Simply Spotlight shines a light on the stories behind Simply clients and their businesses
Hadifele Nengovhela, owner and founder of “Paulus April Consulting” shares her consultancy’s approach to building skills within their business. It’s one that Hadi feels could benefit other South African SMEs keen to have a social impact beyond their own bottom line, while building the skilled team you need.
She also shares why it’s important to use all six senses in business, and how cashflow challenges can have the unforeseen benefit of forcing you beyond your comfort zone.
Can you tell us a bit about your business?
“It’s a family owned consulting business. I started the business with my husband in 2014. We provide consulting services to the mining and built-environment sectors. Our services include getting environmental authorisations for property development, prospecting rights, mining rights, and mining permits. We offer a wide range of specialist services and studies ranging from geohydrological services, geotechnical engineering, GIS (Geographic information system) mapping, mine rehabilitation plans, public participation, and Blue and Green Drop Water Quality certification.
“Paulus April has a division specialising in developing quality management systems for small businesses, ranging from farmers to water-bottling companies. This service is tailored to those clients that want to get their products into the retail sector.”
What do you find is the biggest challenge as an SME director and how do you overcome it?
“Well, as a young, African black woman, married with kids it’s already challenging, a complex dynamic on its own. There is a need to balance between family and the business which needs you full time. The time management, I haven’t got the hang of it yet! There’s so much that needs my attention but there are only 24 hours in the day. For the young ladies coming into business, don’t have kids first!”
“The other challenge is cashflow. Within our ten years of trading, we’ve never had funding or a business loan. Everything has been built on intelligence and hard work. But cashflow, especially when you’re both dependent on the company, can be strenuous, especially when you have clients who don’t pay.
“But the cashflow challenge, it teaches you to be innovative. So if someone comes to you with a job you don’t know everything about, you do some research and if you think you can do it, you go for it. I’m a God-fearing woman, so I’ve turned down jobs I know I can’t do, or that I know won’t work out for both of us.
“And you must always work with your six senses. Some jobs will take you in a direction you don’t want to go in. So I always trust my instincts and my God and ask myself: Can this be done, and can I do it? If not, I walk away.”
What experience has helped shaped your approach?
“When I did my internship in environmental sciences on a farm, they didn’t know what to do with us. I started bothering them, telling them I’d done a water analysis and a quality analysis and things were not okay. And the director decided, let’s get this girl something to do. So they put me on food safety management, which is where I got my training initially. We were working with milk, which is a very sensitive product to manufacture, and we were conducting critical hazard analysis. They said, ‘Since you’re looking for work, identify the critical hazard points, get us the SOPs for this.’ And I said, ‘What are SOPs?’ Then I went and found out and did the work.
“I’m very grateful for that opportunity. I learnt a lot and I know when something comes up where I need to be flexible, I can do it. It takes research, hard work and intelligence.”
What else have you learnt when it comes to making your business a success?
“You know, your clients are your net worth. In our line of work we make relationships, and we sustain them. You want to work with people you trust and who can trust you. In the long run you want your clients to say, ‘I know who can fix this problem?’ And they come back to you. Or they ask, ‘Can you recommend someone?’ Life is too short to be wasting your time with people who don’t help you progress.”
What advice do you have when it comes to building great teams?
“Hire people who are passionate for the work and not only motivated by their paycheck. Hire people who you can trust. When you leave them in the office, know that they will represent you and your organisation’s values and mission.
“Currently we have 3 permanent staff members and 9 graduates doing their internships. There is so much unemployment in South Africa, I want to encourage entrepreneurs and small businesses to use more internships paid for by the government and to groom the employees you want, rather than wasting your money on people who don’t have the passion or interest.
“There are a whole lot of Sector Education and Training Authorities (SETAs) giving out learnerships and graduateships, apprenticeships. Have those people, train them, groom them and then you know they will be effective and efficient employees. If you can’t access these, find someone who has passion. I’ve had a lot of kids who have their degrees, but when I’ve sat them down to do a task, they don’t have the intelligence to know where to start. They think their degree alone entitles them to a job.”
Why did you take out Simply cover for your staff?
“We had a student last year who lost a niece. He didn’t even tell us there was a funeral. And I said to my husband that this is really sad and it would’ve been nice if we could’ve gone to the family and said I can assist here with the funeral arrangements. That’s when we decided, why not.”
Thank you, Hadi for covering your team with Simply, and taking the time to share your thoughts and insights about your business with the Simply business community.