The turning point for me was taking a gap year and working at my father’s panel beating business. It was there that I experienced a practical form of intelligence and strength that wasn’t academic, something my mother valued highly. This hands-on experience made me realise, “Oh, I’m not this thing that I always believed I was. I’m actually smart, I’m actually even strong, even if I’m quiet.” This awakening, this understanding that I wasn’t defined by others’ perceptions, fundamentally changed my life. It was the moment I woke up to the fact that “I’m not what they said I was.”

Having a vision for my life, though it sounds like a cliché, was the core driving force behind everything I achieved. Growing up in a society that subtly or overtly tells you who you are and how far you can go ignited a rebellious spirit within me. My vision, from my first year of articles, was to have my own firm one day. This ambition fuelled my determination to seek the best training and create opportunities for myself. It was about proving to myself and to others that as a Black woman, there was nothing I couldn’t do. Life, I believe, will always push you towards your vision, and that inner drive helped me navigate fear and external doubts when starting my company and facing competition.

While formal mentorship wasn’t as structured early in my career, I recognise now that I did have mentors and sponsors. My parents were my main mentors, instilling in me a belief that there were no limitations on what I could achieve. Later, a partner at KPMG, Doug Southgate, saw my potential, nurtured it, challenged me, and ultimately sponsored my partnership. The environment I grew up in, with Black professionals and businesspeople around me, also served as a form of inspiration and a “lighthouse” showing me what was possible. For young professionals, I would advise that you earn sponsorship by being mindful of your ambitions and values and by taking yourself seriously through your actions, not just words. Be proactive in your development, as those who are not visible are unlikely to be mentioned in decision-making rooms.

Starting Gobodo Incorporated was deeply rooted in the desire to prove that we, as Black accountants, deserved to be at the centre of our profession and the economy, not at the fringes. It was about seizing the opportunities presented by a changing South Africa in 1994. There was a strong motivation to challenge the narrative that Black individuals and firms were inherently small and incapable of big things. While financial success was a factor, the driving force was this rebellion against societal limitations and a determination to build something significant. To overcome the fears of others, including my parents, I had a deep-seated belief in my vision and a willingness to take risks. I recognised that youth afforded me the resilience to face challenges head-on, and once committed, there was no option but to make it work.

I’ve always believed in never being satisfied and constantly seeking the next challenge. By the time of the merger negotiations, Kobodo Incorporated had grown significantly, and I felt ready for a new level of complexity and impact. While the lawyer advising us suggested starting with the name, we initially prioritised shared history. However, the name became a point of contention towards the end. My Kobodo partners wanted to honour the fact that I was the last remaining founder, while the other firms also wanted their names prominent. As a leader, I recognised that division over such an issue could jeopardise the entire merger, which I believed was bigger than my individual ego. Therefore, I made the decision to propose a name that ultimately allowed the merger to proceed. This experience reinforced my leadership philosophy that providing vision and direction often requires prioritising the greater good over individual desires, especially to avoid black people fighting over small things and missing the bigger picture.

My commitment to ethical leadership and values is non-negotiable and stems from a deeply personal conviction. I’ve worked hard to build my reputation and I refuse to compromise it for anyone or anything. I am very careful about the board positions I accept, always doing my homework on the key individuals – the Chairman, CEO, and CFO – and ensuring a comfortable alignment of values. During board interviews, I make it clear that I am not interested in token appointments for BEE score purposes. I operate with a strong personal “red line,” and any situation that asks me to compromise my integrity or ethics will lead me to step away. I believe in being known for standing by my values to such an extent that unethical behaviour is not even considered around me. Establishing and embedding strong values within Kobodo Incorporated was crucial to insulate the business from the pervasive culture of corruption and greed, even to the point of letting go of talented individuals who didn’t adhere to these values.

My message to young Black female accountants is to wake up to who you are, to dream big, and to prepare yourselves diligently for your future. The world is undergoing significant changes, particularly for women, and we cannot afford to be left behind. Be aware of the historical patterns of social and economic shifts that have previously excluded marginalised groups. Recognise that while progress is being made, ingrained biases persist, requiring you to often work harder to prove your capabilities. Resist the temptation to dim your light or abandon your authentic self to fit in, as bringing your true self often earns respect. Understand that your opinions and worth are not defined by others’ potentially biased perceptions. By collectively waking up to our power and potential, and by bringing our full selves to every situation, we can drive meaningful change towards equality, not just for ourselves but for the betterment of the economy and future generations. Stop enabling systemic issues and be proactive in creating the change you want to see.

Choosing to pursue my ambitions after my divorce, while being a single mother of three, was an incredibly difficult decision with significant consequences for my children. There were many tearful nights spent away from them as I built Kobodo Incorporated. My children paid a price for those choices, and the wounds were deep. However, I was always a conscious parent, determined to raise them to be independent and capable. Looking back now, seeing them as well-adjusted adults living their own lives and having had a role model who dared to dream big, I believe that, on the balance of probability, I made the right decision, even for them. This experience highlights the often harsh realities and difficult choices women face when striving for professional success. There is often a price to pay, and it’s crucial to acknowledge the sacrifices made and the impact on loved ones. While the ideal of perfect balance is elusive, being conscious, present, and striving to prepare your children for their own roles in life can help navigate these challenging trade-offs.