My Background

I am a freelancer and entrepreneur who is task-oriented, pay attention to details and a team-worker. I'm also an avid investor in small ideas, keen reader and social activist who is enthusiastic in finding new opportunities by combining creative and analytical skills. I'm also a strategist who is systematic in approaching challenges. I grew up around farming communities, urban townships, mining towns and city metropolis within the various provinces in South Africa. 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 became clear at an early stage of my life with the ability to spot opportunities which made me by nature, to become a social enterprenuer.....

Social Entrepreneur:
noun
  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 documenting. 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:
Technician | Draughtsman | Planner

Previous Position(s)

Executive Director | Dihlakanyane Trading (Pty) Ltd. t/a Instructor Labs
Tshwane, South Africa | February 2012 - April 2016
Director of Operations | Dithokeng Cleaning Services cc
Tshwane, South Africa | August 2006 - December 2007
Managing Director | Keyamo Management Solutions (Pty) Ltd. t/a Keyamo Technologies
Johannesburg, South Africa | April 2003 - November 2016
Design Draughtsman | Mamphake Office Supplies cc t/a Mamphake Designs
Rayton, South Africa | July 1999 - February 2017


Current Position(s)

Planning Consultant | Mamphake Mabule Inc. t/a Documan Consulting
Rayton, South Africa | 2012 - present


Freelancer & Entreprenuer
My Education and Skill(s):
  • Management:
  • I am an Enterpreneur with Financial, Production and Marketing management skills operating within the building and construction environment using BIM, Microsoft Office & Project, ACCPAC & Pastel (SAGE) Accounting softwares, Open Workbench including working on Building automation systems. I studied BCom:Management; and a Programme in Financial Management at UNISA - I evaluate and prepare bids and specifications while assisting clients in the approval processes. I also prepare reports including project costing/estimates and statistical calculations. I also supervise and monitor production in-house and on-site while training personnel in the use and correct installation of products. I plan and allocate work using work orders and production schedules. I market products, liaise with customer while developing new and improving existing range of products and services.
  • Technical:
  • I am a Freelancer with Architectural, Mechanical, Electrical and Piping draughting skills operating within the building and construction industry using AutoCAD, SketchUp Pro, CoralDraw, SQL Database Design including software programming in GCode, HTML, Visual Basic, Python, and Javascript. I studied course(s) in Architectural Draughting and AutoCAD at Inscape College; Mechanical Drawing and Design at Tshwane South TVET College; and NDip:Electrical Engineering at Tshwane University of Technology. I prepare and present project drawings and construction documentation, including producing and interpreting CAD/CAM detailed drawings according to SANS 10400, SABS 0432, SABS 044, SABS 0144, BS 1553, BS 1635 and BS 3939, SANS 204 and SABS 048. I also fabricate, install, test/repair/modify and maintain electrical and mechanical systems according to SANS 10142, SANS 10198, SANS 10292, SANS 10108, SANS 60079, SANS 61241, SANS 10123 and including the Occupational Health and Safety Act.
  • My passion is finding sustainable and cost-saving solutions while being energy efficient.......

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.

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