to work with all stakeholders involved to ensure that teamwork superseded individualism, and this gives me great satisfaction. Having been through the mill, I am now tried and tested, and this stands me in good stead wherever I go.
Q
: Is there anything you wish you’ d changed at SEIFSA and in the industry but were not able to?
A
: Yes, I would have loved to see more collaboration between SEIFSA and business federations representing smaller businesses in the sector. This effort, from our side, was largely constrained by the sustained legal challenges between large and small associations. In a way, I consider myself not to have succeeded in this area.
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Q
: In which areas would you say you succeeded?
A
: The public profile of SEIFSA was raised, substantially, during my tenure. The appointment of Kaizer Nyatsumba as the Federation’ s CEO came at the right moment as his extensive knowledge of media engagement at public and corporate level came in handy.
• I contributed towards the introduction of a tariff as a means to protect domestic steel producers and save jobs in the industry
• I worked with the CEO and the rest of the Board and succeeded in stabilising and navigating SEIFSFA during the transition period through an effective change management process.
Q
: Is there anything else you’ d like to add?
A
: Yes, I would like to add that SEIFSA, through its representation of more than 20 industry Associations in the M & E sector, has played a key role over the years and continues to do so. SEIFSA will remain important in the long run. There is a lot of value added to the industry in general, but also many essential good services provided to individual companies, in particular. A strong SEIFSA will give companies enough space for them to focus on running their businesses in the best way they can.
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