their systems and not focusing on the money side of things. “My one piece of advice to someone just starting a business would be not to allow their confidence to be dented by the naysayers – and there are sure to be lots of them. Also, if you sit in front of enough people and sell your product or service with enough conviction, you will always find someone who will buy into you and what you are offering.”

Milton and Maria Caldeira

CALDEIRA AND ASSOCIATES ATTORNEYS

“Be patient and manage your cash flow well”

It was Milton Caldeira’s family and friends in the community who inspired Milton to start his own business. “We started off as a husband and wife team, myself and Maria,” says Milton. “We got into business straight out of our articles. It was in May 1987 when we decided to take the plunge and opened our office on the 27th floor of the Carlton Centre. We had no money, but First Trust National gave us a R25 000 loan with my father standing surety for us. We bought furniture and equipment. Soon after that, we moved out of the Carlton Centre and we bought a floor in Ilpa House, Commissioner Street. In 2002, as the CBD’s appeal started to deteriorate, many of our clients became uncomfortable to drive into the city centre, so we relocated to Bruma. As with most new businesses, finance was always an issue. “We had no surplus to hire staff,” adds Milton. “We had to do everything ourselves. Also, we did not have a mentor so we had to reach out to more experienced people. But we survived and succeeded. I’m proud to say many of our clients that we had in the beginning are still with us because of the relationships we have built with them. For anyone starting out, I would suggest that they be patient. Manage your cash flow well. And be honest – walk in integrity. You stand and fall by your reputation. There’s no shortcut. It’s all about hard work and being true to your business and yourself.”

Younus Karolia

AUSTELL LABORATORIES

“Have the right human resources”

Younus Karolia is a chartered accountant by profession. His journey in the pharmaceutical industry began when he forged a partnership with a leader in pharmaceutical distribution, which led to a vertical integration of the business and the launch of a fully fledged pharmaceutical company, Austell.

Since then, Austell has branched out into providing new and truly innovative solutions that offer genuine advantages over the current treatment conventions. As a result, they have been one of the top three fastest growing pharmaceutical companies for the past five years. Austell’s success relies on the strength of two key components – the remarkable products and the people who breathe life into them. “It was a challenge to find the right human resources, but over time we have built a core team of skilled, dedicated and passionate people who rally behind our cause and drive the Austell business forward,” says Younus.

industry, capital can pose a significant constraint on the growth of the organisation. South Africa’s regulatory requirements for drug registration often result in a fiveyear lag between investment into new products and the realisation of commercial value. Thus the need for capital can be significant. However, with the right partners, Austell has been able to weather the storm.

How would Younus advise prospective entrepreneurs? “Have a comprehensive business plan. Know your market. Have the right human resources and partner with funders who can see the value you bring and can adapt to changes with you.”

Sergio Aquino

LUSHAKA INVESTMENTS

“Bringing people together makes things happen”

The Lushaka group of companies was started by Sergio Aquino’s late father in 1969. Lushaka Investments, a property development company, started in 2003 at the same time that Sergio joined the group. It focuses on delivering the highest value and best quality residential, retail and commercial property development projects. Today the company is run by Sergio, whose passion lies in bringing together various elements and disciplines to create aesthetically beautiful, community enhancing, comfortable but functional property developments. “At the time, Lushaka Investments was a small business but I could see it had great potential. We pioneered things. We were the first to incorporate high-end kitchen appliances as a standard feature into all apartment kitchens. But as every entrepreneur knows, running a business is not always smooth sailing and there are often many challenges to be faced.”

One of these challenges came in 2008 when the financial markets crashed. At the time, the company was finishing off the World Trade Centre in Sandton which was completed in 2010, sold in 2013 and was the first of three phases of Lushaka’s most ambitious project – Central Square. “I spoke to every bank and private investor to raise the necessary capital to complete phase two, but they all turned me away – except First Trust National.” Sergio adds, “First Trust National came to our aid with a most innovative and enabling funding solution, a first of its kind in the market. I’d say that the key to my success as an entrepreneur is the ability to bring people together to make things happen.”

Stan Ferreira

STAN FERREIRA GROUP

“Work harder than the next person”

Some of Stan Ferreira’s family had been suppliers of ceramic tiles and sanitary ware in Portugal for over a century. So when Stan moved to South Africa, trading was a natural transition. “I traded in Kosher delicatessen for three years, then opened several businesses, including the Honeydew Country Store,” says Stan. “I started the Ferreira’s Group in 1973 and decided to list it on the Stock Exchange in 1998. Buying on terms was very helpful. It sustained us until the business grew to a substantial size. In 1976 we formed a partnership with Lisbon Bank, now First Trust National, who funded the business. I was the biggest borrower at the time with R15 million worth of funding.”

In the early days, Stan discovered that starting a business required a great deal of hard work and a self-belief that his venture would be a success. “I took calculated risks and was conscious of how I managed cash flow,” Stan continues. “Because the company bears my name, it was important for me to hold it up with honour to be respected by creditors, staff and other people in business. Integrity is important to me and I was able to say no to business which I thought was lacking in integrity. My advice to someone wanting to start a business would be to be loyal to yourself and others and work harder than the next person.”

Thabo Seretse

DEENSTAR INVESTMENTS

“Don’t work for money, work for what you want to build”

Thabo Seretse started working at BP, which gave him an opportunity to learn about the workings of the petrol business. Once he had the experience, he left the company and bought a petrol station in partnership with his financially able friends. “Once I had raised enough money, I bought them out,” says Thabo. “Fortunately, the franchise environment did not require me to buy much to start off with. I just needed to pay rent and buy stock, as I did not have to buy equipment. The critical equipment was owned by the oil company. However, the working capital requirements were quite high because I needed to pay cash upfront to pay for fuel.”

Fortunately, Thabo had built good relationships with the banks and he reached out to them to buy another existing business. “This meant I now needed more skilled employees in the first station, while I focused on the new business,” Thabo continues. “There were times when I had to beg for money because I did not have enough collateral. Fortunately, I had friends who believed in me and offered to help. As a young entrepreneur, it is important to form a strong relationship with a good bank. First Trust National helped me and I’ve built a good a relationship with them. My advice for someone starting off would be: make sure you understand the demands and requirements of what you are getting into. Don’t work for money, work for what you want to build – have a long-term view.”

Mark Barnes

PURPLE GROUP

“Surround yourself with skills that complement yours”

After moving out of the corporate sector where he had spent most of his working life, Mark Barnes decided that he wanted to become more closely involved in economics and to help South Africans understand, participate in, and benefit from financial markets. “I bought into Global Trader 247 over eight years ago and it became Purple Group, an asset management company,” says Mark. “Starting out was hard. We did not have big balance sheets to help us access capital so we had to grow within limits. We were dealing with people who were not sure of our capital strength – so we had to fight for everything to prove as a disruptor that we had a valid business case. Fortunately we had a lot of support. In business, there’s not much you can do without support.”

One of Mark’s early challenges was to build a good financial system. “Even though we started small, the skills were there, including specialists such as IT, financial and risk,” adds Mark. “Today we employ around 70 people, all of whom I’m proud to say, are totally committed to the success of the company. My advice to someone just starting out? You need to know how you make money, in a deep real way. Profits don’t count, cash does. Make friends with many entrepreneurs with a risk appetite . Surround yourself with skills that complement yours. Celebrate differences between people and leverage each other’s skills.”

David Wertheim Aymes

BOSUN GROUP

“True human qualities lead to value creation”

In 1989, once he had qualified as a CA(SA), David Wertheim Aymes decided to work for the Industrial Development Corporation (IDC). There he discovered the difference between those who created businesses and those who chose to amalgamate or break up these businesses. He knew then that he wanted to be a creator. “Once I was in business on my own, however, I realised that no longer were there comfortable offices, an accounts department to blame for my mistakes or a boss to correct my language,” remembers David. “Now it was just me and the truck driver, the fitter, the girl Friday, the staff, the theft and the bad advice from suppliers who saw an ‘office boy’ trying to make it in concrete.” David realised that he had taken on something tough and only pride made him persevere. He gingerly felt his way into this space.

Thinking about the key to the Bosun Group’s success, David adds that, “In hindsight it is the realisation that only human beings have the potential to change the forces of nature. We invested in people and gave them the possibility of stability by providing routine, backing them, and assisting in giving them absolute clarity on what they wanted to pursue. It has been a huge test of my own morality and courage to leave the numbers, the convention, the done thing, the ‘winner takes all’ paradigm. I have had to find the courage to love my human beingness. In the Bosun Group we are all striving individuals trying to have skill and care in service of the whole. The numbers we deliver come as a consequence of this focus. The expression of true human qualities leads to value creation in an organisation – the numbers follow.”

Jaime Vilela and Mariza Vilela

ANYVIEW TECHNOLOGY

“Never, never give up on yourself”

Jaime Vilela started learning about electronics at the tender age of fifteen. His father began teaching him the intricacies of manufacturing radio lights in 1986. Jaime was a quick and enthusiastic learner and within five years he was a partner in his father’s business. The early days of the company were tough. Technology was evolving at a fast pace and it was a stiff challenge for the young company to compete against the major players. However, a partnership with Samsung enabled them to focus solely on their products.

A small loan from Lisbon Bank, now First Trust National, helped them to turn all their profits into working capital and erase their loans. “You can’t measure success on margins but on cash flow because margins will be eroded without good cash flow management,” says Jaime. “The key to becoming a successful entrepreneur is the right relationships. Our best move as a business has been forming partnerships with huge companies. We improved our service to international standards so we could get contracts with well-established, reputable companies. It is also essential to be wary of the fact that no one knows what lies ahead – therefore, you have to be constantly far-seeking and innovative. And never, never give up on yourself.”

Colin Brown

TYRE CORPORATION

“Analyse and fully understand your potential market”

Tyre Corporation, which began with a small footprint in underground platinum mining operations, is today the leading independent service provider and supplier of tyres to the underground and surface mining markets. Company’s Group CEO, Colin Brown, says: “Due to the rapid growth and demand for products and services, and the necessary extension of our footprint, access to finance became a challenge. Thankfully First Trust National understood our operational needs and quickly assisted us in meeting the opportunities. Tyre Corporation trades , Namibia, Botswana, Zambia, Zimbabwe, Lesotho, Swaziland, DRC and Mozambique with a large service network in each country. The company has been very fortunate in that the collective skills and understanding of our business has kept its momentum. Our commitment to sound principles and values has ensured that we have ‘raised the bar’ in all situations. Tyre Corporation is not a wholesaler. We deal directly with the customer being the end user, and we are in a situation where we understand what customers require.”

The company has become the largest independent tyre supplier and service provider in its specialised market. “One of the company’s greatest successes is our independence without interference from a new tyre manufacturer,” continues Colin. “Our success is also based on our profound knowledge of the mining and transport tyre industries by the founders and key staff who joined the group as equity stakeholders and business drivers. For someone just starting their own business, I’d advise them to analyse and fully understand their potential market, create and skilfully manage and measure an account attack programme. Confidentiality is key to any successful business.”

Zak Calisto

CARTRACK

“Building flourishing communities through technology”

Zak Calisto is a familiar name with’s telecommunication circles. He is the CEO of Onecell and the Global CEO of Cartrack Holdings.

A serial entrepreneur, Zak attributes his business building success to solid hard work, the ability to adapt quickly to market needs and a stoic commitment to customer service. He is a technology innovator and an advocate for community development through technology.

“Entrepreneurship and flourishing communities have always been close to my heart, which is why I am so proud of Onecell, our community utilities company that offers, among other services, highly affordable wireless phone calls for as little as 20 cents,” says Zak. “Our technology is 100% in-house developed and is designed to serve the people. More importantly, we also allow our vendors to sell airtime, electricity and many other pre-paid services. Through this initiative, Onecell has created over 150 000 entrepreneurial jobs since 2001 and we have held hands with some of these entrepreneurs for as long as 15 years.”

Cartrack was launched in 2004, when Zak identified a market gap in the vehicle monitoring space. Since then, the team of three has rapidly expanded to 1400 people servicing over 500 000 subscribers in 21 countries covering Africa, Europe and Asia. It is now a global market leader in GSM technology-driven vehicle telematics, used widely in stolen vehicle recovery, fleet management and insurance telematics. With its recent successful listing on the JSE, Zak now has his sights on assisting businesses worldwide to optimise both their assets and workforces.

“I have been very fortunate to be able to build scalable businesses involving two of my passions – people and technology,” Zak adds.

Barry, Marius and Eben Marais

MARAIS 4 ARCHITECTS

“Change your world”

Marais 4 Architects is a family architectural firm comprising three directors, Barry Marais, the founder of the business in 1972, and his sons, Marius and Eben. The company prides itself on commitment to client service and innovation, and every design is synonymous with ingenious creativity and attention to detail. Drawing from Barry’s vast experience, his sons were quick to learn the concepts of design fundamentals and the administration of site meetings and building inspections. “Both boys had the same ambition I had, to make the company a monumental success; and they immediately joined the company after graduating from Wits and UP respectively,” says Barry. “For us, The Glen Shopping Centre was the cornerstone of our ‘new’ business. Marais 4 Architects was established when Marius and Eben became partners in the business in 1996. Interest rates climbed by 7% over the next few years until 1998 and work was hard to come by. Property development stagnated as a result of the economic downturn and the cost of capital made it very difficult to find new projects. Only by persistence, courage, determination and by scrapping all ‘work on risk’, we managed to survive,” he continues.

“We were also fortunate to have the support of a forward thinking bank such as First Trust National, who was determined to make a success of our business, regardless of the poor financial climate at the time. The bank helped us grow its portfolio slowly but firmly, by trusting its directors to make the right decisions. There are several factors that contribute to the success of an entrepreneur,” adds Barry. “A clear vision before you start your business, honesty, and a commitment to outstanding customer service. And most importantly, never, ever give up in believing in yourself.”

Antonio Marques

STEIMAR AUTOMOTIVE

“Passion and focus are the key elements to success”

Antonio Marques thrives on challenges. But starting his own panel beating company some 40 years ago was one of the biggest challenges of his life. It was then that Antonio, already employed in one of the leading panel beating companies, and Willie Steinke, a spray painter, expressed the desire to start up their own business. In order to succeed they needed a wellequipped workshop including the ultimate piece of equipment at the time – a backed enamel oven for spray painting. They had very little collateral to offer the bank, thus sacrifices had to be made by selling off any assets to raise the necessary capital. This was not enough so they enlisted the help of a silent partner and in January 1977, Steimar Automotive opened its doors.

“For many months we worked seven days a week,” says Antonio. “The hard work started to pay off and we began to create a reputable name for ourselves. After three years the partnership was dissolved, leaving me the sole owner of Steimar. In my humble opinion, the key to my success was definitely hard work, and running my business with honesty and integrity. My advice to someone starting out as an entrepreneur would be passion and focus. Passion for what you really want to do and focus on what you really want.”

Grant Salzwedel

MERCANTILE PAYMENT SOLUTIONS

“Work harder and smarter than the next guy”

Today Grant Salzwedel runs a technology company in partnership with First Trust National. A far cry indeed from when he ran a weekly disco in a gym while he had a day job as an electronic engineer. When it was no longer viable, Grant purchased the gym and started developing a computer system to manage the members and accounts at the gym. He found that over the next few years he could not keep up with the demand of selling the system to other gyms.

“In the early days I was able to secure a small overdraft that I used to manage the business cash flow,” says Grant. “I had to take on some contract work to help bring in revenue while I built my annuity-based products. In the beginning I did almost all of the work myself, from sales in the day time to writing the software at night, including most holidays and weekends. It was hard on our young family but I was lucky enough to work mostly at my computer, which I could do at home. So I was ‘around but not around’. My advice to someone starting out in business would be to remember that there is no short cut or big score. Keep costs down to a minimum, and work harder and smarter than the next guy.”

Grant Salzwedel

MERCANTILE PAYMENT SOLUTIONS

“Work harder and smarter than the next guy”

Today Grant Salzwedel runs a technology company in partnership with First Trust National. A far cry indeed from when he ran a weekly disco in a gym while he had a day job as an electronic engineer. When it was no longer viable, Grant purchased the gym and started developing a computer system to manage the members and accounts at the gym. He found that over the next few years he could not keep up with the demand of selling the system to other gyms.

“In the early days I was able to secure a small overdraft that I used to manage the business cash flow,” says Grant. “I had to take on some contract work to help bring in revenue while I built my annuity-based products. In the beginning I did almost all of the work myself, from sales in the day time to writing the software at night, including most holidays and weekends. It was hard on our young family but I was lucky enough to work mostly at my computer, which I could do at home. So I was ‘around but not around’. My advice to someone starting out in business would be to remember that there is no short cut or big score. Keep costs down to a minimum, and work harder and smarter than the next guy.”

Greg Venter

COMMRISK

“If you have a vision – stick to it”

After a stint in the army, Greg Venter ventured into the world of corporate insurance, although he’d always had a notion of making it on his own. Therefore, when an opportunity arose to help start a short-term insurance arm of a company run by his brother and his partners, Greg jumped at the chance. After helping to grow the business over a period of four years, Greg decided that it was time to set up his own company, and this he did, starting small with one partner sharing one desk, one computer and one phone.

As business grew they were able to take on more staff, although there was a period when neither partner took home a salary for four months. “I was not married at the time,” says Greg. “So I did not have many other commitments – and by hook or by crook we made it through. In order to inject cash into the business and allow us to access funding, we took on an equity partner. Over the next 15 years we secured numerous acquisitions and now have a national footprint of nine offices and close to 120 skilled staff. Our ethos has always been: if you have a vision, stick to it, persevere and don’t be too proud to put up your hand and ask for help when you need it.”

Aurelio Fernandes

FERNANDES BRICK AND BLOCK

“Learn from the successes and failures of others”

Aurelio Fernandes owes much of his success to his father, who was his inspiration while growing up in Portugal, teaching Aurelio everything he knew about the construction industry. Aurelio arrived in 1963 from Mozambique. He started his fi rst construction company in the late 1970s. “I would build a house, usually sell it to the Railway Company for a profit and use the money to build the next house,” says Aurelio. As a property developer, Aurelio identified that there was a shortage of good quality and reasonably priced building materials such as bricks and blocks. It was then he decided to begin manufacturing these products.

The challenge he faced was that the project was a big one and he was in need of financial assistance. Having banked with First Trust National for many years, it was First Trust National that he approached with his biggest project so far. With the financial assistance from Fordmerchant, Aurelio was able to establish Fernandes Brick and Block in 1987, which has grown into one of the leading brick and block manufacturers in Durban today. The success of his company allowed him to expand and continue his passion for property development. “The key to my success is that I planned ahead and invested all my time and energy in my business,” concludes Aurelio. “Also, I found that learning from the successes and failures of others helped to accelerate my growth.”

Brent Kairuz

KAIRUZ HOLDINGS

“You have to be in it to win it”

Brent Kairuz has been an entrepreneur most of his working life. After teaching karate at different schools as a teenager, he decided to move into the food space to diversify his interests. He soon realised that the food industry was a very involved sector in which you needed to be hands-on and he never anticipated how challenging the change in his career would be. “In the early days of the company it was difficult to raise capital, which slowed down our growth levels, especially without credit history,” says Brent. To take the business to the next level, a joint venture partnership was embarked on with large corporate companies.

“The challenge in forming an alliance with a corporate in the early days was to understand the corporate mindset,” adds Brent. “Entrepreneurs are able to make quick decisions, while corporations have processes that take longer. Utilising both companies’ strengths within the joint venture enabled us to get bigger business while developing systems and processes that benefited our entrepreneurial business.”

Brent advises that there is no manual to entrepreneurship. “You have to be honest with yourself. Do you have the sense of responsibility to be self-disciplined, be self-motivated to pick yourself up when you fall and have a passion for what you’re doing? For an entrepreneur just starting out I’d say you have to be in it to win it. Business will teach you, humble you and knock you down. But your determination will tell you to get up and continue the good fight, which will create success.”