Showing posts with label Finance. Show all posts
Showing posts with label Finance. Show all posts

Tawanda Nyambirai TN Holdings







A person must be motivated by the joy to provide good services and be inspired by the importance and relevance of their job or business towards the betterment of their country. This is the same kind of desire that drove one of the movers and shakers in the corporate world to become one of the top achievers in the banking and corporate finance sector. It brings to mind the words of the Nigerian Christ Embassy Pastor Chris Oyakhilome who said: "You may be a trader, cleaner, teacher, civil servant or a chief executive, no matter the job or business you do, let your goal be to render service. And that way your greatness will be inevitable."
At 40, Mr Tawanda Nyambirai the TN Holdings boss has managed to achieve what most could have considered impossible for someone who is a lawyer by profession. How can a lawyer make a breakthrough in the complex banking sector? His secret is that of treating his customers as kings as he makes it his business to know what customers need and then reaches out to meet those needs.
He is the major shareholder in TN Holdings through his investment vehicle Nyambirai Associated Trusts. TN Holdings is the holding company for TN Financial Services (Pvt) Ltd, TN Asset Management (Pvt.) Ltd, TN Microfinance and TN Harlequin- a furniture division.
To meet people's needs, Mr Nyambirai saw it fit to bring the banks to the people and not the other way round. That is the reason why he places most of his banks in clothing shops, furniture and grocery outlets like Greatermans and Meikles to make it more convenient for the customers. The down-to-earth father of eight would rather describe himself as " a sinner saved by grace" as he is human and makes mistakes like any one of us. "I usually don't like talking about my personal life as there is a temptation to talk about the good and leave out the bad. "Mostly when I say I am a Christian people tend to build an image of me and half the time they forget that I am also human like anyone else who makes mistakes." he said. A staunch Warren Buffet fan, the TN Holdings Limited chief executive is inspired by the billionaire's investment principles.
He however, does not believe in having a mentor because he says it tends to elevate an individual and model someone as an example that is worth being followed. "I believe in genuine friendship and fellowship from whom I can learn and who can learn from me as well. Friends do not speak down on me but they are there to encourage me," he said. The Apostolic Faith Mission follower is motivated by the desire to change lives and assist the less privileged and make others avoid the pitfalls he fell into. Mr Nyambirai is motivated by love and focuses more on what he wants tomorrow to be like.
"I'm not building a business for today but I am modeling it in what I want to see it being tomorrow. As other banks are retrenching I am actually going against the grain as I am recruiting people because I know that the future of banking needs one to have skilled staff," he said.

Challenges are not meant to destroy you, they are meant to groom you and it takes self-confidence, discipline and focus to be an achiever, said the staunch Dynamos supporter.
Mr Nyambirai said that during the hyperinflation era many Zimbabweans lived like there was no tomorrow but on their part they remained conservative and knew that there was a tomorrow that required them to work hard. The lawyer-cum-businessman who was born in the farming community of Lalapanzi did his primary and secondary education in Chiungura in Gutu and A-Levels at Chibi High School. He went on to attain a law degree at the University of Zimbabwe in 1992 and he also holds a certificate in International Conflict Resolution studies from the University of Uppsala in Sweden. Mr Nyambirai comes from a broken family of 16 and is happily married to Ketty Nyambirai.
Mr Nyambirai described 2010 as a "good and blessed" year for him and his organisation as he was named the Zimbabwe National Chamber of Commerce Harare regional and national businessman of the year award. His company was also awarded the best commercial exhibitioner at the Harare Agricultural Show. In December last year, Mr Nyambirai won an international prize in Geneva, Switzerland, known as the Platinum Technology award for quality and best trade name.
He also got a "special award" from Tsitsi and Strive Masiyiwa for being an individual who was most supportive of the charitable activities they carry out. The successful businessman reflects with a lot of pride to the law practice that he built since it delivered value to his clients who still have fond memories of him.
Mr Nyambirai said he was particularly proud of his achievement as part of the legal team that successful led NMB Bank to dually list on the Zimbabwe and London Stock Exchanges.
He said that he managed to create a thriving bank because he had been patient for eight years since 2001 and put all his strength in building a bank that will not be short of capital.
"From humble beginnings in 2001 TN Financial Services offered advisory services and we used it as a platform to build capital to start a bank. "We preserved the capital and kept little in cash therefore suffered little losses during hyperinflation," he said. TN Bank was among some of the banks that satisfied Reserve Bank of Zimbabwe minimum capital requirements way before the deadline last year.
He added that in a few years his bank expected to have one of the largest branch networks in the country as they were expecting to have more than 32 branches and most of these will be in Econet and Meikles shops by June this year.
I'm no Masiyiwa front
TN Holdings founder and chief executive, Tawanda Nyambirai has insisted that he is “his own man”, dismissing speculation that he was a front for thenon- telecoms business interests of South Africa-based mogul, Strive Masiyiwa.
Nyambirai founded TN Financial Holdings in 2001 and engineered the group’s listing on the Zimbabwe Stock Exchange in 2010 through the reverse take-over of furniture manufacturer and retailer, Tedco Limited.
In addition, Nyambirai also chairs the Zimbabwe operations of Masiyiwa’s Econet Wireless while the telecoms entrepreneur has also become a key shareholder in the fast-expanding TN Holdings.
However, while admitting that it would be an honour to be a “front” for Masiyiwa, Nyambirai insisted that this was not the case.
“If there is anybody I would love to front for it is Strive Masiyiwa … it would be an honour,” Nyambirai said in an interview.
“Masiyiwa (is) an honest, generous, kind and humble man. He declared that his first (Econet Wireless) dividend after profit would go to charity and when he realized it he did just that and I personally distributed the money and would manage it for him and give it to charity so I know he kept his word ... he has educated over 40 000 orphans in Zimbabwe.
 “So for people to say I am a front for him is a compliment and a privilege! But he is a shareholder and he is known and cited everywhere in the records as a shareholder at TN.
“People who do fronting deals do not do that. They are unknown in the background as the fronts play the role of owner. He would have been in the shadows.”
Nyambirai said Masiyiwa became a key shareholder in TN Holdings after the Reserve Bank of Zimbabwe (RBZ) ruled that bank executives could not be controlling shareholders of institutions they are supposed to be running.
“When the RBZ said I should dilute my shareholding I asked myself who the best person to partner with would be and I thought ‘Strive!” Nyambirai said.
 “I was humbled and honoured when he had the confidence in me and my business to buy the shareholding. I am my own man and I have a shareholder in Strive whom I greatly admire!”
He also said TN Holdings was awaiting regulatory approval for the establishment of a cattle bank, a first for Zimbabwe. The proposed bank would allow farmers and individuals to use their stock as collateral when accessing credit.
“At the moment we are moving through the regulatory corridors,” he said.
“Steps are being taken, we have people all over the country talking to people, telling how they view it if we launch a cattle bank and the outcome is amazing.
“What is overwhelming is that it is not only rural people who are enthusiastic about the idea but also urban people.
“We have people living and working in the city who also have cattle in their rural homes as wealth and assets and they are very interested in the concept.”
Nyambirai said although significant progress had been made in improving operating conditions for business, the lack of liquidity remained a huge challenge.
“We operate in an environment and the major characteristic is illiquidity. We are operating in an illiquid market and whatever we do, we have to deal with that challenge,” he said.
“The way it affects us is there is more demand for credit than cash and very little cash is available. We have had to come up with strategies to deal with that problem and we seem to be winning.”

Lynn Mukonoweshuro Group CEO of King­dom Finan­cial Hold­ings


Lynn Mukonoweshuro is the Group CEO of King­dom Finan­cial Hold­ings Lim­ited (KFHL), as well as Chair­per­son of the Coun­cil of the Women’s Uni­ver­sity in Africa. She is one of Zimbabwe’s most impor­tant women, that when she agreed to meet with me, I was more than delighted.
On the day we were to have our inter­view, there was a time mixup on our cal­en­dars so that I ended up arriv­ing at her office at 7am, instead of the 9am she had on her cal­en­dar. So because she had to be some­where by 7.30am, we could not have the inter­view then, and she felt so really bad, moreso because I had come extremely early and now I had to go and then come back again. At 7am, Lynn looked like she had been in the office for hours, not that she seemed tired or any­thing — to the con­trary, she looked serene and com­fort­able. The way you and I would look like round 11am. So nat­u­rally, when our meet­ing did finally com­mence, my first ques­tion (some­what incred­u­lously) was:
 Q: What time do you wake up and how long is your work­ing day?
“{smil­ing} My mother always said that ‘you shall sleep an unin­ter­rupted sleep’, so don’t waste your time on earth sleep­ing’. I wake up between 2-4am. That’s because it’s the time I reserve for prayer, to usher in the day. I’m here at work by 6.30am and home by 8am. But I always make sure I’m home for lunch.”
Q: So you are CEO of King­dom and Chair­per­son of the Coun­cil of the Women’s Uni­ver­sity. What else do you do? And as CEO, what exactly do you do?
 “A lot of work. {laughs} I’m actu­ally a ser­vant in this whole organ­i­sa­tion, which has five sub­sidiaries and branches in Botswana and Malawi. I also work with a lot of orphan­ages, I do strate­gies for churches and I’m on a num­ber of boards.”
Q: In an inter­view you had in 2010 with the Stan­dard, you said “work­ing for King­dom is a call­ing”, why is that?
“Work as if you work for God and not for man. The company’s vision is grounded in that verse, and so I work as if I work for God and not for man, and pay­ment for me is a sec­ondary mat­ter. That’s why I see my work as a call­ing because I work for God.”
Q: I under­stand you are the first female CEO of King­dom since incep­tion. How does that feel?
“I don’t see gen­der when I look at peo­ple, I see human beings, so it’s not a really big deal for me, because if you go through life look­ing at every­thing from the point of view that says because I am a woman, then you will be in trou­ble. Besides, King­dom has always been gen­der sen­si­tive, we have a num­ber of women in to posi­tions.  {sim­il­ing} I think Nigel’s mom[Nigel Chanakira is the founder of KFHL] raised him well.
Q: Before you came to King­dom, you worked at IBM Com­put­ers and Coca-Cola, please tell me about your expe­ri­ence there?
 “I enjoyed my time work­ing at those two com­pa­nies. I’ve always believed that one must get a note­wor­thy exo­e­ri­ence whilst young. In order to do so, you join a brand because of their vision, and you grow with the com­pany. This is why I’ve worked at the com­pa­nies I’ve worked for before and now I’m here at King­dom and I enjoy work­ing here every step of the way and I’ve grown a lot since I’ve  come here.”
Q: I read that you are mar­ried and have three chil­dren, how do you jug­gle being a mom, wife and busi­ness woman?
 ”{instantly she becomes excited, stands up and shows me a pic­ture of her and her fam­ily on the wall, point­ing out the indi­vid­ual mem­bers} My eldest son is 24 — he’s just fin­ished uni­ver­sity, the 2nd is doing his A’s, and the 3rd wants to be a doc­tor. She started her own soup kitchen with her friends when she was only in Grade six, now she’s in form two and she says to me one day when we had gone to a hos­pi­tal ‘mommy I want my own hos­pi­tal just like this one, and the poor won’t have to pay’, and i think to myself oh my. My fam­ily and I have so much fun and my hus­band is ever so sup­port­ive. I have a diary I keep where every­one knows they have  to log on the day they want my time, if you don’t log on when you want me, then you can’t com­plain when I can’t make it to wher­ever you want me. We do work some­times as a fam­ily, do char­ity work together for instance, I am so blessed to have a fam­ily like mine.” {you can tell she is very proud of her fam­ily as she says this :) }
Q: Grow­ing up, did you ever envi­sion your­self being where you are today?
 ”{laughs} I always thought I’d be a pilot, or if I didn’t end up a pilot I wanted to end up in the Sci­ences field. When I got to the U.Z how­ever, most Sci­ences lec­tur­ers had gone to the U.K, and so I was forced to get into Business.”
Q: Speak­ing of, where did you grow up, and which schools did you go to?
 “I grew up here in Harare and I went to Nharirire Pri­mary School in Mbare” [with eyes wide open I’m like “really” because Mbare is one of the old­est Zim­bab­wean high den­sity sub­urbs, and it is shock­ing that she went to school there because look­ing at her you could never guess] {she ofcourse, laughs, because she knows what I’m think­ing} :)
Q: And your fam­ily, tell me about them
 “My fam­ily was very small and close, two boys and myself, I am the last, the mid­dle boy passed on. I was never spoilt, regard­less of the fact that I was the last born, you see, moms then were dif­fer­ernt from moms now. And my father would treat my broth­ers and I equally, there was no gen­der differentiation.”
Q: What do you enjoy doing in your spare time?
“{smiles} I cre­ate spare time. I enjoy inte­rior decor and cook­ing, I love exper­i­ment­ing. So it’s very nor­mal to find me revamp­ing a room, it’s not as often as I’d like though. I’m also a very spir­i­tual per­son and a great believer, so I cre­ate time just for me and my Creator.”
Q: So I want to know your favourite things: what’s your favourite food?
 “Peanut but­ter in anything.”
Q: Favourite country?
 “Switzer­land — it’s so clean, it gives you hope that peo­ple some­where can be clean.”
Q: Favourite music?
 “I love Hill­song, and I’m into clas­sic music so my other fav is Bethoven.
Q: To close our inter­view what would you want to say to those young women who look upto you, admire you and aspire to be like you?
 “Be very focused, know what you want to do, let noth­ing come between what you want to do. Take it step at a time. But always be responsible.”
(c) TRUE AFRICAN WOMAN MAGAZINE 

Grace Muradzikwa Zimbabwe busineswoman


Grace Muradzikwa is the managing director of short-term insurer Nicoz  Diamond.

Muradzikwa is recognised as the first female managing director to win two IoDZ director of the year awards since their inception in 2004. 
The Nicoz Diamond boss is credited with spearheading the formation of vision, mission and values of the short-term insurance group. Nicoz Diamond is listed on the Zimbabwe Stock Exchange. Grace Muradzikwa also created the vision, mission and value statements for the regional operations in Malawi, Zambia, Angola and Uganda where Nicoz Diamond has management contracts. The Nicoz Diamond managing director gives general direction and has overall responsibility over strategy formulation for Nicoz Diamond and regional operations that the company manages. Her strategy of country diversification has helped the company cope with the challenging environment of 2008 to 2009.

Grace Muradzikwa, with over 24 years’ experience in the insurance sector, is committed to and passionate about her work, which has seen her receive numerous personal awards as well as on behalf of Nicoz Diamond. The awards were for first black female to list and head a publicly traded company in Zimbabwe, 1996 Insurance Personality of the Year, 2004 Zimbabwe Manager of the Year runner up, 2005 quoted companies Best Insurance Counter and Zimbabwe National Chamber of Commerce 2005 Businesswoman of The Year.

Muradzikwa sits on the boards of Nicoz Diamond, Africa University, United General Insurance (Uganda), Consolidated Farming Investments as deputy chairperson, Diamond General Insurance (Zambia), Nissan Clover Leaf Panel Beaters and Justice for Children. She is a holder of Bachelor of Administration and Master in Business Administration degrees from the University of Zimbabwe. She is also a Fellow of the Insurance Institute of South Africa.

Marjorie Ngwenya Zimbabwe Actuary


Marjorie Ngwenya


High School: Chisipite Senior School


Tertiary Education: Institute of Actuaries


Qualifications: Fellow of the Institute of Actuaries, Associate of Taxation Technicians


Family Status: Married


Lives In: London


Company / Organisation Name: Mazars


Title / Position: Director


Duration of time within your company / organisation: 2 years


Professional Membership held: Fellow of the Institute of Actuaries and Associate of Taxation Technicians


Previous positions held: Head of Risk and Governance at Acorn Fund Management, Senior Risk Actuary at Swiss Re, Manager at Deloitte, Business Development Managerat GenRe


What are your main achievements / successes in the category you are being nominated for :


Being an inspiration to young professionals who may have suffered hardship during their careers: When I first returned to the UK, I was pursuing a BSc in actuarial science at the LSE when financial difficulties meant I had to leave university. I subsequently began working and qualified as an actuary through this route. This early entry into the working world gave me a career headstart and has meant that my professional achievements have been achieved through hard work and potentially earlier than if I had continued through the university route. I am honoured to be an inspiration and role model to some to show that perserverance really does pay off.


What makes you most proud about your business / organisation:


Our belief in our values which are Integrity, Responsibility, Respect, Continuity, Independence and Diversity. We live by them and adhere to them in all we do with clients and with each other. We are a truly international and culturally diverse firm. We believe in the concept of stewardship – that we must leave the firm in a better state than when we joined. I find this inspiring!


Community Involvement:


I am a board member for the Legal Assistance Trustrepresenting the Legal Resources Centre in South Africa. I am an active volunteer for the actuarial profession and have a number of volunteer roles including examining students. I have volunteered to teach abroad atuniversities in Kenya and Armenia and found the experiences very fulfilling.
I am frequently approached to provide career advice to young actuaries, particularly those of African heritage as they identify with my background.
I am on the PR Committee of the Worshipful Company of Actuaries which has charitable aims.
Directorship / Leadership positions:


Editor of the Actuary magazine since 2009.
A member of the Institute and Faculty of Actuaries Council.
Board member for the Legal Assistance Trust.
Recent Awards: The South African Power 100 accolade


Favourite Business Quote: ”Don’t let your ego get too close to your position, so that if your position gets shot down, your ego doesn’t go with it” - Colin Powell


Mentor: I draw on the expertise of many of my fellow professionals who inspire me. I find this gives me a balanced and varied view of the world.

JUST how bright do you have to be to be an actuary?
Bright enough to be competent at mathematics subjects but more so you need diligence to make your way through the professional exams. They can be daunting.


Your education took an unconventional path, tell us about it.
I started off university at LSE but due to currency problems in Zimbabwe, I had to leave in my first year and didn’t go back. Once my actuarial career had progressed there didn’t seem to be value in returning to my original BSc Actuarial Science degree but I may one day go and do a language degree to indulge a whim.


When building a CV how important is it to have worked in a few companies?
I don’t think it’s imperative but demonstrating a range of skills and a degree of progression would be more important to me.


Where would you see yourself professionally in ten years?
Having grown and advanced in my career. I haven’t defined the path necessarily.


Do actuaries have an insider sense of humour that only they understand?
Ha ha, from time to time. If I told you my favourite actuarial joke you’d think so!


Yes? ‘e to the x’ walks into a bar. The barman says I’m sorry we don’t cater for functions here. 


After last week’s £1.2 billion ‘rogue trader’ fiasco, the world is baying for risk management blood. Can a bank insure against such a loss?
My background is in life insurance so I’m sure that my non-life colleagues would be better informed. To my knowledge you can insure through directors’ and officers’ cover but in reality that kind of protection comes at a great cost which is passed on to the consumer at some point and it’s unlikely to cover the full extent of losses of that magnitude. We need better risk managementframeworks and more honest individuals it appears!


How can you really balance risk management and the raw avarice it takes to fuel the banking system?
With difficulty. There should be separation of the activities which have conflicting objectives. Risk managers should be objective and unbiased; so the upside that traders stand to benefit from should not motivate them.


You’re from Zimbabwe and there must have been lessons learned by economists from Zimbabwe that had never been experienced in the world before. What’s your (honest) prognosis for the future economic health of Zim?
Zim economists could probably write (retrospective) theses on how to manage hyper-inflation! They dealt with situations not so commonly observed in today’s markets and hopefully behind us now. I am positive about Zimbabwe’s recovery. I was lucky enough to make it over for a visit recently and I continue to be encouraged by its development and progress.


What is your greatest extravagance?
Definitely travel. I’m always on the go and love discovering new parts of the world.


Personality quirks?
I hate fuss, and ironically I’ll go to great lengths to avoid it.


Unusual habits?
Doing unnecessary arithmetic in my head – just to keep checking if the brain cells are still up to it.


Famous relative?
A few relatives in the political space but none that I would call famous. People ask me if I’m related to Takudzwa Ngwenya who plays rugby (very well) for the USA. Not that I’m aware of.

Shingi Mutasa



Shingai Mutasa or Shingi Mutasa owns TA Holdings and is the big brains behind the Joina Centre (one of the modern office buildings in Harare metropolitan area). TA Holdings is a diversified group listed on the Zimbabwe Stock Exchange with a current net value of over US$100 million. 
"My vision is like a rock, it's unshakable. But today, the challenges we have are of a country lacking a vision," he said. 
A graduate of the University College London with a BSc (Econs) Hons degree in 1980, Mutasa returned to Zimbabwe after completing his studies and commenced upon a career in commodity trading and marketing through a family-owned company. He co-founded Venture Finance, an investment vehicle that bought into TA Holdings with the objective of turning it into a continental investment group. 

                                             
      JOINA CENTER   
      HARARE ZIMBABWE

"I started working with my father from 1980-1992 and that's when I learnt the power to empower. 
"He gave me the opportunity to make mistakes. We were traders, but we later became a continental trading company. 
"But my father told me to do things I am passionate with. I then later realised that I had no future in trading. After trying and failing, we managed to take control of TA Holdings in 1997. 

"We had acquired a group that was riddled with debt. Between 2001 and 2005, we managed to clean up TA's balance sheet."
Mutasa also spoke about the Joina Centre, which he refers to as the Joina City.
He said the building was born out of his conversation with one renowned architect, the now late Mr Vernon Mwamuka, while they were in New York.
"Joina City was not driven by money, but a vision and passion for the country," he said.
The multi-million 23-story building will be the largest, though not tallest high rise in Harare when finished. (The tallest is the Reserve Bank of Zimbabwe building).
The Joina Centre's 23 floors include three levels of parking, four levels of retail section and 16 levels of office space. The construction of the levels of parking and retail sections are complete. 
The construction of the outside of the levels of office sections is complete with the contractor now working on the electrical and mechanical aspects of the building. 



Shingi Mutasa and son Mudiwa on a game drive in Botswana


The building has remained unfinished for 12 years owing to escalating costs of construction materials. 
However, a wealthy Saudi prince has invested in the project.
Prince Alwaleed Bin Talal Alsaud, quietly sneaked into the country in 2005 and toured the Joina Centre, whose construction started in 1997.
The visit by the Saudi Arabian billionaire, brightened prospects for the completion of the state-of-the-art centre.
Commenting on the Prince's visit, Mutasa said it was significant for Zimbabwe in that the Saudi, who at one point was the second richest man after Microsoft chairman Bill Gates, had already promised to invest more funds in Africa.

"He wants to put a billion (United States) dollars into Africa and Zimbabwe is one of the countries he has invested in. The fact that he put more money into Joina Centre signifies his commitment to Zimbabwe and I believe it is up to us as Zimbabweans to decide whether men like that can be excited to invest in Zimbabwe," he said. 

Joina Center Harare Zimbabwe

The TA chairman said the long period taken to complete the project should be viewed in the context of the tough environment the construction industry was operating under.

"We need to appreciate the environment. It is not easy to build when inflation and theexchange rate have moved the way they have done. 

“We were working with an exchange rate of eight to one against the United States dollar when we started. There is no doubt that the exchange rate and inflation have dealt us a heavy blow.
Mutasa remains a humble man.

Shingi Mutasa is a very humble and he is a family man. Shingi lives in Harare but was born and grew up in the eastern boarder town of Mutare (Manicaland).

What advice can Mutasa give to aspiring businesspeople?

"My success hinges on four words, name, value, integrity and vision."
And his advice to other businesspeople in the country is that a company should be ethical in all its dealings. 

"Equip company boards with the right people. If you get a good board you will win and board members do not cost you much," he said.
Shingi Mutasa buys BP assets

One of Zimbabwe’s richest business tycoons Shingai Mutasa has won a bid to acquire BP & Shell Marketing Services (BPSMS)’s refined oil marketing assets in Zimbabwe, including depots and service stations, through FMI Zimbabwe, a wholly owned subsidiary of his London-listed investment company, Masawara plc. 





The Shell Petroleum Company trades under the BP franchise in Zimbabwe. 

Collectively, BPSM local assets include 73 retail sites, six country depots, four town depots and a lubricants plant, now dormant, among others.

The facilities are currently being rented by a number of indigenous oil dealers such as Redan Petroleum, Sakunda Energy and Comoil, which were also vying for the same assets in a counter-bid to South Africa-based Engen Petroleum and KenoilKobil, which lost the deal on indigenisation grounds.



BP Southern Africa CEO Sipho Maseko on Monday revealed the global energy company had in principle agreed to sell its assets to FMI Zimbabwe.

“With their experience and existing businesses in Zimbabwe, we believe that FMI Zimbabwe will be able to build on BPSMS’s good assets and grow the business further in line with their plans,” Maseko said.

Masawara in which Mutasa owns 63,4%, also confirmed the deal through a spokesperson.

“As a Zimbabwean company we look forward to growing this business and meeting the needs of all Zimbabweans,” the spokesperson said.

The deal is expected to easily pass the indigenisation test given that both Masawara and FMI Zimbabwe are locally-owned. 


Registered in Jersey, Masawara sold 29,9% to London-based Invesco plc in August and subsequently listed on AIM, raising approximately $25 million to financestrategic acquisitions in the country.

In spite of the dilution, Mutasa is confident to grow his empire by leaps and bounds through Masawara, where he sits as a non-executive director.

He is also the executive chairman of TA Holdings, a rapidly expanding investment company in which Masawara owns 30%. 

Masawara also owns 40% of Joina City, the largest retail and commercial property in Harare.


Nigel Chanakira Zimbabwe Banker and Entrepreneur


Nigel Chanakira Zimbabwean Banker of the century
Occupation: Entrepreneur and business owner.

Nigel Chanakira founded the financial services firm Kingdom (now Kingdom Meikles Africa) in 1994 in his late 20s.

Notwithstanding the intense political and social turmoil that has characterised Zimbabwe for the past decade, building a business that is now one of the largest listed groups by market capitalisation on the Zimbabwe Stock Exchange (ZSE), with a secondary listing in London, is an immense achievement.

In the space of 15 years, Mr Chanakira has transformed a small, four-man money broking operation into one of the largest financial services groups in Zimbabwe, with operations in Botswana and Malawi. The company is still growing. In late 2007, Kingdom concluded the largest merger ever undertaken on the ZSE. It formed Kingdom Meikles Africa through the merger of hotel chain Meikles Africa, the Tanganda Tea Company and textile firm Cotton Printers.

Mr Chanakira was appointed the inaugural group chief executive of the new company, which was subsequently voted the top quoted company on the ZSE in 2007. Among the litany of awards that he has accumulated, stand-out achievements include the Zimbabwe Institute of Management’s Manager of the Year in 2000, Zimbabwe’s Entrepreneur of the Decade and the University of Zimbabwe’s Alumni of the year, both in 2003.

Mr Chanakira also sits on numerous boards, including the chair of business consultancies the Success Motivation Institute (Africa) and Velociti Solutions (South Africa), as well as on the board of the Christian Community Partnership Trust, a coalition of businesses that combine their resources to have greater impact on the communities in which they operate.

Mr Chanakira is a shining example of a success story to emerge from a troubled country. He has managed to build a flourishing business in exceptional circumstances.




 




Profile of an Entrepreneur: Nigel Chanakira
Nigel Chanakira was raised in the Highfield suburb of Harare in an entrepreneurial family. His father and uncle operated a public transport company Modern Express and later diversified into retail shops.Nigel's father later exited the family business. He bought out one of the shops and expanded it. During school holidays young Nigel, as the first born, would work in the shops. His parents, particularly his mother, insisted that he acquire an education first.

On completion of high school, Nigel failed to enter dental or medical school, which were his first passions. In fact his grades could only qualify him for the Bachelor of Arts degree programme at the Universityof Zimbabwe. However, he "sweet-talked his way into a transfer" to the Bachelor in Economics degree programme. Academically he worked hard, exploiting his strong competitive character that was developed during his sporting days. Nigel rigorously applied himselfto his academic pursuits and passed his studies with excellent grades, which opened the door to employment as an economist with the Reserve Bank of Zimbabwe (RBZ).

During his stint with the Reserve Bank, his economic mindset indicated to him that wealth creation was happening in the banking sector therefore he determined to understand banking and financial markets.While employed at RBZ, he read for a Master's degree in Financial Economics and Financial Markets as preparation for his debut into banking. At the Reserve Bank under Dr Moyana, he was part of the research team that put together the policy framework for theliberalization of thefinancial services within the Economic Structural Adjustment Programme. Being at the right place at the right time, he became aware of the opportunities which were opening up. Nigel exploited his position to identify the most profitablebanking institution to work for as preparation for his future. He headed to Bard Discount House and worked for five years under Charles Gurney.

A short while later the two black executives at Bard, Nick Vingirayi and Gibson Muringai, left to form Intermarket Discount House. Their departure inspired the young Nigel. If these two could establish abanking institution of their own so could he, given time. The departure also created an opportunity for him to rise to fill the vacancy. This gave the aspiring banker critical managerial experience. Subsequently he became a director for Bard Investment Serviceswhere he gained critical experience in portfolio management, client relationships and dealing within the dealing department. While there he met Franky Kufa, a young dealer who was making waves, who would later become a key co-entrepreneur with him.

Despite his professional business engagement his father enrolled Nigel in the Barclays Bank "Start Your Own Business" Programme. However what really made an impact on the young entrepreneur was the EmpretecEntrepreneur Training programme (May 1994), to which he was introduced by Mrs Tsitsi Masiyiwa. The course demonstrated that he had the requisite entrepreneurial competences.

Nigel talked Charles Gurney into an attempted management buy-out of Bard from Anglo -American. This failed and the increasingly frustrated aspiring entrepreneur considered employment opportunities with NickVingirai's Intermarket and Never Mhlanga's National Discount House which was on the verge of being formed - hoping to join as a shareholder since he was acquainted with the promoters. He was denied this opportunity.

Being frustrated at Bard and having been denied entry into the club by pioneers, he resigned in October 1994 with the encouragement of Mrs Masiyiwa to pursue his entrepreneurial dream.

The Dream

Inspired by the messages of his pastor, Rev. Tom Deuschle, and frustrated at his inability to participate in the church's massive building project, Nigel sought a way of generating huge financial resources.During a time of prayer he claims that he had a divine encounter where he obtained a mandate from God to start Kingdom Bank. He visited his pastor and told him of this encounter and the subsequent desire to start a bank. The godly pastor was amazed at the 26year old with "big spectacles and wearing tennis shoes" who wanted to start a bank. The pastor prayed before counselling the young man. Having been convinced of the genuineness of Nigel's dream, the pastor did something unusual. He asked him to give a testimonyto the congregation of how God was leading him to start a bank. Though timid, the young man complied. That experience was a powerful vote of confidence from the godly pastor. It demonstrates the power of mentors to build a protégé.

Nigel teamed up with young Franky Kufa. Nigel Chanakira left Bard at the position of Chief Economist. They would build their own entrepreneurial venture. Their idea was to identify players who had specificcompetences and would each be able to generate financial resources from his activity. Their vision was to create a one - stopfinancial institution offering a discount house, an asset management company and a merchant bank. Nigel used his Empretec model todevelop a business plan for their venture. They headhunted Solomon Mugavazi, a stockbroker from Edwards and Company and B. R. Purohit, a corporate banker from Stanbic. Kufa would providemoney market expertise while Nigel provided income from government bonddealings as well as overall supervision of the team.

Each of the budding partners brought in an equal portion of the Z$120,000 as start-up capital. Nigel talked to his wife and they sold their recently acquired Eastlea home and vehicles to raise the equivalentof US$17,000 as their initial capital. Nigel, his wife and three kids headed back to Highfield to live in with his parents. The partners established Garmony Investments which started trading as an unregistered financial institution. The entrepreneurs agreednot to draw a salary in their first year of operations as a bootstrapping strategy.

Mugavazi introduced and recommended Lysias Sibanda, a chartered accountant, to join the team. Nigel was initially reluctant as each person had to bring in an earning capacity and it was not clear how anaccountant would generate revenue at start up in a financial institution. Nigel initially retained a 26% share which assured him a blocking vote as well as giving him the position of controlling shareholder.

Nigel credits the Success Motivation Institute (SMI) course "The Dynamics of Successful Management" as the lethal weapon that enabled him to acquire managerial competences. Initially he insisted that allhis key executives undertake this training programme.

Birth of the Kingdom

Kingdom Securities P/L commenced operations in November 1994 as a wholly owned subsidiary of Garmony Investments (Pvt) Ltd. It traded as a broker on both money and stock markets.

On 24th February 1995 Kingdom Securities Holding was born with the following subsidiaries: Kingdom Securities Ltd, Kingdom Stockbrokers (Pvt) Ltd and Kingdom Asset Managers (Pvt) Ltd. The flagship KingdomSecurities Ltd was registered as a Discount House under Banking Act Chapter 188 on 25th July 1995. Kingdom Stockbrokers was registered with the Zimbabwe Stock Exchange under ZSE Chapter 195 on 1st August 1995. The pre-licensing trading had generated good revenuebut they still had a 20% deficit of the required capital. Most institutional investors turned them down as they were a greenfield company promoted by people perceived to be "too young". At this stage National Merchant Bank, Intermarket and others were on themarket raising equity and these were run by seasoned and mature promoters. However Rachel Kupara, then MD for Zimnat, believed in the young entrepreneurs and took up the first equity portion for Zimnat at 5%.

Norman Sachikonye, then Financial Director and Investments Manager at First Mutual followed suit, taking up an equity share of 15%. These two institutional investors were inducted as shareholders of KingdomSecurities Holdings on 1st August 1995. Garmony Investments ceased operations and reversed itself into Kingdom Securities on 31st July 1995, thereby becoming an 80% shareholder.

The first year of operations was marked by intense competition as well as discrimination against new financial institutions by public organisations. All the other operating units performed well except forthe corporate finance department with Kingdom Securities, led by Purohit. This monetary loss, differing spiritual and ethical values led to the forced departure of Purohit as an executive director and shareholder on 31st December 1995. From then the Kingdomstarted to grow exponentially.

Structural Growth


Nigel and his team pursued an aggressive growth strategy with the intention of increasing market share, profitability, and geographic spread while developing a strong brand. The growth strategy was builtaround a business philosophy of simplifying financial services and making them easily accessible to the general public. An IT strategy that created a low cost delivery channel exploiting ATMs and POS while providing a platform that was ready for Internet andweb-based applications, was espoused.

On 1st April 1997, Kingdom Financial Services was licensed as an accepting house focusing on trading and distributing foreign currency, treasury activities, corporate finance, investment banking and advisoryservices. It was formed under the leadership of Victor Chando with the intention of becoming the merchant banking arm of the Group. In 1998, Kingdom Merchant Bank (KMB) was licensed and it took over the assets and liabilities of Kingdom Securities Limited.Its main focus was treasury related products, off-balance sheet finance, foreign currency and trade finance. Kingdom Research Institute was established as a support service to the other units.

The entrepreneurial bankers, cognisant of their limitations, sought to achieve critical mass quickly by actively seeking capital injection from equity investors. The aim was to broaden ownership while lendingstrategic support in areas of mutual interest. An attempt at equity uptake from Global Emerging Markets from London failed. However in 1997 the efforts of the bankers were rewarded when the following organisations took up some equity, reducing the shareholdingof executive directors as shown below: ïEUR Ipcorn 0.7%, ïEUR Zambezi Fund Mauritius P/L 1.1%, ïEUR Zambezi Fund P/L 0.7%. ïEUR Kingdom Employee Share Trust 5%, ïEUR Southern Africa Enterprise Development Fund - 8% redeemable preference shares amounting toUS$1,5m as the first investee company in Southern Africa from the US Fund initiated by US President Bill Clinton, ïEUR Weiland Investments, a company belonging to Mr Richard Muirimi, a long standing friend of Nigel and associate in the fund management businesstook up 1.7%, Garmony Investments 71.7% -executive directors. ïEUR After a rights issue Zimnat fell to 4.8% while FML went down to 14.3%.

In 1998, Kingdom launched four Unit Trusts which proved very popular with the market. Initially these products were focused at individual clients of the discount house as well as private portfolios of KingdomStockbroking. Aggressive marketing and awareness campaigns established the Kingdom Unit Trust as the most popular retail brand of the group. The Kingdom brand was thus born.

Acquisition of Discount Company of Zimbabwe (DCZ)

After a spurt of organic growth, the Kingdom entrepreneurs decided to hasten the growth rate synergistically. They set out to acquire the oldest discount house in the country and the world, The DiscountCompany of Zimbabwe, which was a listed entity. With this acquisition Kingdom would acquire critical competences as well as achieve the much coveted ZSE listing inexpensively through a reverse listing. Initial efforts at a negotiated merger with DCZ were rebuffedby its executives who could not countenance a forty year old institution being swallowed up by a four year old business. The entrepreneurs were not deterred. Nigel approached his friend Greg Brackenridge at Stanbic to finance and effect the acquisition of thesixty percent shares which were in the hands of about ten shareholders, on behalf of Kingdom Financial Holdings but to be placed in the ownership of Stanbic Nominees. This strategy masked the identity of the acquirer. Claud Chonzi, the National Social SecurityAuthority (NSSA) GM and a friend to Lysias Sibanda (a Kingdom executive director), agreed to act as a front in the negotiations with the DCZ shareholders. NSSA is a well known institutional investor and hence these shareholders may have believed that they weredealing with an institutional investor. Once Kingdom controlled 60% of DCZ, it took over the company and reverse listed itself onto the Stock Exchange as Kingdom Financial Holdings Limited (KFHL). Because of the negative real interest rates, Kingdom successfullyused debt finance to structure the acquisition. This acquisition and the subsequent listing gave the once despised young entrepreneurs confidence and credibility on the market.

Other Strategic Acquisitions

Within the same year Kingdom Merchant Bank acquired a strategic stake in CFX Bureau de Change owned by Sean Maloney as well as another stake in a greenfield microlending franchise, Pfihwa P/L. CFX was changedinto KFX and used in most foreign currency trading activities. KFHL set as a strategic intention the acquisition of an additional 24.9% stake in CFX Holdings to safeguard the initial investment and ensure management control. This did not work out. Instead,Sean Maloney opted out and took over the failed Universal Merchant Bank licence to form CFX Merchant Bank. Although Kingdom executives contend that the alliance failed due to the abolition of bureau de change by government, it appears that Sean Maloney refusedto give up control of the extra shareholding sought by Kingdom. It therefore would be reasonable that once Kingdom could not control KFX, a fall out ensued. The liquidation of this investment in 2002 resulted in a loss of Z$403 million on that investment. Howeverthis was manageable in light of the strong group profitability.

Pfihwa P/L financed the informal sector as a form of corporate social responsibility. However when the hyperinflationary environment and stringent regulatory environment encroached on the viability of theproject, it was wound up in early 2004. Kingdom pursued its financing of the informal sector through MicroKing, which was established with international assistance. By 2002 MicroKing had eight branches located in the midst of, or near, micro-enterprise clusters.

In 2000, due to increased activity on the foreign currency front within the banking sector, Kingdom opened a private banking facility through the discount house to exploit revenue streams from this market.Following market trends, it engaged the insurance company AIG to enter the bancassurance market in 2003.

Meikles Strategic Alliance


In 1999 the entrepreneurial Chanakira on advice from his executives and the legendary corporate finance team from Barclays bank led by the affable Hugh Van Hoffen entered into a strategic alliance with MeiklesAfrica whereby it injected some Z$322 million into Kingdom for an equity shareholding of 25%. Interestingly, the deal nearly collapsed on pricing as Meikles only wanted to pay $250 million whilst KFHL valued themselves at Z$322 million which in real terms wasthe largest private sector deal done between an indigenous bank and a listed corporate. Nigel testifies that it was a walk through the incomplete Celebration Church site on the Saturday preceding the signing of the Meikles deal that led him to sign the dealwhich he saw as a means for him to sow a whopping seed into the church to boost the Building Fund. God was faithful! Kingdom's share price shot up dramatically from $2,15 at the time he made the commitment to the Pastor all the way to $112,00 by the followingOctober!

In return Kingdom acquired a powerful cash-rich shareholder that allowed it entrance into retail banking through an innovative in-store banking strategy. Meikles Africa opened its retail branches, namelyTM Supermarkets, Clicks, Barbours, Medix Pharmacies and Greatermans, as distribution channels for Kingdom commercial bank or as account holders providing deposits and requiring banking services. This was a cheaper way of entering retail banking. It proved usefulduring the 2003 cash crisis because Meikles with its massive cash resources within its business units assisted Kingdom Bank, thus cushioning it from a liquidity crisis. The alliance also raised the reputation and credibility of Kingdom Bank and created an opportunityfor Kingdom to finance Meikles Africa's customers through the jointly owned Meikles Financial Services. Kingdom provided the funding for all lease and hire purchases from Meikles' subsidiaries, thus driving sales for Meikles while providing easy lending opportunitiesfor Kingdom. Meikles managed the relationship with the client.

Meikles Africa as a strategic shareholder assured Kingdom of success when recapitalisation was required and has enhanced Kingdom's brand image. This strategic relationship has created powerful synergiesfor mutual benefit.

Commercial Banking

Exploiting the opportunities arising from the strategic relationship with Meikles Africa, Kingdom made its debut into retail banking in January 2001 with in-store branches at High Glen and Chitungwiza TMsupermarkets. The target was principally the mass market. This rode on the strong brand Kingdom had created through the Unit Trusts. In-store banking offered low cost delivery channels with minimal investment in brick and mortar. By the end of 2001, thirteenbranches were operational across the country. This followed a deliberate strategy for aggressive roll-out of the branches with two flagship branches ïEUR­ïEUR one in Bulawayo and the other in Harare. There was a huge emphasis on an IT driven strategy with significantcross-selling between the commercial bank and other SBUs.

However, it was further discovered that there was a market for the upmarket clients and hence Crown banking outlets were established to diversify the target market. In 2004, after closing three in-storebranches in a rationalization exercise, there were 16 in-store branches and 9 Crown banking outlets.

The entrance into commercial banking was probably held at the wrong time, considering the imminent changes in the banking industry. Commercial banking does provide cheap deposits, however at the price ofhuge staff costs and human resource management complications. Nigel concedes that, with hindsight, this could have been delayed or done at a slower pace. However, the need for increased market share in a fiercely competitive industry necessitated this. Anotherreason for persisting with the commercial banking project was that of prior agreements with Meikles Africa. It is possible that Meikles Africa had been sold on the equity take-up deal on the back of promises to engage in in-store banking, which would increaserevenue for its subsidiaries.

Innovative Products and Services


KFHL continued its aggressive pursuit of product innovation. After the failure of the KFX project, CurrencyKing was established to continue the work. However this was abolished in November 2002 by governmentministerial intervention when bureau de change were prohibited in an effort to stamp out parallel market foreign currency trading.

Sadly this governmental decision was misguided for not only did it fail to banish foreign currency parallel trading but it drove underground, made it more lucrative and subsequently the government lost allcontrol of the management of the exchange rate.

In October 2002, KFHL established Kingdom Leasing after being granted a finance house licence. Its mandate was to exploit opportunities to trade in financial leases, lease hire and short term financial products.

Regional Expansion

Around 2000 it became evident that the domestic market was highly competitive, with limited prospects of future growth. A decision was made to diversify revenue streams and reduce country risk through penetrationinto the regional markets. This strategy would exploit the proven competences in securities trading, asset management and corporate advisory services from a small capital base. Therefore the entrance had low risk in terms of capital injection. Considering theforeign exchange control limitations and shortage of foreign currency in Zimbabwe, this was a prudent strategy but not without its downside, as will be seen in the Botswana venture.

In 2001, KFHL acquired a 25.1% stake in a greenfield banking enterprise in Malawi, First Discount House Ltd. To safeguard its investment and ensure managerial control, an executive director and dealer wereseconded to the Malawi venture while Nigel Chanakira chaired the Board. This investment has continued to grow and yield positive returns. As of July 2006 Kingdom had finally managed to up its stake from 25,1% to 40% in this investment and may ultimately controlit to the point of seeking a conversion of the license to a commercial bank.

KFHL also took up a 25% equity stake in Investrust Merchant Bank Zambia. Franky Kufa was seconded to it as an executive director while Nigel took a seat on the Board.

KFHL had been promised an option to gain a controlling stake. However when the bank stabilized, the Zambian shareholders entered into some questionable transactions and were not prepared to allow KFHL toup it's stake and so KFHL decided to pull out as relationships turned frosty. The Zambian Central Bank intervened with a promise to grant KFHL its own banking license. This did not materialize as the Zambian Central Bank exploited the banking crisis in Zimbabweto deny KHFL a licence. A reasonable premium of Z$2.5 billion was obtained at disinvestment.

In Botswana, a subsidiary called Kingdom Bank Africa Ltd (KBAL) was established as an offshore bank in the International Finance Centre. KBAL was intended to spearhead and manage regional initiatives forKingdom. It was headed by Mrs Irene Chamney, seconded by Lysias Sibanda with the concurrence of Nigel after managerial challenges in Zimbabwe. Two other senior executives were seconded there. She successfully set up the KBAL's banking infrastructure and hadgood relations with the Botswana authorities.

However, the business model chosen of an offshore bank ahead of a domestic Botswana merchant bank license turned out to be the Achilles heel of the bank more so when the Zimbabwe banking crisis set in between2003 and 2005. There were fundamental differences in how Mrs Chamney and Chanakira saw the bank surviving and going forward.

Ultimately, it was deemed prudent for Mrs. Chamney to leave the bank in 2005. In 2001 KFHL acquired the mandate as the sole distributor of the American Express card in the whole of Africa except for RSA.This was handled through KBAL. Kingdom Private Bank was transferred from the discount house to become a subsidiary of KBAL due to the prevailing regulatory environment in Zimbabwe.

In 2004 KBAL was temporarily placed under curatorship due to undercapitalisation. At this stage the parent company had regulatory constraints that prevented foreign currency capital injection.

A solution was found in the sourcing of local partners and the transfer of US$1 million previously realised from the proceeds of the Investrust liquidation to Botswana. Nigel Chanakira took a more activemanagement role in KBAL because of its huge strategic significance to the future of KFHL. Currently efforts are underway to acquire a local commercial bank licence in Botswana as well. Once this is acquired there are two possible scenarios, namely maintainingboth licences or giving up the offshore licence.

The interviewees were divided in their opinion on this. However in my view, judging from the stakeholder power involved, KFHL is likely to give up the off shore banking licence and use the local KingdomBank Botswana (Pula Bank) licence for regional and domestic expansion.

Human Resources


The staff complement grew from the initial 23 in 1995 to more than 947 by 2003. The growth was consistent with the growing institution. It exploded, especially during the launch and expansion of the commercialbank. Kingdom from inception had a strong human resourcing strategy which entailed significant training both internally and externally. Before the foreign currency crisis, employees were sent for training in such countries as RSA, Sweden, India and the USA.In the person of Faith Ntabeni Bhebhe, Kingdom had an energetic HR driver who created powerful HR systems for the emerging behemoth.

As a sign of its commitment to building the human resource capability, in 1998 Kingdom Financial Services entered a management agreement with Holland based AMSCO for the provision of seasoned bankers. Throughthis strategic alliance Kingdom strengthened its skills base and increased opportunities for skills transfer to locals. This helped the entrepreneurial bankers create a solid managerial system for the bank while the seasoned bankers from Holland compensatedfor the youthfulness of the emerging bankers. What a foresight!

In-house self-paced interactive learning, team building exercises and mentoring were all part of the learning menu targeted at developing the human resource capacity of the group. Work and job profilingwas introduced to best match employees to suitable posts. Career path and succession planning were embraced. Kingdom was the first entrepreneurial bank to have smooth unforced CEO transitions. The founding CEO passed on the baton to Lysias Sibanda in 1999 ashe stepped into the role of Group CEO and board deputy chair. His role was now to pursue and spearhead global and regional niche financial markets. A few years later there was another change of the guard as

Franky Kufa stepped in as Group CEO to replace Sibanda, who resigned on medical grounds. One could argue that these smooth transitions were due to the fact that the baton was passing to founding directors.

With the explosive growth in staff complement due to the commercial bank project, culture issues emerged. Consequently, KFHL engaged in an enculturation programme resulting in a culture revolution dubbed"Team Kingdom". This culture had to be reinforced due to dilutions through significant mergers and acquisitions, significant staff turnover because of increased competition, emigration to greener pastures and the age profile of the staff increased the riskof high mobility and fraudulent activities in collusion with members of the public. Culture changes are difficult to effect and their effectiveness even harder to assess.

In 2004, with a high staff turnover of around 14%, a compensation strategy that ring fenced critical skills like IT and treasury was implemented. Due to the low margins and the financial stress experiencedin 2004, KFHL lost more than 341 staff members due to retrenchment, natural attrition and emigration. This was acceptable as profitability fell while staff costs soared. At this stage, staff costs accounted for 58% of all expenses.

Despite the impressive growth, the financial performance when inflation adjusted was mediocre. Actually a loss position was reported in 2004. This growth was severely compromised by the hyperinflationaryconditions and the restrictive regulatory environment.

Conclusion

This article shows the determination of entrepreneurs to push through to the realisation of their dreams despite significant odds. In a subsequent article we will tackle the challenges faced by Nigel Chanakirain solidifying his investments.

 

Article Source: http://EzineArticles.com/4198650