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 am always working on 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.

Favorite Quotes:

“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

If you just want to Walk Fast, Walk Alone! But if you want to Walk Far, Walk Together!

As an individual with a positive outlook towards my challenges, I'veembarked on the most interesting journeys in my life which I intend on documenting through my personal blog in order to assist future entrepreneurs. These are the glimpse of my trials and tribulationsbecause 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.

My Work:
Entrepreneur, Technician & 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

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

Current Occupation(s)

MEP Digital Systems (Pty) Ltd. | Executive Director
Rayton, South Africa | 2017 - Present

My company specializes in facility and infrastructure planning as well as implementation using smart technologies, i.e sensors, actuators and other digital instrumentation.

My Skill(s):
  • Managerial:
  • I manage infrastructure projects and provide digital implementation strategies using Geographical Information Systems (GIS), and Building Information Modelling (BIM). I do project estimates and evaluations, prepare bids as well as compile project programs. My consultancy service includes project planning, risk mitigation, evaluations, and presentations. I also prepare costing/estimates and condition reports. I supervise and manage processes as well as allocate resources and schedules. I do marketing, liaise with property developers and owners as well as assist in the development of new projects and improvement of existing products.

  • Technical:
  • I design infrastructure, prepare sketches, detailed drawings, and schematics using computer-aided draughting (CAD). I also design graphics in SketchUp and CoralDraw as well as provide supporting documentation. I program digital embedded systems in Python and Visual Basic. I design, install and configure smart infrastructure such as Fire protection, Security, Air-conditioning, Lighting and other digital control systems. I also design databases for modelling and urban planning using SQL server, including providing other support services. My main focus is in infrastructure planning, development and in providing sustainable solutions.

  • Conclusion - Managing my time is important to me. It is the only resource I can’t do anything to change. No matter who I am or how much money I make, there will still only be 24 hours in a day. For that reason I focus my energy on resources that I can easily reproduce and below you will find........

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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