My Background

I am a consultant and entrepreneur who is task-oriented and results-driven. I also pay attention to details while working on building sustainable wealth. I'm enthusiastic in finding new innovative solutions using a combination of managerial and technical skills.

I'm also an avid investor in small ideas, keen reader and social activist who is enthusiastic in finding new opportunities. I'm a strategist who is systematic in approaching challenges. This exposure lead me to be interested in human interaction and to appreciate what the human mind is capable of achieving. Through my vast interaction with different people, I managed to increasing my personal network.

It has became clear to me at an early stage of my life that I have the ability to spot opportunities which made me by nature, an


  1. defined as a person who establishes an enterprise with the aim of solving social problems or effecting social change.

As an individual with a positive outlook towards my challenges, I've embarked on the most interesting journeys in my life which I intend on blogging. These are the glimpse of my trials and tribulations because I believe that: "You must believe you are the best and then make sure that you are...".. I was once told that: "If you don't have enough money then you haven't helped enough people yet". The road to riches is paved with acquisition of specific knowledge.

Favorite Quote:

“A wonderful fact to reflect upon, that every human creature is constituted to be that profound secret and mystery to every other.”
― Charles Dickens, A Tale of Two Cities

My Work Experience:
Entrepreneur & Consultant

Previous Position(s)

Executive Director | Dihlakanyane Trading (Pty) Ltd.
Cullinan, South Africa | February 2012 - April 2016
Director of Operations | Dithokeng Cleaning Services cc
Cullinan, South Africa | August 2006 - December 2007
Managing Director | Keyamo Management Solutions (Pty) Ltd.
Johannesburg, South Africa | April 2003 - November 2016
Managing Member | Mamphake Office Supplies cc
Rayton, South Africa | July 1999 - February 2017

Documan Consulting | Proprietor
Rayton, South Africa | 2012 - 2017

Current Occupation(s)

MEP Digital Systems | Director

Rayton, South Africa | 2017 - Present

The company specialize in digital strategy implementation in smart facilities using sensors actuators and other digital instrumentation.

Consulting Services
My Education and Skill(s):
  • Managerial:
  • I manage business operations within the information technology environment. I use Geographical Information Systems (GIS), Building Information Modelling (BIM), Project Management as well as Accounting programs. I studied management and I have experience in evaluating, preparing bids as well as compiling project programs, I assist clients with the planning processes, risk mitigation, evaluations, and presentations. I also prepared costing/estimates and condition reports. I supervise and manage processes as well as allocate work and project scheduling. I do marketing, liaise with customer, as well as assist in developing new and improving existing range of products and services.
  • Technical:
  • I design using computer-aided draughting (CAD) software as well as HTML, Visual Basic, SketchUp Pro, CoralDraw as well as programming in Python. I studied Architecture; Mechanical and Electrical engineering. I also configure computer hardware as well as setup networks. I prepare sketches, detailed drawings, and schematics including drafting of support documentation. My main focus is building expertise and finding sustainable solutions.....

Sunday, November 22, 2015

Developing Our Indigenous Knowledge

As a social entrepreneur, I learned that no matter what my circumstances, I will never lose three things: Honesty, Integrity and being True to Myself. As the founder of Mamphake Designs, a design business, Keyamo Technologies, a technical support business and Dihlakanyane Books, a multimedia business - my intention for these business units was to serve as the solution for developing emerging or previously disadvantaged South African professional millennial talent with special focus in social media, music and the entertainment industries. I began my journey by offering a seamless mix of support, critical management services and valuable thought-leadership mentoring while operating on a platform which covers the full spectrum of content, tech and culture. 

Background: South Africa has a respected and world-class and talented technology community that, over many decades, has pioneered globally significant and successful new ideas, techniques and technologies. These include the complex techniques to produce fuels and useful chemicals from raw coal, pioneering steel production, the extreme engineering and chemistry required to extract minerals from increasingly miserly reefs of the deepest mines in the world, medical expertise that not only saw the country pioneering the world’s first heart transplant, but makes South Africa-trained doctors in demand – and working – all over the world, and in recent years, a thriving space science industry.

Whilst working within these industries, I faced the first challenge in creating much the needed systems to be able to document, preserve, promote and protect knowledge developed through local talent because most of this talent was community-based and hence a sustainable resource in mitigating against the developmental challenges facing our South African local indigenous knowledge. South Africa as a country currently has inadequate laws protecting indigenous knowledge. Citing the case of Hoodia, an appetite suppressant traditionally used by the Khoisan, reflected on the importance of documenting, preserving and protecting our African Indigenous Knowledge Systems which are an integral part of our culture as a people.
 The second challenge for me was to monetize the indigenous knowledge in a form of content. You see, In an emerging global knowledge economy a country’s ability to build and mobilize knowledge capital, is equally essential for sustainable development as the availability of physical and financial capital. The basic component of any country’s knowledge system is its indigenous knowledge. It encompasses the skills, experiences and insights of people, applied to maintain or improve their livelihood. Indigenous knowledge is developed and adapted continuously to gradually changing environments and passed down from generation to generation and closely interwoven with people’s cultural values. Indigenous knowledge is also the social capital of the poor, their main asset to invest in the struggle for survival, to produce food, to provide for shelter or to achieve control of their own lives. 
Today, many indigenous knowledge systems are at risk of becoming extinct because of rapidly changing natural environments and fast pacing economic, political, and cultural changes on a global scale. Practices vanish, as they become inappropriate for new challenges or because they adapt too slowly. However, many practices disappear only because of the intrusion of foreign technologies or development concepts that promise short-term gains or solutions to problems without being capable of sustaining them. The tragedy of the impending disappearance of indigenous knowledge is most obvious to those who have developed it and make a living through it. But the implication for others can be detrimental as well, when skills, technologies, artifacts, problem solving strategies and expertise are lost.

These legacy systems will attempt to address issues in the transfer of knowledge since indigenous knowledge is the local knowledge that is unique to a culture or society and this knowledge is normally passed from generation to generation, usually by word of mouth and cultural rituals, and has been the basis for food preparation, education, design and the wide range of other activities that sustain societies in many parts of the world. Even thou indigenous people have a broad knowledge of how to live sustainably. However, formal education systems have disrupted the practical everyday life aspects of indigenous knowledge and ways of learning, replacing them with abstract knowledge and academic ways of learning. Today, there is a grave risk that much indigenous knowledge is being lost and, along with it, valuable knowledge about ways of living sustainably.

Through these business units, I intend on finding ways that indigenous knowledge may be integrated into education, design, with the use of modern technology and thereby, bringing the benefits of helping to ‘sustain’ indigenous knowledge and societies to all. I also encourage teachers and students to gain enhanced respect for local culture, its wisdom and its ethics, and provides ways of teaching and learning locally relevant knowledge and skills.

Dihlakanyane Books

Books have the power to change lives. We live in a time when books are more affordable and accessible. Yet, fewer entrepreneurs read books, using the excuse of a lack of time. If you can’t find time to read, you as an entrepreneur will not grow, which will have an effect on your business. If you study any successful entrepreneur, you’ll see one of the keys to their success is that they educate themselves through books.

Backyard Millionaires:
As a part-time geek and entrepreneur, I now know that the next
generation of future multi-millionaires are not going to be people in

Saturday, November 7, 2015


 I’ve learned a lot in the years since starting my businesses; truthfully, I’ve learned more than I ever could have imagined. I’ve definitely learned more than I ever learned in university, or any class I’ve taken or at any previous educational institution I’ve attended but the lessons haven’t all just been about business, specifically (though I have learned a great deal about that as well). I’ve also learned a lot about myself – my strengths and weaknesses, my passions, my shortcomings, my ability to deal with failure, stress, pressure, rejection and competitors and even how to lead – and it has been (and will continue to be) a humbling journey.

And while I’m still learning, each and every single day, there’s one thing I know for certain. Connections are everything. EVERYTHING. Seriously, they are everything. If I hadn’t poured my heart and soul into creating a community that I would be proud to be a part of, I would have nothing to show for it. There would be no business. I have always been proud of my ability to put others first, to help others shine and provide opportunities or connections (or just a helping hand) whenever I can. And it’s not something I do for a return. It’s just something I do. It’s innate. It’s part of who I am. And no matter what happens, I’m never letting go of that piece of me.

No matter how many times somebody takes it for granted, insults me, belittles me or takes advantage of me, I’ll still go out of my way to connect people – to provide help, new opportunities, connections or even just to help broaden the network. So whatever you do out there, keep connecting and putting your best self forward. Don’t lash out or insult others, no matter what the circumstance might be. Don’t throw negative comments at somebody just to make them feel small, it doesn’t look good on you. Be kind. Be respectful. And work hard. And the rest will fall in place.....

Cognitive Evolution

As a social entrepreneur, I have asked myself time and time again whether I've become one dimensional when coming to my understanding of the use of social networks? This is a serious topic to me because of the fact that most of us (especially especially) are invested in relationships without going into details of the workings of these relationships. I know that positive attitudes toward a new communication technology tend to be a significant motivator in subsequent adoption and use. The recent spurt in the adoption of social media tools such as social networking sites (SNSs) demands the examination of attitudinal variables on motives to use these instruments.

I once read about a study which explicated a multidimensional measure of attitudes toward SNSs and tested a theoretical model to examine the effect of attitudes on motives to use SNSs and SNS activity. Participants (N=674) completed a cross-sectional survey consisting of measures of attitudes toward SNSs, motives of SNS use, and level of activity. Results showed support for a revised model in which attitudinal variables-ease of use, self-disclosure, and social connection-strongly predicted motives of SNS use such as passing time, information/entertainment, social conformity, and, most importantly, socialization.

As a social entrepreneurs, I too have taken note of the motive of using SNSs as a social tool that supersedes the direct effect of other motives on SNS activity, suggesting that users' primary activity on SNSs was for socialization and for relational development and maintenance. Again I ask, Are social entrepreneurs broadening this platform by developing various uses that is multidimensional? First of all, the understanding of human cognitive evolution, and that of the other primates, means taking sociality very seriously. For humans, this requires the recognition of the sociocultural and historical means by which human minds and selves are constructed, and how this gives rise to the reflexivity and ability to respond to novelty that characterize our species.

For other, non-linguistic, primates we can answer some interesting questions by viewing social life as a feedback process, drawing on cybernetics and systems approaches and using social network neo-theory to test these ideas. Specifically, we need to show how social networks can be formalized as multi-dimensional objects, and use entropy measures to assess how networks respond to perturbation. We also need to refer to the use of simulations and natural ‘knock-outs’ in a free-ranging baboon troop to demonstrate that changes in interactions after social perturbations lead to a more certain social network, in which the outcomes of interactions are easier for members to predict. 

Without sounding like an academic sort: I also read an article that supports Mead's theory that further explains how the communicative process by which a human mind comes into being has two phases. The first phase, which Mead calls the ‘conversation of gestures’, characterizes the communicative interactions of non-human animals. Mead's argument was that non-humans undoubtedly communicate with each other, but that they have no sense they are doing so. One animal produces some action or gesture that is responded to by the other, which then elicits a further response from the first in a very ‘conversational’ way. Neither animal, however, needs to understand that its own gestures are causing the other animal to act. They ‘know how’ to communicate but they do not ‘know that’ they are doing so. Animals that engage each other in this way cannot respond to their own gestures from the standpoint of others; in this sense, their communication is ‘unconscious’ (or perhaps ‘non-conscious’). 

The second phase that emerges—both evolutionarily and developmentally—is the ‘conversation of significant gestures’: a form of conscious communication, via language (significant symbols), that arises out of the process of unconscious communication. Once communication via significant symbols is possible, it gives rise to the capacity to respond actively to our own gestures from the standpoint of others. For example, Mead suggests that, when we ask someone to fetch us a chair, the vocal gesture we make ‘calls out’ in us the same response that it calls out in the person to whom it was directed. For Mead, it is this capacity to turn our vocal gestures back on ourselves—this reflexivity—that characterizes the emergence of thought, and our ability to communicate intentionally and not just ‘unconsciously’.

The mind is, in other words, a form of social participation: a process, not a thing. This is important for me to note, however, that Mead was not denying a central role for the evolved nature of the human brain, nor was he suggesting that all human cognition was produced by cultural processes alone. Instead, the process is one of mutual enhancement and integration: the nature of the human brain is instrumental in the process of creating minds—thus we should not expect to find that, with appropriate social and cultural scaffolding. The sociocultural foundations of human cognition are thus laid clear by this framework: mind is an active process by which we set out to make sense of our particular social environment and is itself changed as a result of that interaction through feedback processes designed to control our perceptions of ourselves and of others.
In conclusion, I've learned that our social dimensions have a common set of nodes, typically, corresponding to human beings Layers, in turn, reflect various relation types coming from different user activities gathered in computer systems. The time dimension corresponds to temporal variability of the social network. Social groups for example, are extracted by means of clustering methods and join people close each other. An atom component of the multidimensional social network are views – small social sub-networks, which are in the intersection of all dimensions. A view describes the state of one social group, linked by only one type of relationships (one layer), derived from within only one time period. A true multidimensional model of the social network is similar to the general concept of data warehouses, in which a fact corresponds to a view.
This new formalization of social networks provides me with a framework within which to predict network dynamics and evolution, which is most likely going to help me highlight how social networks work when developing my business relationships and has implications for my future investment decisions when coming to cognitive evolution......

Monday, October 26, 2015

Corporate Sustainability | Entrepeneur

Sustained success in the long term comes not from trying to make a quick buck just for yourself but from analysing how your company can help create more value for all relevant stakeholders in the society.

Sustained success in the long term comes not from trying to make a quick buck just for yourself but from analysing how your company can help create more value for all relevant stakeholders in the society
This requires finding ways to increase the proverbial "size of the pie" rather than getting stuck in thinking of sustainability as a zero-sum game. This repositioning process requires integrating sustainability into strategy, and fostering a culture of sustainability-driven innovation supported by the company's internal structure and incentive systems.

Many sustainability-related business efforts get frustrated as they do not see direct value of sustainability for the customer. It often is hard to convince the customers to pay more for products and services just because they come from a company that is serious about sustainability. In the end, successful initiatives have to offer the customers a value proposition based on dimensions they are willing to pay for. As an example, reduced environmental impact by having more concentrated detergent that uses less packaging is great - but the marketing message that might resonate better for some customers is convenience or other product qualities more than saving the world. 

While most people consider the customer, a critical stakeholder that is often not considered in the value creation equation is the employee. It turns out that corporate social engagement creates significant value for the employees, which also ultimately benefits a company in very tangible ways. Take, for example, global technology and management consulting firm Accenture. While developing an internal social impact initiative, London-based strategy consultant Gib Bulloch realised the benefit of framing it as a "business within a business" rather than a not-for-profit or CSR project dependent on external funding. This required a business model that could work towards being financially sustainable despite the lower fees that the development sector clients could afford to pay. 

Bulloch found a clever solution: getting consultants interested in undertaking these projects to agree to a significant (up to 50 per cent) salary reduction for the duration of their participation. Many employees indicated that they would still be very interested in such projects, and were willing to sacrifice financial benefits for the opportunity. Bulloch also had a vision of encouraging returning participants to share their experiences with their colleagues, and leverage the new skills ultimately also in commercial projects - thus offering consultants a hybrid career track with an opportunity to give back to the society without having to quit a promising management consulting career. 

Taking a business approach helped Bullock get top management's buy-in for a corporate social enterprise through which Accenture could contribute to wider international development. Bulloch went on to become the executive director of what was formalised as Accenture Development Partnerships. This has become a tool boosting the brand and enhancing Accenture consultants' understanding of the world, while at the same time helping attract new recruits, keep employees engaged and improve retention. The company appeared in Fortune Magazine's list of "Best Companies to Work For", highlighting the potential of weaving sustainability into HR strategy. This examples show that businesses are realistically left with two options for the future: either they continue to progress reluctantly and consider sustainability "pressures" as unwelcome headwinds, or they change course and make them positive tailwinds by reframing sustainability from a constraint into a competitive advantage and an opportunity.

If choosing the latter, three things are worth keeping in mind. First, steer innovation efforts toward new products, services or business models that leverage sustainability-related challenges as opportunities. Second, interact with key stakeholders (communities, customers, financial markets, unions) in a more inclusive and effective way. Third, drive a "growth-oriented" attitude toward sustainability throughout the organisation.

Wednesday, June 24, 2015

Get Inspired and Get Started

For the more neurotic among us, a birthday can be a reminder of how another year has passed and our loftiest aspirations have faded further into the distance. There are plenty of examples, however, of successful people across many industries who prove that you don't need to have it all figured out by the time you turn 30. We'll take a look at some of them, from renowned fashion designer Vera Wang, who didn't design her first dress until she was 40, to writer Harry Bernstein, who authored countless rejected books before getting his first hit at age 96.
Here is how I get started:
I focus on building a must have not a nice to have product. Consumers are overwhelmed with the paradox of choice on daily basis. Attention spans are getting shorter in the age of multi-tasking and only few products are getting noticed – with many being a solution for a must not a want. The demand for quicker and faster results make it difficult to fully satisfy the needs of consumers. You need to be doing something different and better to make it in this world, as consumers expect and demand more than just another product.
I solve real painful problems. What is the one painful problem you can solve without struggle? To grab your customer's attention, start by solving their needs, wants rarely make the cut. If your product is not a must-have, you could still find a way to re-purpose it to solve a pressing need. If you have been able to identify a crucial problem that you can effectively execute and deliver to market, you will be able to create a real business that matters.
My business is my passion. Some entrepreneurs look to solve problems they identify with or feel passionate. They choose this path because work because less about work and more about enjoying the journey. The happiest and most successful people I know don’t just love what they do, they’re obsessed with solving an important problem, something that matters to them. Coupled with passion, is the ability to execute. If you can't deliver, you are not in business. Products with a real need are easy to market and you won't have to convince people about the existence of the problem and the need for your product because they identify with it. 

You don't just want to start a business that may not survive. Do your homework, validate your idea and make sure you have a real market for your idea. Don't just start another business, solve a real problem people actually have to increase your chances of success.

Why I still Keep driving My Clunker...

When we think of movie stars, politicians, investment bankers or just celebrities in general we tend to associate their success with fat wallets and fancy houses. And in most cases that would be a safe bet. Millionaires are often thought of as lavish spenders, splurging on their hearts’ desires. Big houses with empty rooms, private resorts (even islands), clothes, shoes, and arguably the most iconic display of financial success – exotic cars.
If you’ve read articles exploring the driveways and garages of the wealthy before – chances are – you’ve seen your fair share of Ferraris, Bentleys, and Lamborghinis. However, as I too learned that not every wealthy individual believes that an imported half-a-million-Rand vehicle is better than average. Believe it or not, many individuals simply choose to drive an inexpensive car. Maybe that’s the secret to being wealthy, after all the car only helps you move from point A to point B. 

Besides, a decently cared-for vehicle should still be running long after the odometer has clocked 160,000 km: in terms of cars and odometer readings, 300,000 is the new 160,000. Two numbers make it apparent that 100K is no big thing anymore: I learned that when I keep driving my old car, I saved money not only because I didn't have to make payments on a new car, but also because my insurance premiums were lower since I only pay for third party liability. Earlier this year, I read a report which indicated that drivers could be expected to hang onto a new car for an average of six years after purchase, up from four years not long ago. According to the new survey, though, the vast majority say they now plan on keeping cars for 10 years or more. The average car on the road is 11 years old, the highest figure ever recorded. The results of a new survey indicate that this average will only increase down the line—and chances are, these old cars will be driven by a single owner for most, if not all of their lifespans.
In any event, besides the economic reasons to hang onto cars longer—you’ll inevitably spend more by upgrading constantly—today’s drivers are more comfortable driving cars into the ground because today’s technology allows them to do so without too many worries. In the past, it was impressive if a car made it to the 100,000-km marker. Today, it’s assumed that any decent car can hit 100K without requiring major repairs, and reliable, well-maintained vehicles can easily be driven 200K km or moreEven as petrol prices soar, relatively few consumers in the new car market are buying hybrids or electric cars. The main reason why this is so is because cars powered by standard fuel engines are so much cheaper to buy. The cheapest option of all, though, is not buying a new car at all but rather hanging onto an old car and getting as much life out of it as possible. But if drivers really do hang onto their cars longer, there would be some obvious impact on the marketplace. Sales of new cars, which have been strong, would slow, while used car prices will most likely increase because of diminished supply.
Given the state of the economy and unemployment, as well as the expected lifespan of recently built vehicles, it’s easy to understand why so many consumers are hanging onto cars longer: Doing otherwise wouldn’t be financially prudent.

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