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The South African
22-07-2025
- Business
- The South African
SA Gamechangers: Philisiwe Gumede on legacy, leadership and coming full circle
Interview by Gordon Glyn-Jones | Part of the SA Gamechangers series From Umlazi township to the helm of South Africa's most iconic hotel, Philisiwe Gumede has led in hospitality across continents, industries and even a global pandemic that crippled the travel industry. As a valued member of the Red Carnation Hotel family and newly appointed General Manager of The Oyster Box, she reflects on humility, visibility and why being the first is never just about one person. Your leadership journey has crossed industries, countries and cultures. What have those environments taught you about people? You know what, it has taught me a lot in terms of working with different people, different nationalities, different cultures. It's all about humility. It's about getting into an environment, observing and blending in with the quirks of that space. Not being pompous, but understanding their culture and finding an effective way to boost from within. At the end of the day, it's all about working together. That comes from where I was raised, our cooperative culture, and I carry that with me wherever I go. Was there one hotel where you thought, 'I want to be part of this world'? It was actually Sun City Resort in 1997; that's when I decided I wanted to be a hotel management trainee. However, I started training at the Royal Hotel in Durban. We knew it as the silver service hotel, and we all wanted to be part of it. That was where it started. As young people in the industry, we knew of the Oyster Box, but the first love of the job came from the Royal Hotel. What do you love about working in hospitality? It's about meeting people, about offering service, the hospitality of it all. I always say you don't choose this career, it chooses you. It goes with your personality and how you deal with things. It can be tough and cut throat, but mainly it's how you handle issues. It's about always putting on that beautiful face and going the extra mile, allowing people to have a good experience. Plus, I think I always knew as a young person that I wanted to travel. I came from Umlazi, and I just had this feeling. I wanted to see the world. I didn't know why. I was just different. I'm the last born of six kids, and I always wanted more. And God willing, it is what I have achieved! When I started my career, I left KZN and never looked back. I have travelled and now I'm back home. I'm turning fifty this year, and I feel great about it. What's the most memorable moment from your travels? My strongest memory was when I went to Washington, D.C. on holiday by myself in 2007. That was my first major personal trip. I lived in Dubai at the time and I'd done smaller hops: Qatar, the Emirates. But then I went to the US. I had a friend there, so I used the opportunity. It was during the Bill Clinton era, before Monica Lewinsky. I stayed for ten days and it was the best time of my life. From there, I went to the UK to visit my cousin, who worked for South African Tourism. That whole experience, the US and the UK, was amazing. 'I always knew I wanted to travel. I didn't know how, but I did it. And now, full circle, I'm back home.' In hospitality, attention to detail is everything. How do you make sure that commitment goes right through the team? As a leader, you have to lead from the front, you have to be visible. When you're there, in the trenches with your team, everything flows. Everyone has a specific role and they know what's expected, but they want to know you're with them the whole time. That's important. I'm there on the floor, with the guest, with the team. How do you find and hire the right people to carry that forward? You get good at spotting the right talent. You know what to look for. And because you've been in the industry for so long, you know the people. That makes it easier. I recently hired a sales manager. I needed someone who knows the city, who understands the product and who knows the market. I found a person who had been in the tourism space, selling either domestically or in Europe. I knew they were the right fit. Red Carnation is a global group. Do you think that principle of visible, personal leadership runs across the company? Yes, I believe it does. When you walk through the doors of the Oyster Box now, what do you feel? It's emotional. It's humbling. This hotel is iconic. It's legendary. I never imagined I'd run this property. Not because I couldn't do it, but because of the history. The people who held this role before always felt more senior, more male. I remember Mr Roberto, who ran the Michelangelos when I worked across the road at the Sandton Convention Centre. That felt like a different world. So to be brought in, a girl from Umlazi, the township, stepping into the most iconic property in South Africa, it's emotional. I'm not just representing myself; I'm starting something new. I'm Black, I'm a woman, and there's never been a woman in this role. From the security guard's smile to the doorman's welcome, to the scent when I walk in, I feel it every time. I've arrived, and I carry so many with me. Do you feel there's room to bring new ideas to a place with such heritage? Absolutely. The Oyster Box has a strong identity and a loyal following, which we deeply value. But evolution is essential. I recently had an inspiring meeting with Durban Tourism and told them, if they're out promoting the city, we should be right there beside them. They already use visuals of our property, but we need more than visibility — we need a partnership. Whenever Durban is being showcased internationally, the Oyster Box should be part of that story. You've led through some intense challenges, including Covid. What have those moments taught you about leadership? They've taught me that passion and dedication are everything. I found myself running a healthcare facility in the middle of a pandemic, something I never anticipated. But I committed fully to keeping patients safe. It became more than a job; it was a calling. In hospitality, yes, we aim for full occupancy, but in that moment, it was about lives. And I managed it successfully. My focus has always been on the people, whether patients or guests and doing the best I can with my team. How do you stay calm when things are falling apart? Emotional intelligence. That's something I've worked hard to master. When people ask about my greatest strength, I always say stakeholder engagement and relationship building — I truly excel there. It applies to both staff and guests. It's about staying aware, composed, and finding a way forward. I remember when there was a flood at Sun City. I was at my sister's fiftieth birthday, but I left immediately, drove back, and worked with my team through the night. By morning, our guests were having breakfast as usual. It even made the news, and our CEO shared the story. I focus on getting things done in the moment, and only afterwards do I allow myself to process it. Has there been a moment in your career that meant a lot to you, even if no one saw it? Yes, in 2002, I became the first Black woman to be operations floor manager at the newly built Sandton Convention Centre. I was young, only two years into the role, and I managed the UN World Summit on Sustainable Development. We were locked in for two weeks with international delegations, and Kofi Annan awarded us for service excellence. At the time, I didn't make much of it, but now I realise it was a turning point. That was my breakthrough. Since then, I've opened a beach resort in Abu Dhabi, became the first Black female GM for Bidvest in the North West, and ran a 620-bed psychiatric hospital. But it all started with that summit. 'That summit in 2002 was my breakthrough. It told me, 'You're going to keep breaking ground.' What do you look for when deciding if someone is ready to lead? I look for passion, discipline, and humility. Communication matters too; being assertive in the right way. You must carry yourself responsibly. Leadership demands sacrifice. You have to be the one at the front, not someone whose behaviour undermines their position. You earn respect through consistency and integrity. And you must never forget the people on the ground, they are the reason you're where you are. What would surprise people about life behind the scenes at a hotel? That we're just human. We joke, we laugh. In the canteen, I sit with my steward team, house attendants, whoever's there. I choose someone different each day and we talk about football, rugby, and life. It surprises people, but those moments are where real connection happens. What brings you joy when you're not being General Manager? My family. I'm a late single mother. I raised my niece after my sister passed away. She's my eldest daughter now. I had my own daughter at 44. She's five now. I also have a grandson, he's nine. I live with them and our nanny. They bring me joy. Everything I do is for them. Anything else you'd want readers to know? Yes, that I come from KZN. I didn't go to multiracial schools, I had a humble education. But through hard work and consistency, everything is possible. I want people to see that. I'm also studying. I'm doing my master's in business administration. I've completed all the modules, and I'm now finishing my research and dissertation. I want to graduate next year. My goal is to become a CEO or run my own business. That's where I'm heading.
The South African
17-06-2025
- Politics
- The South African
SA Gamechangers: SA High Commissioner, Kingsley Mamabolo on Fighting for Freedom, Peace, and the African Future
Interview by Gordon Glyn-Jones | Part of the SA Gamechangers series Born in Soweto, his journey began in the burning streets of 1976 and led through ANC training camps in Angola and the GDR, to global diplomacy with the African Union and United Nations. Now South Africa's High Commissioner to the UK, he reflects on decades in service to the continent and on the release of his new memoir, which launched this year in London and will soon be available in South Africa. In this wide-ranging conversation, he talks about exile, justice, rebuilding South Africa, and what the next generation needs to know. You describe your early years in Soweto as being marked by both hardship and political awakening. What first drew you towards the liberation movement? For anyone who grew up under apartheid, the wrongness of the system was obvious. You didn't need to read philosophy to see it. The signs were everywhere: 'Whites Only' and 'Non-Whites.' You'd go to the park, the hospital, or a restaurant. Everywhere was divided. I remember reading a story in a local paper about an abandoned baby. The child's race couldn't be determined immediately and there was this whole debate: do we send a black ambulance or a white ambulance? And then should we admit them to a white hospital? All while the child was possibly dying. That kind of thing really showed the insanity of apartheid. Then there were people like Mandela. Though his name was banned, his words moved around underground. I remember reading his speech from the Rivonia Trial, 'I am prepared to die.' That line hit hard. And on shortwave radio I once stumbled on a Zanla broadcast from Mozambique. The announcer's voice said, 'People of Zimbabwe, you will break the chains of slavery.' I thought, why not us too? Some people might agree with a cause in life, but wouldn't be brave enough to take action. What made you take the leap to risking arrest, going into exile, even taking up arms? It builds up. Slowly, you realise no, this is unacceptable. And once you see it, you can't unsee it. Eventually I was being pursued by the security police. I was part of the student movement after the 1976 uprising. We all knew what would happen if we got caught. So I left, no passport, just a will to get out and the help from ANC operatives who smuggled me through Swaziland into Mozambique, and eventually Angola. We believed we were going into exile briefly, just to train and come back. But I ended up being out of my country for almost 20 years. What surprised you most when you got to exile? One of the first things that struck me was the ANC's policy: South Africa belongs to all who live in it, black and white. Coming from a Black Consciousness background, that was a real jolt. We'd only known whites as the face of our oppression and here we were, being told we'd one day live together. There were other movements like the PAC who said the opposite, blacks only. But when we looked closer, the ANC was more organised, more disciplined. And then we started to meet white comrades who had given up everything. Ronnie Kasrils, Joe Slovo, Albie Sachs. These were people who had lost family, been jailed or exiled, just like us. You trained in the GDR. What was that experience like? Ah, the GDR. They were extremely disciplined, very serious people. The training was intense. And no excuses were accepted. You were being prepared for life and death situations. Failure wasn't tolerated. But the cultural adjustment? Huge. When we arrived, they gave us winter clothes, including the long thermal underwear (which we jokingly called 'Vasco-pyjamas'). And they told us, 'Just throw your laundry, including underwear, into these big baskets.' Old white ladies would come collect them, wash them and return them folded. Now, imagine us, from apartheid South Africa, where white women wouldn't even speak to us. Suddenly they're washing our underwear? I couldn't handle it. None of us could. I used to sneak out late at night, wash my own clothes in the dark. One night I'm crouched at the basin, and I hear someone behind me, two of my comrades doing the exact same thing. No one had talked about it. We just couldn't bring ourselves to hand over our underwear to old white women. That's how deep apartheid had scarred our minds. What helped shift that mindset? It was seeing white comrades take the same risks we did, and sometimes more. Some had their families killed. They were jailed. We saw them suffer for the same cause. That changed us. Also, the support we received across Africa, Mozambique, Tanzania, Zambia, Angola, showed us that solidarity wasn't about colour. It was about justice. Even in the West, where governments sometimes called us terrorists, ordinary people supported us in their millions. The UK had the biggest anti-apartheid movement in Europe. The American supporter numbers were also vast. People defied their own governments to support us. 'We broke the back of apartheid. That was the big obstacle. Now the struggle is to make sure we don't leave anyone behind, not black, not white. The fight continues.' What was it like returning to South Africa after nearly 20 years in exile? We weren't sure it was real. I thought we'd be in exile for a short time, but it became decades. When the call came that we could go home, it felt sudden and surreal. We had fought for a democratic South Africa, political freedom. But once we got it, I think we made a mistake. We relaxed. We thought the fight was over. But political freedom doesn't automatically bring economic justice. That's where we faltered. We had leaders like Mandela, Mbeki, people with real vision. But eventually, the movement lost its way somewhat. What would you say to an 18-year-old South African today who wants to build a better future? I'd say, we broke the big obstacle. Apartheid laws are gone. Now the fight is about inclusion and opportunity. The country has so much: minerals, tourism, technology. But we must think bigger. And we must think together. The future isn't black or white. It's South African. These two worlds, the privileged and the deprived, must come together. If we don't create a society that includes everyone, we'll face another kind of explosion. Not a racial one, a social one. 'We broke the back of apartheid. That was the big obstacle. Now the struggle is to make sure we don't leave anyone behind, not black, not white. The fight continues.' Telling the story You've just written a book. What made you want to tell your story now? At first I asked myself, who am I to write a book? I'm not Mandela. But I realised every story matters. People today forget what was sacrificed. The youth must know, what they enjoy now came at a cost. People died. Others were exiled or jailed. That can't be forgotten. Also, I've been lucky. I served under every democratic South African president, from Mandela appointing me as High Commissioner to Zimbabwe, to Mbeki sending me to the AU, Zuma to the UN, and now Ramaphosa to the UK. I wanted to document those moments, mediating in the Congo, leading UN missions in Darfur, helping shape African Union policies like NEPAD and the Peace and Security Architecture. We laid a vision for Africa. Now we must ask: are we implementing it? Do you have a next mission, or are you retiring? Retirement? No such thing. Maybe I'll step back from formal roles, but I'll never stop contributing. The continent still needs us. Africa has the youngest population on Earth. We have minerals, intellect, and talent. What we lack isn't vision, it's implementation. We need leadership that thinks beyond national borders. South Africa can't go it alone. Africa must act collectively. That's the only way forward. Where can people get your book? The book is called: Let Not The Sun Set On You: The Journey from Anti-Apartheid Activist to Seasoned Diplomat. It's available on Amazon UK now, and will soon be out in South Africa through Exclusive Books. A more affordable softcover version is coming in the next few months. For more SA Gamechangers, click here.
The South African
17-06-2025
- Entertainment
- The South African
SA Gamechangers: Greg Karvellas on Crafting Theatre and Revisiting Moffie
Interview by Gordon Glyn-Jones: Part of the SA Gamechangers series From backstage beginnings to bold productions, Greg Karvellas returns to Cape Town with a powerful new staging of Moffie. Greg Karvellas has worked across nearly every corner of South African theatre. From his early days in stage management to his years as artistic director at The Fugard Theatre, he has built a career around collaboration, care and craft. Now based between Europe and South Africa, he returns to Cape Town with a stage adaptation of Moffie, a story set during the apartheid-era border war. It asks difficult questions about masculinity, memory and identity — and whether certain kinds of silence ever really end. You began by doing a bit of everything — TV, stage, documentary. What stayed with you? What stayed with me was learning to see the whole picture. I left drama school and went straight into stage management. That taught me how all the parts work together. You can have big ideas, but you also need to know how to make them happen. That balance stuck with me — creativity has to live alongside practicality. And then there's the people side of it. I learned early on, especially from someone like Janice Honeyman, that you're working with human beings. They bring their moods, their energy, everything. You have to hold space for that. You didn't plan on going into theatre though? No. As a kid I wanted to be a chef. I still love cooking. But I grew up around the arts. My aunt was a photographer, and our house in Johannesburg was full of people from the industry. My mom was a ballet dancer. My biological father, who I didn't really know, was in the original Rocky Horror when it came to South Africa. I went to the National School of the Arts in high school and then into drama school. At first I wanted to act — I thought it looked cool. Then I realised I wasn't good at it. I found myself more drawn to what was happening behind the scenes. That's where it started to click. You were part of The Fugard from the beginning. What made it work? It was a place that focused on people. Dan Galloway set that tone. Whether you were a guest, an actor or someone grabbing a coffee, you were made to feel part of something. That attitude carried through the building. We were also a small team, often working sixteen-hour days. That intensity can be hard, but it also built something close-knit. I think that's what made the theatre feel alive — everyone was fully in. And the hardest part? Getting it off the ground. People didn't know what it was at first. Because it was privately funded, some assumed it wasn't serious, or that it was exclusive in some way. We had to prove ourselves. Each production pushed us further. Sometimes we bit off more than we could chew, but we kept learning. There were practical challenges too. We once had to figure out how to deal with a dead rat under the foyer floorboards hours before a performance. You're balancing things like that with trying to stage a musical at the Artscape. It was all part of it. Is there a show you still think about? West Side Story stands out. It was a big jump — moving from our own space to the Opera House. We were pushing the limits of what we thought we could do. Then there's King Kong. That was in the works for years. From the day I started, I heard it being talked about. When we finally got to stage it, it felt like a milestone. And The Father, in our smallest venue — a tough script, a tight space, but one I was proud of. We made it work. You shifted into digital production and documentary. What changed? It sharpened my skills. I'd worked in content before, but COVID forced a new kind of hustle. I had to do everything. It reminded me what it takes to build something from scratch. It also made me rethink how stories are told. Audiences are changing. Some things stay the same — people will always love The Sound of Music. But when it comes to new work, you have to find fresh ways to connect. You can't just rely on the old approach. How do you decide whether to take on a script? There's no formula. It's a feeling. Sometimes it's immediate, other times you sit with it and something stirs. You start digging. You don't always know what you'll find, but the process is the reward. As I've got older, I've learnt to trust that. I used to panic more. Now I go with my gut — but I also listen. Sometimes the best idea comes from the musical director in the corner. If someone says, 'Try this,' and it works, I'll take it. You're not meant to know everything. That's the point of collaboration. You're bringing Moffie to Cape Town. For those who don't know the story, why should they come? It's part of South Africa's history. The story is set in the 1980s and follows a young man doing military service during apartheid. He's figuring out who he is — in a place designed to crush individuality. It's about more than sexuality. It's about trauma, about how masculinity was shaped and enforced. Those echoes are still around. Many of the men who went through that system are still here — in their 50s, 60s, 70s. Some remember it as the best time of their lives. Others don't talk about it at all. There's a gap in how we understand what that experience meant, and what it did. This production sits inside that gap. What's it been like staging it now, in 2025? It feels more relevant than ever. Especially living in Europe now, where there's so much talk about pre-war sentiment, you start to notice the patterns. What are we asking young men to do? What's the cost of silence? Moffie is not a lecture. It just opens up space to think about those things. Buying a ticket is still a leap of faith for many people. What would you say to someone who's unsure? I'd say take the risk. You might walk away with something you didn't expect. The play doesn't try to tell you what to think. It just puts something in front of you and asks you to sit with it for a while. In a world of AI, video and digital overload, why does theatre still matter? Because people still need to gather. We're wired for it. We live on our phones, we isolate, but when the lights go down in a theatre and everyone's watching the same thing, something shifts. It's not about nostalgia. It's about connection. Theatre doesn't offer a recording you can replay. It's live. It disappears. And that makes it more valuable. I think there's going to be a resurgence — because people are realising that what they're getting from their screens isn't quite enough. And what comes next for you? Ideally, four shows a year — two that I choose, one I'm excited by, and one that just pays the bills. Maybe I'll run a theatre again. I'd like that. I'd like to build a space where people want to come and work, where audiences feel something unexpected. That's the goal. Don't miss MOFFIE live on stage. Baxter Theatre, Cape Town 2 – 27 September 2025 Book your tickets here. 'The play doesn't try to tell you what to think. It just puts something in front of you and asks you to sit with it for a while.' SA Gamechangers
The South African
14-05-2025
- Lifestyle
- The South African
SA Gamechangers: Dane Vilas - Life Beyond the Boundary
Home » SA Gamechangers: Dane Vilas – Life Beyond the Boundary SA Gamechangers: Dane Vilas on Life Beyond the Boundary. Image: Supplied Interview by Gordon Glyn-Jones: Part of SA Gamechangers series After seventeen years as a professional cricketer across two continents, Dane Vilas knows a thing or two about high performance. In this edition of SA Gamechangers, he opens up about fatherhood, leadership, and launching a wellness brand, Bodiscent, most recently in the UK. You've had a standout cricket career across two continents. What's one thing about being a professional sportsman that might surprise people? The hardest part is time away from family and friends, constantly being on the move. While it's a privilege to travel the world and within your own country, you miss out on key milestones. I've missed countless weddings and birthdays, often having to let people down at the last minute. In sport, it's difficult to plan ahead. You said you almost have to be 'married to the game.' What does that look like? If you want to succeed at a high level and it's a tough world, you have to be married to the game. Your first love has to be the sport because it's so demanding. I've been lucky. My wife and I have been together a long time. She understood early on that cricket would often take priority. She wasn't pushed into the background, but there were times it had to come first. And now, with a young family, I'm especially grateful she could handle that and keep everything running behind the scenes. What's been the biggest challenge in sustaining a long sporting career? Sport moves fast. No season or match is the same. You've got to adapt constantly, because someone is always ready to take your spot. That pressure is real, especially when you're in a leadership role. You want to build a strong team culture, but at the same time, everyone's aiming for your position. The challenge is staying ahead of the curve, keeping your performance up, and maintaining your place. It's a cutthroat environment. The moment you drop below the standard, you can be out. 'You've got to be a good person before you can be a good teammate.' What's the key to staying ahead? It's about being a good person and doing the right things consistently. Sport can be individualistic, but you've also got to be a good teammate. You need to stay on top of your own performance and fortunes, whilst also contributing to the team. Many athletes struggle with the transition after sport. How did you navigate that, and what advice would you offer others? I had a solid foundation, my wife, family, parents, brothers, all incredibly supportive. That helped a lot. The truth is, no matter how much you love it, your sporting career won't last forever. I was fortunate to retire after seventeen years, at thirty-eight. Not everyone gets that far, injuries or form can end it earlier. I was focused on what came next. It's not easy, especially in today's world where expectations are high. You've got to prepare for the next phase and start thinking about how your sporting skills might transfer to something new. This is something that I'm also looking to explore and help players past and present look into life outside of sport and in the business world – setting up a company that also helps them navigate this space online using their stories and reach on LinkedIn. What led you to launch Bodiscent, and how did your experience in sport shape the concept? A close friend of mine in South Africa, someone I've known for nearly thirty years, reached out after I retired. He knew my background in sports, and that my family had been involved in the business and marketing side of it back home. He'd already launched Bodiscent successfully in South Africa and wanted to expand. He was looking for someone to bring it to the UK and asked me to help, eventually giving me the opportunity and him a partner he can trust. Having someone in your network who can give you a foot in the door is invaluable. Can you explain what Bodiscent actually is? It's an internal body deodoriser, a pill that works from the inside out. It uses three main ingredients: chlorophyll, peppermint and parsley, plus magnesium. It cleans your system and helps eliminate body odour at the source, which is basically caused by bacteria. It leaves you feeling fresh, and I think it's a great opportunity to introduce it here in the UK. Why did you think it would appeal to the UK market? People here are health-conscious and keen to improve themselves. Take today, for example, I cycled here for the interview. It's a beautiful day, but if I had to walk straight into a meeting, I'd worry about feeling sweaty or smelling off. Bodiscent solves that. I take a pill in the morning, and I don't have to think about it again. If you're active, or even just commuting and feeling a bit warm in the office, it makes a real difference. 'I take a pill in the morning, and I don't have to think about it again.' You've gone from being part of a team on the field to leading a business. How has your leadership approach evolved? Many of the principles are the same. I've always tried to lead by being open and honest, allowing people to take ownership of their roles, giving them space to perform in their own way, and supporting them through it. That was my approach at Lancashire and in South Africa, and I'm bringing the same mindset to Bodiscent. We're saying, this is who we are, this is how we do things, let's be open and honest and help each other grow. Wellness and personal care can sometimes feel intimidating. How are you positioning the product to feel more approachable? We're tackling the issue of body odour without making people feel embarrassed. Most just try to cover it up with sprays or deodorants, but there's a stigma to that. What we're offering is a discreet, internal solution. It's about education, really. Letting people know there's an alternative that works from the inside. And doing that in a way that feels normal, not awkward. There's a massive market in deodorants and perfumes, this is just another, smarter option. What are the biggest challenges you expect in the UK that you didn't face in South Africa? The markets are very different. South Africans are often more outdoorsy and mindful of the small margins. In the UK, that awareness isn't always the same. Also, distribution is different. In South Africa, you can walk into a Pharmacy or wellness store and find the product. Here, it's more online-focused. We're still working on the best approach. The biggest hurdle will be education, helping people understand why they need this and the benefits of the product. Where do you see the business in five years? Ideally, Bodiscent becomes part of everyone's daily routine, like a multivitamin. We'd love to be selling thousands of bottles and making a difference in both the sports world and beyond. It could even become a case study for others. If we can show we've done it successfully, others might use the same blueprint to launch their own products. 'If we can show we've done it successfully, others might use the same blueprint.' If someone wants to get involved, maybe join the business or become a partner, is that an option? Absolutely. The biggest lesson for me has been to lean on people with the right experience. They can contact us on the social media pages like Instagram @bodiscent or email me at dane@ I partnered with James, he knows the business side, and I bring the cricket network. You don't need to open a physical office or go big straight away. You can start small, build online, and grow through social media. Speak to your network, gather as much insight as you can, and then just start. You'll learn a lot along the way. I'm still learning every day. Outside of Bodiscent, what else are you working on? I've realised I'm not built for a typical nine-to-five. I'm doing some work with the Wimbledon Cricket Club and recently completed a master's in sports directorship at Manchester Metropolitan. My dream job would be to become Director of Cricket at a major county like Lancashire or Surrey, or back home at the Lions or Western Province. I'm also coaching cricket at the club and schools and helping people with LinkedIn profiles and upgrading their presence online. It's the modern way to be seen and find opportunities. So I've got a few things on the go. Probably a bit of a sucker for the entrepreneurial grind. What would your one big ask be of our readers? Go out and be curious, it's never too late to start something or try something new no matter how big or small the thing is. Interested in trying Bodiscent or learning more? Visit Bodiscent to explore the product and get in touch. 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The South African
14-05-2025
- Business
- The South African
SA Gamechangers: Erica Schofield - turning ideas into action
Interview by Gordon Glyn-Jones | For the SA Gamechangers series As the CEO of Africa's leading rewards-based crowdfunding platform, Thundafund, Erica Schofield is helping everyday people make extraordinary things happen. From creative ventures to small business launches, she's passionate about turning potential into momentum—and bringing people along for the ride. You've worked in science, tech, the arts, and now run a crowdfunding platform. What connects it all? At heart, I'm driven by curiosity and possibility. Whether scripting plays, launching startups or managing film festivals, I've always been interested in how people can take a spark of an idea and bring it to life. Crowdfunding, for me, is the sweet spot, it combines creativity, community, and purpose. It's the most democratic form of investment I've seen. No gatekeepers. If you've got a solid idea and can activate your network, you can move mountains. You have a close to 90% crowdfunding success rate. What's the secret? Understanding the crowd. Too many people treat crowdfunding like a donation drive. It's not. It's about inviting people into a story they want to be part of, giving them a reason to say, 'I helped make that happen.' That takes clarity, strategy, and authenticity. When I work with project creators, we get clear on why their idea matters and how to invite people to join a journey. It's a blend of digital strategy and human connection. And how did you get involved in this world? By accident and then by design. My first crowdfund was actually to join a small business – an organic cafe. My ask for funding worked, and I realised the power of the crowd. Later, I started helping others; first artists, then entrepreneurs, NGOs, and even climate innovators. During the Covid-19 pandemic, when people were seeking alternatives to traditional funding, I formalised my work into a coaching offer called Circalyst. (Ironically, a large portion of my work was with Thundafund Gambia). Now, at Thundafund, I get to support this work at scale. What's it like being a woman leading a tech platform? It's a strange mix of thrilling and lonely. You often hear about the loneliness of small business leadership. There have been a few times in my life when people said 'oh if you knew how hard this responsibility was, you really wouldn't want it' – I think young women hear that quite often en route… Now, being in that position – Yes! It's absolutely hard! We're pivoting the company on a sliver of an idea I had – so we may indeed hit some very hard brick walls! But, I'm glad I'm here – it's the right kind of hard . And, what also helps, is Thundafund being a social enterprise – Being open even 'just one more day' is worth it, so that makes building toward a future of many days feel very worthwhile. Thundafund had a pan-African reach for over a decade— you say you're shifting the focus mainly on South Africa now? We've worked with changemakers across the continent for 12 years, and it's been incredible. Now we're building something new. (Watch this space) South Africa is where the platform launched, and where we see the clearest opportunity to innovate, so this is where the building ground will be. Thundafund focuses on small to medium businesses and creatives. Why this niche? Because that's where innovation lives. These are the people with survival hustles, side hustles, garage prototypes, scripts, and sketches, ideas that can shift things locally and globally. They just need a first backer, a little lift. Crowdfunding isn't just about raising money, it's about proving demand, building communities, and learning how to ask. We see ourselves not as gatekeepers, but as enablers. What kind of projects excite you most? The ones that don't fit neatly into a box. A seamstress in Gqeberha starting a sewing co-op. A theatre maker in Nairobi turning local legends into audio plays. A South African brand bringing climate-smart tech to rural farmers. It's not about perfection, it's about people with grit and ideas willing to show up and ask for support. What's the biggest misconception people have about crowdfunding? That 'if I build it, they will come.' They won't, unless you invite them. You have to make noise. Ask for help. Be seen. That can feel scary, but it's also empowering. Crowdfunding builds more than a business, it builds confidence, community, and capacity. And what does success look like? A successful crowdfund isn't just about hitting a financial target. It's about learning how to activate your community, testing your offer in the real world, and walking away with more confidence and connections than you started with. Thundafund has an incredible small business opportunity that's about to end… Tell us more. We've had an incredible partnership with Standard Bank running for a few years, and there is a final chance for qualifying small businesses to still take advantage of it if they are able to crowdfund with us before June 2025. It's open to youth, female-owned or township/rural based businesses. Qualifying businesses, with Standard Bank business banking accounts, who successfully raise between R3,000 to R50,000 on Thundafund can have this amount Match Funded by the programme with Standard Bank. The way I love to look at it is, the entrepreneur makes R50,000 of sales through their campaign on Thundafund and they can receive an additional R50,000. There are, of course, T's and C's and fees – but it truly is an amazing opportunity from Standard Bank South Africa. How can people apply? Businesses can apply to join the programme using this link. They will also need to register on Thundafund and begin working on creating a crowdfunding campaign (our team will help once you hit that 'Submit' button). When their campaign goes live, and on approval of inclusion in the programme, they then need to sell, sell, sell! To view the full details, they can visit Thunda Fund. Your background's pretty diverse: molecular biology, tech, acting, restaurants… does it all come into play now? Completely. It means I can speak 'science' and 'startup' and 'stage' all in the same meeting. My strength is in weaving worlds together, whether it's helping a ceramicist think about digital storytelling, or a fintech founder tap into human emotion. That mix is what crowdfunding is built on, logic meets magic. What drives you, ultimately? I believe in giving people a chance. I've seen what happens when someone gets their first backer, or their idea finally feels real. It changes them. I want to be part of that spark. And if we can do it while having some fun and being a bit bold along the way, even better. And what does success look like? A successful crowdfund ultimately is never about hitting that financial target. It's real value lies in learning how to activate your community, testing your offer in the real world, and walking away with greater confidence and deep connections that will assist you over months and years to come. You've just released a book. Tell us about it. Yes! It's called Crowdfunding for Non-profits (A guide to activating your support networks) co-authored with renowned fundraiser Jill Ritchie. It's specifically designed to support the non-profit sector in South Africa who are having a pretty rough time at the moment in terms of funding, and yet are such a backbone within South African It's available now here, with a global version coming later this year. 'Leadership is holding the blueprint for a three-storey building in your head, while showing up each day to lay out the ground floor, brick by brick.' – Erica Schofield.
