Another imperative I see as essential is how we attract talent – diverse and innovative talent – to our firm and our industry. We have not always been a welcoming place in that regard and I am committed to changing that. The transformation of our leadership is also critical – and that is happening right now – but the shift to providing a truly inclusiondriven workplace must occur throughout the business. In my experience in both the public and private sectors, these are the critical factors that will help us elevate our brand. With a vast range of experiences in sectors such as transport, financial services, investment, and energy, how do you adapt your leadership style to different business contexts? I see myself as a servant leader, whose role I believe to be primarily that of stewarding resources and teaching leaders to serve others while still achieving the goals of the business. Some of the principles of a servant leader that are meaningful to me are: listening; empathy; awareness; persuasion; foresight; stewardship; commitment to the growth of people and the profession; strengthening the economy and building community. This commitment to more consultative decision-making builds better teams and better brands. The belonging it engenders ensures that goals are shared and believed in holistically. Of course, times shift and leadership must adapt to meet new challenges – if there is one thing that is certain in the current world climate, it is that things are shifting ever faster. In that environment, consistent and regular consultation is essential. But never at the expense of the greater whole, rather than just the business itself. You held various senior executive and leadership roles at AlexForbes for almost 13 years. Could you share a few key learnings from that journey that you bring into your current role? Alex Forbes is a listed and highly regulated business. As a leader, I was there when the previously private equity company re-listed on the JSE and one of my major roles was to drive public sector business, as well as expand the Africa footprint. These experiences have led me to have a healthy respect for regulators in a commercially-driven environment. There needs to be a healthy tension between regulators and business. There is a larger purpose here, as I have indicated. We are not operating solely for our clients or our industry; we have a duty to the economy, our communities and our country. This commitment to financial well-being, across the board, from individual to fiscus, is what AlexForbes stood for - and BDO is no different. Our Clarity Charter echoes that. Another learning was an awareness of the responsibility of creating a brand that seeks to elevate trust in its people, its clients, its business and society as a whole. Again, BDO echoes this. Our promise is to elevate our people, elevate business and elevate the economy – and, in doing so, to elevate society as a whole. Since stepping into your role as CEO of BDO South Africa in May 2022, could you share with us some of the key strategies you’ve put into place? Additionally, could you give us a glimpse into your future plans for the company? I have referred to some of these things already. I am committed to creating a more visible BDO and this is “We are determined to create a more visible BDO and this is reflected in our growth strategy” CEO Today Africa Awards 2024 - SOUTH AFRICA - - 52 -
RkJQdWJsaXNoZXIy Mjk3Mzkz