BROLL AFRICA
BROLL AFRICA
People First: Skills that scale
“ We’ re a people business,” Horne says.“ Our performance is the product of skills, not slogans.” The Broll Academy is already running 2,000 learnerships, with the next phase focused on plumbing, electrical, and other core trades.
The culture is resolutely local.“ Don’ t be arrogant about market entry,” Horne cautions.“ We learned that the expensive way. Put locals in charge, support them with systems, and judge by outputs.”
Many country CEOs trained abroad and came home; underneath them sits a bench that actually knows the corners where reality hides.
Capital allocation and M & A
Broll’ s capex goes where returns are repeatable FM, technical services, data and where acquisitions can plug capability gaps without derailing client service.
“ We’ re strategic buyers, not collectors,” says Horne. The filters are clear: client adjacency, margin uplift, cross-border portability, and tech leverage. Integrations are staged so the output promise to clients is never compromised.
“ We built a lot‘ quietly’ so competitors couldn’ t front-run us,” he smiles.“ Now we’ re ready to broadcast because scale without noise is still scale.”
Partnerships without handcuffs
Broll partners up( public sector), across( anchors, operators, tech), and out( global networks where it helps). In South Africa, the firm is affiliated with Cushman & Wakefield; across the rest of the continent, it stays independent so it can serve any global or regional counterparty from JLL to CBRE, wherever clients need coverage.
“ Independence keeps the deal flow open,” Horne says.“ It’ s how we help more people, more often.”
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