Leadership lessons from Imtiaz Patel, the man who began by teaching accountancy and playing cricket in apartheid South Africa, going on to help transform the country’s sports and entertainment landscape.
It was 1988, the year London’s Wembley Stadium beamed to the world a jam-packed pop music concert in tribute to Nelson Mandela on his 70th birthday.
Far away, in apartheid South Africa, the collective global cry to free incarcerated revolutionary activist Mandela echoed. The first stirrings of change could also be seen in the country’s cricket grounds, signifying the potential of sport to influence social transformation.
South Africa was inching tantalizingly close to getting back to international cricket (after a global boycott of apartheid sport for over three decades), and in the townships, young Black children were taking to the game with new zeal.
Imtiaz Patel was a lanky 24-year-old at the time, from small town Schweizer-Reneke in the country’s North West province, joining the cricket development program to fully commit to pursuing the sport.
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“It was at the height of a very passionate, positively-emotive time. The cricket development program [founded by South African cricketer Ali Bacher] was taking cricket to the townships, and we were all talking unification, we were all making a difference to people’s lives, and building facilities. We were so passionate, those were dreamy times,” recalls Patel, his eyes sparkling at the thought, on a warm afternoon in June as we sit in the larney mezzanine floor lounge of the Grosvenor House hotel where he stays in Dubai.
It’s a million miles from those times before democracy in South Africa, but Patel, who helmed pan-African video entertainment business MultiChoice in various capacities for almost a quarter of a century, paints the picture like it was yesterday, full of hope, full of excitement for what was to come, a future that included him.
“I ran the cricket program in Gauteng, which included all the townships such as Alexandra and Soweto; they devolved the program to the provincial units, so I worked for Gauteng cricket,” he says.
In the “deep, dark days” of apartheid, 300kms from Johannesburg in his hometown, where his grandfather had started a business in the 1930s, Patel had a conservative upbringing but “conscious” of the social misgivings of the time, and the family loved cricket.
“In many ways, your experiences in your formative years shape you,” he states. The family owned a store in a “beautiful rock building” in the center of Schweizer-Reneke, and his grandfather showed the young Patel his ledgers and books.
“He always talked about how, during the Great Depression, he helped farmers get goods and stuff from him, and they only paid him three to four years later; and these were White, Afrikaans customers,” says Patel.
“My grandfather used to be sent a train ticket in the 1930s by the Kohinoor Club in Johannesburg. He would travel all night on a Friday by train, play cricket on the weekend, and return home Sunday night. And my father played for non- White South Africa… Cricket was in our blood, in our family, in our history. But because I grew up in this little town with Indian families, our school was a shop, because the community had to support the school.” They couldn’t attend a White Afrikaans school because of the segregating structures of apartheid. “We were 20 kids in school. Each desk was a class; the desk next door was another class; the desk next to that was another class. And there was one teacher teach- ing four classes in one go.”
Sometimes, on Saturday afternoons, Patel would venture with his father to watch a game of rugby or tennis but had to sit outside the fence, or inside the car. “I used to wonder, ‘but why can’t I play with you [White people]?’ I never got bitter, but I said, ‘hold on, you were in our business this morning as our customers, but I can’t play tennis with you’? I think that’s where one learned the ability to hold contradictory thoughts, because there’s this contradiction of ‘you love your customers, but they are also representative of an oppressor’, and you can’t mix with them. It was a very difficult concept. And then, because it was a small town, I spent many hours alone. Solitude was an interesting thing…
“When I played a higher level of cricket in Gauteng, I just took a view that you can’t be bitter, because, where do you go with bitterness? I felt, in a sense, a bit sorry even for the people who were privileged. I felt they had this view naively, so, I think in everybody’s heart, there’s some goodness.”
Patel went to high school in Kimberley in the Northern Cape province where he roughed it out until a stint at Wits University in Johannesburg.
In 1987, raising his own funds and on his own steam, he traveled to play cricket in England, the first time with White South Africans, many of who he subsequently became good friends with.
“I realized early in life that there were too many barriers between us, that systems were creating walls and the walls created problems that didn’t allow people to connect, to see each other as human beings.”
He decided to teach accounting to students in Soweto for three years, which is when he also met the man who had “a remarkable in- fluence” in his life, a mathematician and headmaster at Wits named TW Kambule. Patel taught accounting in the morning, was a cricket coach in the afternoons, and in the evenings, would sell broken biscuits out of the boot of his Volkswagen Citi Golf hatchback. He soon took up the role as Director of Professional Cricket un- der the United Cricket Board of South Africa (now Cricket South Africa), guided and mentored by Bacher, where he stayed two years. It was a heady time for South African cricket and one of the companies Patel dealt with commercially in the late 1990s was South African sports broadcaster SuperSport. This was going to chart the next 25 years of his life.
“I didn’t want to die thinking the only thing I knew was cricket; I had an interest in business. So, when I got [a job] offer from SuperSport, I accepted. Frankly, in terms of position and title, I was going backwards, but I felt I wanted to go and learn, and it was a much bigger organization. It was a leap of faith,” says Patel. “Ali Bacher was so angry he didn’t speak to me for two years because he was disap- pointed, as he had thought his protege would take over from him.”
A new South Africa was calling. “Because the country had just come out of apartheid, every organization was White. I felt like, ‘we can’t be having walls’. So, I had no problem joining SuperSport (owned by Naspers), even though my friends attacked me heavily for joining a White organization (at the time).”
In 2003, Bacher invited him to the final of the Cricket World Cup for coffee, shook hands and made peace. “He said to me he was just very angry because he saw me as the anointed successor, and I left.”
In 2005, Patel became the CEO of SuperSport South Africa and in 2007, the CEO of SuperSport International. A year later, he was headhunted to replace Malcolm Speed as CEO of the International Cricket Council (ICC).
“In fact, the interviews for that were here, in this hotel [Grosvenor House in Dubai], believe it or not, how is that for a coincidence?” laughs Patel. “I remember this because the interview process took so long… [and] my heart told me this wasn’t the right thing. So again, I did a crazy thing, I turned it down, which surprised many, and I stayed with SuperSport.
“It was hard to say no to the ICC offer, because it was a very high- profile position, you fly first-class and would be mixing with kings and queens, but I’m grateful I said no. There’s always a guiding light.” At this point, Patel relates his memorable encounter with Naspers’ chief Koos Bekker. “I flew to Cape Town to meet Koos, who was my ultimate boss, to tell him that ‘I’m considering the ICC appointment’. Soon after I landed, my wife called and said ‘by the way, they’ve announced the ICC appointment, it’s all over the wires’. I was supremely embarrassed to go see Koos, because I was going to tell him, and it had already been announced. I was very disappointed, but I was honest to him and said ‘I came here be- cause my wife and I were thinking about a new life, I have a passionfor cricket, as you know, this is a very big thing, it’s a dream etc, and my problem is, they’ve announced it’.
“But you know, there’s a very important lesson in this. I think smaller people like myself would have been very angry and said, ‘you’ve gone behind our back’, but Koos was understanding and supportive. He didn’t want me to go, and said ‘take your time, I’m not angry with you’…
“I am very grateful for the people around me and the big leaders like him I learned a lot from.” Patel stayed with the group and in 2010, became the Group CEO of Multichoice South Africa; in 2015, the Group CEO of Naspers Video Entertainment; and in 2019, became Chairman of Multichoice Group. During his innings at SuperSport, he secured the rights to numerous sporting properties, including the English Premier League and UEFA Champions League. After pioneering cricket’s Twenty/20 format in South Africa, he went on to conclude the transformative broadcast deal with South Africa’s Premier Soccer League (PSL) that entrenched DStv in the mass market in South Africa. They had a partner in Dr Irvin Khoza, the head of PSL, who was steadfast in his belief the partnership would work.
“I had the support of our board and our business, and then the fact that we fundamentally knew that this was for the greater good, that everybody would benefit, economically, the players, the referees, the facilities, the clubs, and today, it’s a machine. It’s in the top leagues in the world. So, I think we transformed local football, and that vision and that conviction allowed us to continue.
“The late Essop Pahad, who was a minister in the presidency, too had a strong conviction about the national imperative that foot- ball must be available to the masses. He guided us, but was also tough on us. We had many meetings at the Presidential guest house in Pretoria on Sunday afternoons. He took no prisoners, and when you were out of line, he let you know; he was such a formidable personality.”
Currently an advisor for MultiChoice, among other things, including his role as the Chairman of the South African Business Council in Dubai, Patel is also the Chairman of Moment, a fintech company aiming to revolutionize Africa’s payments landscape; a collaborative effort of MultiChoice, Rapyd, and General Catalyst. It’s a whole different ball game but Patel is getting into the swing of things.
“First of all, the philosophy is not retirement, there is no such thing as retirement. I have a learning mindset. I want to spend a lot of time with young people, and this will keep me busy. You learn, you earn, and you return.” Although he is on an Emirates flight to South Africa every six weeks – “my heart is in Africa” – he is all praise for the United Arab Emirates (UAE) which he also calls home. “How many countries in the world have achieved what the UAE has in such a short space of time? They have created belief and a level of trust and credibility that is remarkable.” For a 60-year-old who has a lifetime of anecdotes to recall of his meetings with some of the world’s greatest sportsmen, there are newer vistas ahead. “There isn’t an end game. You can never say you have made it,” says Patel.
“I have been fortunate to have had luck, God’s grace and people who believed in me and gave me op- portunities. And it’s circular; the only way you can thank them is to do the same for others. It’s a flywheel of positivity and a really powerful thing.”
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