to work with all stakeholders involved to ensure that teamwork superseded individualism , and this gives me great satisfaction .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