As part of FORBES AFRICA’s ongoing eighth anniversary celebrations, we present a CEO Rhetorical Analysis by Anahita Negarandeh, a Harvard University Extension School student, on FORBES AFRICA’s founder and publisher, Rakesh Wahi. The CEO Rhetorical Analysis researches and analyzes the rhetoric — the effective messaging or speech — of a CEO and global business leader. The values chosen to explore in the CEO’s rhetoric are a key part of this article.



This
rhetorical analysis examines the messaging of Rakesh Wahi, Founder of CNBC
Africa and FORBES AFRICA. By consulting with approximately 10 executives from
Wahi’s global team, this rhetoric examines four of his leadership values such
as courage and determination, collaboration, passion for education, and
equality. 



Courage and determination 



Wahi
is a well-respected global businessman based in Dubai and South Africa who has
been involved with approximately 20 corporate development projects. He
continues to grow his establishments in more than 25 offices around the world.
As a leader in media, IT, telecoms, and education, Wahi has built companies in
22 countries, employing over 1,000 employees. Prior to moving to the UAE, Wahi
served in the Indian Armed Forces for approximately nine years and was awarded
the Vishisht Seva Medal by the President of India in 1985 for distinguished
services to the country in peacetime. During his army service, at age 23, he
was part of India’s second base establishment in Antarctica where a near-death
experience changed his life. 



“But I realized at that age that life is not something you take for granted, therefore, whatever you want in this world, you have to set out to achieve it. At the end of the day, you are either there or not there; if you are not there, and if there are unfulfilled dreams, they will always be unfulfilled.” (Wahi) 



READ MORE: <a href="https://www.forbesafrica.com/woman/2016/10/01/5-minutes-rakesh-wahi/">5 Minutes With Rakesh Wahi</a>



Wahi’s
executive team members, who have known him for approximately 20-30 years,
believe this statement. Based on four personal interviews conducted for the
purpose of this analysis with Wahi’s global leadership team, Wahi “lives this
statement in his everyday life” (Martin). Many acknowledged that he is continuously
determined to fulfil his dreams. Lars Jeppesen, Wahi’s Co-Founder of Tech One
Global, states that “Wahi dreams and then puts all efforts to pursue the
dreams… he is still building universities, creating new businesses, and pursues
his dreams” (Jeppesen). Wahi is known to thrive on challenges and never gives
up on achieving his goals even when faced with obstacles and challenges. 



A
leader’s personal life experiences and adversities play a major role in one’s
values and ethics. In Wahi’s case, facing death at a young age motivated him to
pursue his dreams to become realities. This is an admirable value for
entrepreneurs, especially the younger generation. As a role model, Wahi teaches
them to never give up despite challenges. 



Collaboration &amp; Importance of People 



Wahi
has learned valuable business lessons from his experience in the army, most
importantly, the core lesson taught in the military about the importance of people
and looking after them. His 2016 autobiography, Be a Lion, dedicated a section to The Importance of People.
Books have had a great impact on Wahi, specifically the philosophy of reason
from Ayn Rand while he was fighting for his life from the military
life-threatening incident. As an advocate in the influence of others, he
reiterates in his book, “That it is difficult to achieve anything without the
involvement, commitment, loyalty, and assistance of others. When you come
across a person with whom you can see a future, you must grasp the opportunity
and mutually make the most of it.” (Wahi Ch. 1, location 173, par. 4) 



Wahi executes his philosophy in numerous examples throughout his career, especially one with Daniel Adkins who is now CEO of Wahi’s Transnational Academic Group Middle East. When asked to describe a situation reflecting Wahi’s collaboration with and valuing people, this quality has directly been experienced, Adkins states, “I am probably the best possible example of this philosophy.” (Adkins). He describes his hiring experience entering the organization in late 2009 and rise from the most entry level position at one of Wahi’s Dubai-based universities, Murdoch University, to now CEO for the Middle East operations. 



“Throughout
this entire process, Wahi has provided both direct mentorship and mentorship by
example and has made sure that I did the same for my entire team, which has
produced fantastic organisational results including no turnover with regret for
six years.” (Adkins) 



READ MORE: <a href="https://www.forbesafrica.com/focus/2019/03/01/the-most-defining-aspects-of-our-lives/">The Most Defining Aspects Of Our Lives</a>



As
stated in Lancaster University Ghana’s Senior Management biography, Wahi’s
“core focus is on long term corporate and leadership development through
building strong management teams”. Adkins reiterates this statement in an
interview: “Wahi absolutely lives this philosophy and demands it from his
entire management team… the people are the business and there is nothing more
important” (Adkins). 



Wahi
is known to have a special gift and skill to find loyal people and never
hesitates to show appreciation to people’s loyalty. Wahi learned this quality
from his role model parents, a father who was a military, corporate, and family
hero and a mother who was not only Mother Teresa’s friend, but a genuine giver
in life. In other words, Wahi is a “go back to your roots leader” (Al
Abadilah). Wahi was brought up in a giving family and now gives back as a
leader. Because of the people-oriented philosophies followed in his
organizations, employee turnaround rates are phenomenally low. Everyone is
treated like family and the principles presented in Ken Blanchard’s book, Gung-Ho!, are lived by
management. 



Wahi’s
philosophy about collaboration and importance of people is truly refreshing in
a CEO and business leader. In today’s individualistic world, leaders like Wahi
who dedicate a major part of their leadership role to importance of people is a
rare finding. Such values must be celebrated and promoted in all aspects of
business worldwide. 



Passion for education 



As
a sought-after speaker at educational institutions on leadership and
entrepreneurship, Wahi received an Honorary Doctorate Degree of Science from
the International University of Management by the Minister of Education of
Namibia. He was also appointed as an IATF2018 Goodwill Ambassador by The Trade
Finance for Africa. He personally learned and continuously teaches patience to
other entrepreneurs in emerging markets. In an interview with CNBC Africa, The Entrepreneur’s
Entrepreneur: Rakesh Wahi,about his book Be a Lion, Wahi
shares he is “extremely passionate about education”. His vision is to set up
educational centers of excellence across Africa incorporating new innovative
industries such as online and hybrid aspects of education with traditional
classroom environment. He has mentored many people in his leadership journey,
but believes mentorship benefits both parties as he states in an interview with
CNBC Africa: “Within a group, you always learn from each other. Mentorship is
not a one-way journey, you learn every day from your peers, subordinates,
seniors… If you are a student, you will remain a student all your life. You
must be like a sponge, no matter your age.” (Wahi) 



According to Adkins and Martin, executive partners at Wahi’s educational business sectors, Wahi lives his statement daily. Not only does he mentor his staff, he also learns from those on his team whether they are junior level or senior. Wahi has created a business culture amongst all sectors in a way that everyone learns from one another. 



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“There
is no rank in the discussion. It is both intuitively understood and explicitly
expressed that everyone’s ideas deserve equal consideration and we have made
company-altering decisions based on input received from junior team members
when those ideas turned out to be the best… It is absolutely the culture.”
(Adkins) 



Jeppesen,
now Co-Founder of a tech enterprise with Wahi, states in an interview, “Wahi
has been my mentor since we met 17 years back… Later, when we co-founded Tech
One Global, he was leading our board and mentored me personally as the CEO.”
(Jeppesen). 



The
culture of learning and mentorship from one another has saved the business in
an example of a termination deal of one of Dubai’s university partnerships with
a junior member of the team’s approach. This is proof that critical decisions
are made, as a group despite rank levels. An important aspect of Wahi’s work is
helping the leadership team rise to the next level. 



Equality 



Wahi’s
decision to launch FORBES WOMAN AFRICA was to provide a platform for women
entrepreneurs’ stories and the overwhelming waitlist of these stories in FORBES
AFRICA. 



“The
main reason was that as a startup magazine, FORBES AFRICA was overwhelmed with
a waiting list of stories from 49 countries in sub-Saharan Africa; by virtue of
women having a late head start in the business world, the stories were largely
dominated by men who had done great things to transform Africa.” (Wahi) 



In a short period of time, the magazine has risen to be the material of choice for inspirational women stories, with fantastic content being produced. Equality is discussed in an article by FORBES WOMAN AFRICA, Celebrating Five Years with The Founder and Publisher: Rakesh Wahi. 



“We
have discussed the trials and tribulations of women in the workplace and become
a champion for equality. The word ‘equality’ is a living value for us at the
ABN Group and I am so proud that we have been able to personify our values
through affirmative action.” (Wahi) 



READ MORE: <a href="https://www.forbesafrica.com/focus/2019/04/01/equality-as-a-living-value/">Equality As A Living Value</a>



According
to a partner of over 35 years, Rajiv Podar, “Wahi has always respected and
admired hard-working women and a firm believer of equality at workplace and
home… Most of his senior colleagues are women too” (Podar). In an example from
a former female executive at one of Wahi’s first ventures 20 years ago in
Dubai, Maha Al Abadilah discusses the value of equality she experienced as a
woman working with Wahi. “I have never experienced anything that distinguished
a man and a woman, nothing but full respect and treating us with our pure
qualifications and titles.” (Al Abadilah.14:19). 



Wahi
repeatedly demonstrates his firm belief in his statements amongst his team
members. When a decision is to be made for an important matter, all team
members discuss as equals. “It is both intuitively understood and explicitly
expressed that everyone’s ideas deserve equal consideration.” (Adkins).
Evidently, not only the value of equality is present within his ABN Group
amongst women in the workplace, but also amongst all employees. Gender and rank
are clearly not considered in any team discussions and decisions. 



Conclusion 



Wahi’s leadership approach and personality embodies unique values such as a life-changing incident, the collaboration and importance of people, a passion for education, and equality. As he was personally approached for research purposes of this analysis, he promptly welcomed connections with over 10 executives and partners of his global team who were all eager to help. Research results and personal interviews with warm responses from his team members and partners portray all qualities examined in this analysis positively. Wahi lives his statements and is a true people-oriented leader. 



Works
cited: 



Adkins,
Daniel. “Re: Business Paper Inquiry &#8211; Harvard University.” Received by Anahita
Negarandeh, 12 Dec. 2018. 



Africa,
Forbes Woman. “Celebrating Five Years With The Founder &amp; Publisher: Rakesh
Wahi.” Forbes Africa, 27 Sept. 2018,
www.forbesafrica.com/woman/2018/09/27/celebrating-five-years-with-the-founder-publisher-rakesh-wahi/.




Al
Abadilah, Maha. “Phone Interview, Rakesh Wahi Analysis” Voice recorder. 18 Dec.
2018. 



Bandyopadhyay,
Somshankar. “Military Lessons in Entrepreneurship.” GulfNews, 15 Mar.
2017, https://gulfnews.com/entertainment/books/military-lessons-in-entrepreneurship-1.1994221.




Bishop,
Chris. “Re: Chris Bishop CNBC Africa.” Received by Anahita Negarandeh, 12 Dec.
2018. 



CNBC
Africa. “Rakesh Wahi Reflects on CNBC Africa&#8217;s Decade of Broadcasting.” CNBC
Africa, CNBC Africa, 1 June 2017, www.cnbcafrica.com/videos/2017/06/01/rakesh-wahi-reflects-on-cnbc-africas-decade-of-broadcasting/.




CNBC
Africa. “The Entrepreneur&#8217;s Entrepreneur: Rakesh Wahi.” CNBC Africa, 4
Nov. 2016, www.cnbcafrica.com/news/special-report/2016/11/04/be-a-lion/. 



Jeppesen,
Lars. “Re: Business Paper Inquiry &#8211; Harvard University.” Received by Anahita
Negarandeh, 12 Dec. 2018. 



Lancaster
University Ghana. “Rakesh Wahi Chairman.” Lancaster University Ghana,
www.lancaster.edu.gh/our-faculty-details.php?id=45. Accessed 8 Dec. 2018. 



Martin, Gary. “Re: Business Paper Inquiry &#8211;
Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018. 



Naicker,
Roberta. “Re: Business Paper Inquiry &#8211; Harvard University.” Received by Anahita
Negarandeh, 12 Dec. 2018. 



Podar,
Rajiv. “Re: Business Paper Inquiry &#8211; Harvard University.” Received by Anahita
Negarandeh, 12 Dec. 2018. 



Vettath,
Malavika. “Global Entrepreneur Rakesh Wahi: &#8216;I&#8217;ve Been a Very Bad Personal
Investor&#8217;.” The National, The National, 25 May 2018,
www.thenational.ae/business/money/global-entrepreneur-rakesh-wahi-i-ve-been-a-very-bad-personal-investor-1.733606.




Wahi,
Rakesh. Be A Lion. Penguin Books, 2016. Kindle eBook file. 



Wahi,
Rakesh. “Re: Business Paper Inquiry &#8211; Harvard University.” Received by Anahita
Negarandeh, 12 Dec. 2018.

Rakesh Wahi

Analysis: The Values That Make A CEO

I was in Cape Town in early-2013 when I was reflecting on the progress we had made with FORBES AFRICA across the continent. A glaring gap was the number of stories about women entrepreneurs. The main reason was that as a startup magazine, FORBES AFRICA was overwhelmed with a waiting list of stories from 49 countries in sub-Saharan Africa; by virtue of women having a late head start in the business world, the stories were largely dominated by men who had done great things to transform Africa. To provide a platform, I decided to launch FORBES WOMAN AFRICA.
While emotions often get the better of me, I did, however, think that the idea had to be run by my fellow shareholders and senior management. After a fair amount of resistance, founded on pragmatic logic against the idea, I was able to get everyone to see my point of view. At the core of it was that there was a market gap for a magazine showcasing the success of inspirational women. The departure point from FORBES AFRICA was that FORBES WOMAN AFRICA was not about wealth but about influence; about the impact made by women in all walks of life and to bring forth stories that would otherwise never be told in FORBES AFRICA.
Having overcome the scepticism of my Board, the next decision was the choice of editor. A woman I admired and who was doing a show with us on CNBC Africa was Karima Brown. She gladly took up the challenge and FORBES WOMAN AFRICA was launched with a lot of fanfare with Precious Motsepe on our first cover. A few months later, after giving birth to the magazine, Karima moved to pursue another opportunity. I was at a loose end.
<a href="http://www.forbesafrica.com/entrepreneurs/2018/07/23/how-cnbc-africa-plans-to-go-digital/" target="_blank" rel="noopener">READ MORE: How CNBC Africa Plans To Go Digital</a>
However, it was at a dinner I hosted in October 2013, that my banker sister-in-law, Shalini Mehta, invited a friend to join us. This friend was Renuka Methil. In my book, Be a Lion, I have said “meeting people is for a reason”; chance meetings are not coincidences but in our stars. Often, we miss these signs; however, for Renuka and us, this dinner meeting was a blessing and met the intended consequences of our stars. She was appointed Editor of FORBES WOMAN AFRICA by my son, Sid Wahi, who is the CEO of ABN Publishing.
It has been a tumultuous journey as publishing in today’s world is not for the fainthearted. The content has been simply fantastic and the magazine has risen to be the material of choice for inspirational stories. In the last five years, we have covered stories of exceptional women from all over Africa and showcased their great work in business, entrepreneurship and social development. We have discussed the trials and tribulations of women in the workplace and become a champion for equality. The word ‘equality’ is a living value for us at the ABN Group and I am so proud that we have been able to personify our values through affirmative action.
As we move ahead on this journey, I have the privilege of announcing that our Group Managing Director, Roberta Naicker, was unanimously selected as the Business Woman of the Year 2018 at the prestigious Standard Bank event in August 2018. It’s a moment of pride and joy for our young business that is today led by extraordinary women who are building a media organization one brick at a time.
On our 5th anniversary, I take this opportunity to congratulate our team led by Renuka Methil on a fantastic magazine that they have raised and wish them the very best in the period ahead. Renuka has now taken over the reins of both FORBES AFRICA and FORBES WOMAN AFRICA and our editorial integrity is in safe hands.
To our readers and supporters, our appreciation for your encouragement, without which we would not have the motivation to plough ahead on this difficult journey. Thank you to all our advertisers, subscribers and those that have made this incredible magazine commercially stand on its feet. Finally, to my fellow shareholders and Board (Zafar Siddiqi, Sam Bhembe, Busi Mabuza, Roberta Naicker and Sid Wahi), gratitude for having believed in this project and having patiently given management the support and latitude to build something that we are all so proud of.
&#8211; Rakesh Wahi

Celebrating Five Years With The Founder & Publisher: Rakesh Wahi

Rakesh Wahi, founder of the Johannesburg-based ABN Group including CNBC Africa, FORBES AFRICA and this magazine you hold in your hands, has been a leader in media, IT, telecoms and education. Also based in Dubai as Chairman of CMA Investment Holdings, prior to moving to the UAE, Wahi served in the Indian Armed Forces for about nine years, and was awarded the Vishisht Seva Medal by the President of India in1985, for distinguished services to the country in peacetime.
Wahi has built companies in over 22 countries, employing a little over 1,000 people. It’s his vision to set up educational institutions in Africa; the first of which he launched in Ghana in 2013.
Here, Wahi tell us about his debut book, Be A Lion, which will be unveiled at the finale of the 2016 CNBC Africa All Africa Business Leaders Awards in Johannesburg on November 11.
&nbsp;
<h3>A few words on the book&#8230;?</h3>
It’s about people and the impact they have had on me. I think this entire journey I have made is about how people have influenced me. First, on your way up, it’s your parents who are your greatest influencers as that’s where you get your identity from; and then, over a period of your lifetime, it’s the people who come into your life and make an impact, some positively, some otherwise. And that is the greatest experience you can talk about.
&nbsp;
<h3>Why the fascination for the lion?</h3>
Every human being is inspired by animals, be it rhinos, elephants or gorillas. For me, the fascination has always been the lion. It’s something that’s inherent and perhaps speaks about my character in many ways. A lot of the conversations in the book are extrapolated towards the king of the jungle, the human jungle.
<h3>Do you often find that business can draw lessons from the military?</h3>
Absolutely! You will find that a number of army officers have made great business leaders; the reason is that the core of any business is people, and the one thing the military teaches you is to look after these assets. And right from the day I joined the forces to when I left, the only thing ingrained in me was how to motivate people towards a common objective. Military officers know it’s important to look after their people, starting with basic things, such as making sure they got hot food, they wrote home, they went to pray&#8230; These are the softer things of life that business sometimes tends to forget. The army teaches you these core values. And that’s the inherent need in business. If somebody is working for you – even if it’s one person on the job – you have to be there with him.
&nbsp;
<h3>While in the army, you once almost stared death in the face. What was that experience like?</h3>
It was a defining moment in my life. I was about 23. We were on a specialized task force in India’s western front. I was electrocuted and they couldn’t revive me quickly; I was clinically dead. And then my second-in-command saw my fingers move. I came to in 24 hours, and although they asked me to go home to rest, I returned to my troops in 72 hours.
But I realized at that young age that life is not something you take forgranted, therefore, whatever you want in this world, you have to set out to achieve it. At the end of the day, you are either there or not there; if you are not there, and if there are unfulfilled dreams, they will always be unfulfilled. You must always set out to do what comes to your heart.
&nbsp;
<h3>Your advice to entrepreneurs in emerging markets…?</h3>
If there is one lesson you will learn in emerging markets, it’s patience. Always remember to look at business for the long-term, make sure you have ticked all the right boxes, do your homework – don’t take short-cuts. When you go into these difficult regulated industries, people will tell you ‘we can fix this and that’. I have never ever gone to Mr Fix-Its. There is no quick-fix solution for setting up sustainable businesses and the reason for that is there are a lot of variables and if you haven’t set your foundations strong, you open yourself up to retroactive actions that result in many issues including corruption. And people talk a lot about corruption in emerging markets. But the businesses that we have been in, for the last 26 years, we have never once had to pay anybody to do anything for us, and the reason is that we have taken our time setting them up and making sure our foundations are strong.
&nbsp;
– Interviewed by Methil Renuka; Read more about Wahi in the November 2016 issue of FORBES AFRICA.

Rakesh-1

5 Minutes With Rakesh Wahi

When you meet her, you are immediately struck by the assertive, determined woman she is. But beneath the tough exterior is a woman with a story, a story of adversity and abuse that has led to her becoming one of Uganda’s top travel and tour operators.
Jackie Kemirembe Rubuubi, the Founder and Managing Director of Platinum Safaris, started small. She began her career in the airline industry as a security officer with Sabena Airways, now known as Brussels Airlines. She worked there until the company, which she calls “a very professional workplace”, ran into operational troubles. It was forced to temporarily close down and change names. She had to make ends meet so she found a temporary job at the Kenya Airways office in Uganda’s capital Kampala.
Soon, a new airline, Africa One, made an entry in the Ugandan airspace. And Rubuubi was headhunted for a top managerial position. The offer came with many promises including tempting bonuses. This made her give it her best, but after some time on the job, Rubuubi started noticing the cracks.
<img loading="lazy" decoding="async" class="alignleft size-medium wp-image-6275" src="/wp-content/uploads/2017/05/Jackie-Kemirembe-Rubuubi-while-climbing-Mt.-Rwenzori-in-Uganda-243x300.jpg" alt="" width="243" height="300" />
“Suddenly, I had multiple directors to report to instead of the one that was indicated in my appointment letter. I also never got the bonuses despite signing lucrative deals,” she says. One of the male directors particularly got meddlesome in her duties, unilaterally issuing holiday breaks to members of her team. This upset operations in the section that Rubuubi headed. Frustration set in.
“It was pure harassment and lack of professionalism,” she says.
At the height of it, she decided to have a one-on-one with the female director about the state of affairs. It was going to be a conversation she would never forget – for a long time.
“The director I sought to confide in and the one I was actually supposed to be reporting to told me that as long as I remained employed with them, it wouldn’t be strange if she asked me to go and make their beds! In her view, I was to do anything they wanted me to do despite being a manager. I immediately made up my mind to resign, bringing an end to two daunting years. It turned out to be the worst job I ever had.”
That conversation gave Rubuubi enough reason to leave – and consider starting something on her own. She retreated to London where she found a job as an accountant in a retail food chain.
Within a year, she returned to Uganda on maternity leave. She never returned to London though she kept being paid her salary. She used the money to open a garment shop. The new venture wasn’t doing well but she wanted to avoid being employed again.
It was not easy.
At one point, when she traveled to Dubai to source garments for her shop, she met a Turkish couple who convinced her to open an employment agency to recruit people in Kampala and connect them to odd jobs in Dubai.
The couple turned out to be imposters when they vanished with the $27,000 Rubuubi had given them to process visas for the 230 recruits that had registered.
Her attempts to involve Interpol in tracing them were met with numerous death threats from the couple. She finally gave up and devised a new plan.
With an International Air Transport Association (IATA) qualification under her belt, Rubuubi decided to open a travel and tour company. She registered Platinum Safaris in 2002, starting operations in a small room.
Her first client was an official from the International Criminal Court who not only became a regular but also brought in other customers. The business prospered and she registered it with professional bodies. This brought more opportunities until she shifted office to a new location.
Today, Platinum Safaris is a leading tour and travel service provider in the East African region known for services such as air-ticketing, safaris across the Great Lakes region, honeymoon packages, visa advisory, conference planning and bookings for white-water rafting and gorilla-tracking.
Last year, Platinum received an accolade from Amadeus, a firm that provides travel software and technology solutions for the global travel industry, for its high adoption of solutions. The company also has a raft of honors from other industry players including airlines.
Rubuubi’s vision is to venture into luxury tourism similar to what is offered in Morocco. She is in the final stages of acquiring speedboats that will introduce a new tourism circuit connecting major islands on Lake Victoria, Africa’s greatest lake and source of the Nile.
She says that what she went through made her realize women surely deserve better at the workplace.
“No one expects women to perform better than men. But the fact is many women are stronger than men,” she says.

No More Suffering The Boss

It all started with an article in Forbes 14 years ago. Steven Kark was paging through the magazine when he was struck by an epiphany. The article was about three businessmen in the United States who were raking it in through the automated teller machine (ATM) industry. Couldn’t he be a millionaire too?
Kark was 25 at the time, fresh out of university, had just married and found a new job. It made more sense to stick to this steady job but the article lit an entrepreneurial flame in him that refused to go out. He wanted to know more about the industry and bring it home to South Africa.
It wasn’t a spontaneous decision, he mulled over the idea for about a year, before he took the risk. He quit his job, booked his ticket and was off to the States. He spent almost a year there, absorbing all he could about the payment services industry, meeting manufacturers and securing contracts. Kark then bought a cargo container loaded with 23 machines and headed for South Africa. When he arrived, contract in hand, he had no clue how he would pay for the cargo, or even who he would sell to.
“In South Africa banks were wholly responsible at the time for putting in ATM machines. If convenience stores like ‘Seven Eleven’ or ‘Kwik shop’ or a ‘BP Express’ wanted an ATM [they] were totally reliant on [the] bank to put in an ATM,” says Kark.
False promises from investors forced Kark to turn to family and friends. But that wasn’t the only curve ball coming his way. Their first deal with a bank went south.
The bank in question was Saambou. The year was 2002, which saw a dramatic collapse of the bank.
Growing distrust about one of the bank’s directors led to a bank run, as rumors of the bank going under spread, it soon closed down, failing to meet the demand. It was liquidated and bought by one of South Africa’s biggest banks, First National Bank (FNB).
“That was our Black Friday actually. We had all these machines, we were really flying. All those machines were under Saambou [and] it went south. In the end we [made] a deal with Absa, they were quite ready to step into Saambou’s shoes… and today they are fantastic partners of ours,” says Kark.
Today he is the co-founder of Transaction Capital, listed in June, valued at R4.7 billion ($576 million). Transaction Capital wholly owns Kark’s three sub companies, installing ATM machines and dealing with electronic payments. Although the business is diversified, Kark treads carefully.
“We work in close collaboration with the banks today, which are expanding their footprint. If you’re going to push north outside of South Africa, you need to do it in absolute collaboration with a like-minded bank,” says Kark.
Paycorp—previously called ATM Solutions—is the subsidiary that is taking Kark north. It has more than 4,500 independent machines in South Africa and 200 in Namibia and installs at least one-a-day in shops from Cape Town to Windhoek. The fruit of 12 years of business, which has been anything but smooth.
“It was all hands on deck, I used to install the ATMs; I used to sell [them and] cash them myself. But our first time in Durban [I remember] we couldn’t offer a ‘Cash-In-Transit’ vehicle… We helped one retailer load his machine. We would go there every single morning, his wife would come out with cash hidden under her clothes and he would leave us in the back room and we would sit and load up the machine. It was unbelievable stuff, it was fascinating,” says Kark.
This industry is not for the faint-hearted. It is plagued with fraud, robberies and the infamous ATM bombings.
According to the South African Police Service Crime Report 2010/2011, there was a 61.5% increase in ATM bombings from the 2009/2010 to the 2010/2011 financial year. This after a 10.2% decrease from 2007/2008 to 2008/2009 as well 36.2% decrease from 2008/2009 to 2009/2010 financial year.
“It happens to us but certainly a lot less frequently than it ever has been. If it’s not bombings it’s something else, it’s a continuous battle where criminals will think of new and innovative ways to get their hands on your money… You need to try as best as you can to stay a step ahead,” says Kark.
One of the legacies of the ATM is that more people are using them, from cities to villages. It appears to be good for business.
“Where things are a bit geographically removed, you would find that there is a phenomenon of capital flight. If they work in town X and they live in town Y and Y doesn’t have an ATM, they would spend all their money at X. So if you put a machine where people live [they] have the ability to spend. It makes sense for everybody, there’s business for us, the community benefits, the retailer benefits and our partner banks get additional reach into those areas,” says Kark.
In fact, half of the ATMs installed in South Africa are in the villages. Little do people know, they sprang from an idea formed while paging through Forbes magazine.
Kark has framed that article, so he should, it helped make him a fortune.

I Want To Be A Millionaire…  So Fricking Bad

<h3>ALIKO DANGOTE</h3>
<div id="attachment_224" style="width: 210px" class="wp-caption alignleft"><img loading="lazy" decoding="async" aria-describedby="caption-attachment-224" class="size-medium wp-image-224" src="/wp-content/uploads/2017/04/DSC_7510-200x300.jpg" alt="" width="200" height="300" />Aliko Dangote</div>
<h3>Founder and president of Dangote Group</h3>
As Africa’s richest man and business warrior, Aliko Dangote traverses the world leaving little time for interviews. He recently brought himself a $45 million Bombardier jet to save time. In May, Dangote was in China to sign a deal with Sinoma International Engineering Company. This deal means 10 new cement plants across the African continent, at an estimated cost of $3.9 billion, in just over three years’ time.
In this rare encounter, at the Transcor Hilton in the Nigerian capital, Abuja, he appeared relaxed, passionate about Africa, as well as pleased to be nominated as a Person of the Year by FORBES AFRICA.
“I feel great about it. I consider the recognition an honour and appreciation of what we are trying to do in the private sector. One thing people usually don’t understand is that what the Dangote Group is trying to achieve is something that our political leaders have failed to achieve in terms of reaching Africa economically. We are now in 14 African countries and wherever there’s an opportunity on the continent, we are very keen to explore it,” he says.
These are busy times for the Dangote Group, next year it plans to move into petrochemicals.
“It’s really a green area in Nigeria but we believe it’s an opportunity provided by the country’s endowment of gas,” he says.
“In our cement business, we are expanding massively on the continent, looking to raise our annual production capacity on the continent to about 60 million metric tons. Our target is to be number one in terms of profitability. In terms of agriculture, we have a sugar refinery where we process imported raw sugar, but we are looking at backward integration that will lead to the employment of 50,000 Nigerians. Going forward, from 2012 to 2015 we intend to invest $7 billion in Africa.”
It is the fruit of decades of risk taking that began with his cement plant back in Obajana, in Kogi State, 220km south west of where we are sitting. Dangote took the risk and invested in a five million tons plant – at a time when the entire Nigerian production was a mere 1.2 million tons.
“We saw the growth potential of the market and took the risk betting that the more we produce, the more the demand. I recall that my late friend and former CEO of Guarentee Trust Bank, Tayo Aderinokun, said that I was taking a big risk, but I believed that it will pay off. Today, Dangote Cement alone has a production capacity of 20 million tons and the rest of the market has eight million tons and we are starting another project to add a fresh 9 million tons in the next 60 days,” he says.
The impact of the Dangote Group has also been felt in the Lagos Stock Market. Last October, the group listed on an exchange erstwhile dominated by the banks. Dangote Cement is now one of the largest capitalized companies on the bourse, accounting for a quarter of the stock market.
Dangote believes passionately this is the time for Africa.
“I personally think there will be another recession because Europe will not be able to handle Greece and Italy at the same time. But Africa has the advantage of high growth rates on low debt. It’s the reverse in Europe. As a result, I think it’s only a matter of time for more investors to shift focus to Africa, which is more profitable. Money has no color and so investors will be attracted more to this continent because of its potential. If Lafarge of Blue Circle were more aggressive about investing in Africa in the past, Dangote would not have grown to this level because they could have blocked that opportunity with the cash and scale they have. Today, our Nigerian operation alone is a $14 billion business that we never dreamt would happen,” he says.
Dangote inspires many entrepreneurs in Africa, we ask whether there are many other investors like him in the continent.
“There are people that have cash but not heart and guts. They know the potential, but think of the headaches. But the truth is that nothing is easy in life. I think there can be even bigger companies than Dangote. It’s all about guts. Ten years ago, it was difficult to imagine our company achieving a valuation of $1 billion… I never in my wildest dreams at the beginning thought I would achieve 1% of what we’ve achieved. Nothing is impossible,” he says.
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Tag: Founder

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