by Helena Naitsuwe Amadhila

Entrepreneurs are creative and innovative individuals with unique eyes to see opportunities and create wealth. In order to persist and succeed, it is imperative for entrepreneurs to be risk-takers. 

Risk-taking involves engaging in activities that are not easy to do for entrepreneurs to achieve set goals. Risk-taking is a distinctive factor that differentiates entrepreneurs from other businesspeople. Entrepreneurs should undertake challenging activities and emerge victorious for them to cement their entrepreneurial spirit. 

In fact, risk-taking is embedded in entrepreneurial journeys as a characteristic for venturing into new markets by creating and trying out new things that are not familiar to many people. These new things are normally not so attractive to many people. Additionally, as an entrepreneur, it is recommended that you adapt to and accept changes as they surface for one to leap on the endless and untapped opportunities presented by the changes. 

Risk-taking also means entrepreneurs should decide promptly to avoid opportunities being snatched away by other like-minded people. Entrepreneurs should not procrastinate to avoid disappointment and losing valuable opportunities. In so doing, entrepreneurs should not overlook the most important criteria to assist in deciding so as to avoid sudden failure. If failure is experienced, an entrepreneur should be willing to accept and move on quickly to other opportunities that may emanate. The world we live in is dynamic and constantly changing. As an entrepreneur, you should also be dynamic in your risk-taking journey and constantly be flexible to accommodate the changing world. This means that as an entrepreneur, you will remain relevant, determined and always be on top of your game as a risk-taker. 

Tell us a little about your team

Our team includes one main designer (founder), one main tailor, one assistant and two salespeople. We are all passionate about fashion and the potential of made in Ethiopia products, so we all try our best to do a fantastic job in making quality products and to promote them well.

Share a little about your entrepreneurial journey. And do you come from an entrepreneurial background?

Even though my passion lies somewhere else, I joined Addis Ababa university to study construction technology and management because my parents wanted me to have a ‘plan B’. In 2017, while I was a fourth year student in college, I joined Wossi International Fashion Institute and took a short course in fashion designing. After acquiring some skills from fashion school, I established the brand Kunjina and started promoting it on social media. Then in 2018, which was my senior year in college, I joined the African mosaique fashion incubator program which taught me more about branding, business plan development, and overall how the international fashion industry works. By the end of the program, I made a collection named Art’itecture which was based on the collaboration of the two worlds I lived as a designer and an engineering student. The Art’itecture collection made me win the most creative, innovative, and promising fashion designer of 2018 award and I was also recognized by the American Embassy by being the runner up for the best fashion business model. My brand, Kunjina, was featured on many local TV channels, radio, magazines and also on BBC Amharic for my work that showcased my collaboration and passion for another field I  chose to learn to make my parents happy.  I was also one of the finalists at the 2019 Frankfurt Style Award and one of the pieces from my Art’itecture collection was shown on road shows in Berlin, Paris, and Vancouver. 

In 2019, I collaborated with two other Ethiopian designers to open up a shop and I have been working full-time on my brand ever since. My aim as a designer is to use fashion as a medium to share my experiences and my creativity with the world. While working on my passion I want to support the local economy by creating job opportunities for people. As an advocate for Art, I aspire to become someone that can inspire new generations of Africa to listen to their callings and do what they’re passionate about. Also, to prove to them that it is possible to follow one’s dream, pave your own way, and become successful!

Sujata Jaffer runs four companies consecutively including Nexia SJ Tanzania and associated companies Corporate Management Consultants Limited (CMC), International Tax Consultants Limited (ITC) and Corporate and Legal Services Limited (CLS) and provides strategic leadership to 40 professionals. She has strategically led Nexia SJ Tanzania to become a firm serving more than 200 clients. Nexia SJ Tanzania is a member firm of Nexia International which is head quartered in the United Kingdom and has offices in over 120 countries worldwide. It is currently the 8th largest Accountancy Network in the world! Sujata is the only female Board member of EMEA (Europe, Middle East and Africa) for Nexia International and chairs the Sub Sahara Africa region. She has been recognised with a number of awards including: Africa’s Most Influential Woman in Business and Professional Service by CEO Global South Africa in 2017; Personality of the Year Award at the International Accounting Bulletin (IAB) Awards 2018 which was held at the iconic Waldorf Hilton Hotel in London; Winner of Nexian of the Year Award 2018. Sujata was also the first female president of the Rotary Club of Dar es Salaam. She invests considerable resources in raising professional developments standards and learning enrichment programmes. She promotes Gender Equality and Diversity in the workplace and believes in empowering women. Sujata also supports local CSR efforts with donations given to education and health programmes. A role model for professional women globally Sujata has earned her reputation as a strategic, client-focused leader. She has successfully led business into new successes by ensuring client relationships and services exceeded expectations through managing the wider teams and dedicating her expertise and experience in the industry. 

Lioness Weekender learned more about Sujata’s business building journey and her aspirations for the future.

What does your company do?

Audit, Accountancy, Tax and Assurance. We offer the following range of services, amongst others: 
• Accounting 
• Auditing
• Tax compliance, Tax Audits and Tax Investigations 
• International Tax and Transfer Pricing
• Business Advisory Service
• Management Consultancy
• Company Secretarial Services
• Information Technology Consultancy
• VAT 
• Payroll Services
• Corporate Finance Service
• Formation of Companies
• Banking/Transaction Services
• Forensic Accounting and Auditing
• Procurement Audit, Performance Audit & Value for Money Audit 
• Financial Due Diligence
• Mergers and Acquisitions
• Dissolution of Companies
• Human Resources
• Procurement audit
• Assurance services
• Project & feasibility studies

What inspired you to start your company?

When I started my companies, I noticed that there was a gap in the market between the big four and small firms. There were no mid-tier firms to provide professional good quality services to the mid-sized companies that were growing fast and needed assurance and advisory services. I had with me the experience of working in the big 4 and an ambition and drive to make a difference. I also had a dream to work for myself and provide equal opportunity for both women and men to build their careers.

Why should anyone use your service or product?

We approach our work with a 360 degree angle view, and this is what makes us unique from other firms. We are able to provide tailored solutions to our clients as all of our staff are qualified and trained. We believe in personalized services, and we strive to be a valued advisor.

Tell us a little about your team

My firm is widely respected for being an equal opportunity, gender equality and multi-cultural firm to bring diversity at the workplace. I have put in place organizational strategies, policies, and practices to empower women. We have a staff complement of 40 professional staff which are highly motivated and skilled and work effectively together.

Share a little about your entrepreneurial journey. And do you come from an entrepreneurial background?

In 1993, Sujata commenced her career as audit manager at Pricewaterhousecoopers, leading and supervising a team of auditors. In 1999 she progressed to Senior Audit Manager at Deloitte and Touche specializing in Audit of donor-funded projects, banking and financial institutions and insurance companies.

In 2003, Sujata formed her own company Nexia SJ Tanzania (formerly PKF Accountants & Business Advisors). She is the Managing Partner of Nexia SJ Tanzania, a leading firm of Accountants and Auditors in Tanzania. In 2020, Sujata expanded into Kenya and formed Nexia SJ Kenya.

What are your future plans and aspirations for your company?

My future plan is to grow the firm and expand into the region.

What gives you the most satisfaction being an entrepreneur?

Being able to give back to society is the most satisfying feeling for me! I will continue to rally support and raise the awareness and funds to support people throughout our local communities, improving their quality of life and playing our part in protecting our planet.

What’s the biggest piece of advice you can give to other women looking to start-up?

Follow your dream and never give up! You will surely succeed with perseverance and focus on your goal.

To contact Sujata Jaffer and to learn more about the work of Nexia SJ Tanzania, send an email to: sjaffer@nexiasj.co.tz or visit the company’s website and social media pages:

WEBSITE | FACEBOOK | INSTAGRAM

Learn more about Sujata Jaffer’s personal entrepreneurial journey

Board leadership:

In recognition of her extensive efforts in business and the network, Sujata is the first and only female appointed on the EMEA (Europe, Middle East and Africa) Board of Nexia International. She also chairs the Nexia’s Sub Sahara Africa region, drawing upon her impeccable track record serving various industries and sectors. Sujata’s active participation is also evidenced by her efforts to attend Board Meetings, training seminars and other events facilitated by Nexia International. Since joining Nexia International and heading the Sub Saharan Africa, Sujata has led the transformation of the network’s global business expansion by: Mobilising recruitment of new member firms in in Uganda, Kenya and Zambia; and Setting strategies to strengthen the network and business in the Sub Saharan Africa.

Much of Sujata’s success and fulfilment is attributed to years of hard work and dedication. A mother of two, she always dreamed of having a successful auditing and accounting career. 

A strong and passionate advocate for women’s participation in leadership roles, Sujata supports gender and development initiatives. She has written an article –  International Women’s Day: Professional Women Today published by IAB magazine. 

Nexia SJ Tanzania has 40 professional staff out of which 40 % of the staff are women and 5 female staff are at Senior Management position.

A strong advocate of giving back to society, she regularly participates in philanthropic activities and regards women empowerment and equal opportunities as integral to Nexia SJ’s success. 

Throughout the firm’s culture is a belief that financial, community and environmental performance can and do go hand-in-hand. As a result, the firm and its people have adapted their processes and behaviours in order to think and act more sustainably at every level. This includes developing a framework that supports: 

– Social equity (poverty, community, health and wellness, human rights)
– Economic efficiency (innovation, productivity, prosperity)
– Environmental accountability (climate change, land use, biodiversity

As sustainability is amongst its fundamental priorities at Nexia SJ Tanzania, Sujata says: “Corporate social responsibility is a hard-edged business decision. We don’t engage in CSR activities because it is a nice thing to do or because people are forcing us to do it, but because it is good for our business”. Tanzania faces a lot of issues environmentally and socially. Citizens are most concerned with the land degradation, deforestation and over grazing in particular, as well as public services, where poor health services are a major problem. 

A number of best practices underpin Nexia SJ Tanzania’s strategic approach to sustainability. The business is focused predominantly on stakeholder engagement, community health and wellness and environmental actions. 

Nexia SJ Tanzania listens to its clients, employees and the local community. This interaction ensures that any strategic decisions reconcile disparate views, minimizing negative impacts and resulting in satisfaction for all parties affected, and are aligned to Africa’s and the UN’s Sustainable Development Goals (SDGs). 

The firm is widely respected for being an equal opportunity, gender equality and multi-cultural firm to bring diversity into the workplace. Sujata has put in place Organizational Strategies, Policies and Practices to empower women. These are:

• Allow flexible work shifts for women, especially those who are married and mothers
• Grant appropriate maternity leaves – support women who are expecting or recently had children and are transitioning back into the work environment.
• Layout Clear and Concrete Career Advancement Criteria – provide promotion opportunities based on merit
• Target gender-skewed hiring patterns
• Mentorship programs – creating a culture of mentorship and coaching for long-term career development, 

• Diversify women workforce – emphasis on diversifying women talent as much as gender diversity. 
• Engage interested candidates in leadership training, including effective negotiation skills
• Give more high-profile projects and accounts to qualified women
• Implement Strict and Clear sexual harassment policies

A pioneer for women in practice, on 15 September 2014, Nexia SJ Tanzania joined Nexia International. In October 2016, the firm won Nexia International’s “The Firm of the Year Award” with the network recognizing the firm’s extensive 25% growth, much of which was in the international arena.

Sujata has led her firm to get numerous accreditations, including: Accreditation as 
• Authorized Training Employer from ICAEW (Institute of Chartered Accountants England and Wales) 
• She has got a Certificate from the World Bank for contributing to Doing Business Guide every year. 
• In addition, her firm has got Platinum Accreditation from ACCA as an Approved Employer –for both Professional Development and Trainee Development. 

Nexia SJ Tanzania was also named a double finalist in the International Accounting Bulletin Awards 2017, for Sustainability Organization of the Year, as well as Employer of the Year for the second consecutive year.

In terms of community health and wellness, the company supports a number of welfare related initiatives that make a tangible difference to the lives of people in the local community. The firm has engaged in the following activities:

– The firm donated a personalised ambulance where the windows of the ambulance are covered with the firm’s logo. The ambulance was funded by investing a share of the firm’s profits. The ambulance was donated to Mkuranga hospital, in Pwani region. The hospital is connected to 44 health centres and rural clinics, providing health care support 237,960 citizens and this ambulance ensures faster emergency transportation to the hospital, saving lives. 

– Provided an incubator and other medical supplies to the maternity unit at Amana hospital (Dar es Salaam), helping to improve the survival rate of new born babies.

– Hosted fundraising events to fund Cataract surgeries in collaboration with Medewell Charitable Centre. The target is to restore vision for over 100 local citizens. At the firm we believe that this initiative extends beyond giving an individual their sight back. It is about reviving communities, family and hope says our managing partner. To date, more than 60 surgeries have been performed as a result of the firm’s fundraising efforts. One recipient of the surgery is Joseph (27) a resident from the village of Bomani, who regained his eye sight after 15 years. Read Joseph’s story here: http://www.medewell.org/josephs-vision-story/. On 24th March 2016, Nexia SJ Tanzania hosted a charity premier screening of Batman v Superman: Dawn of Justice. More than 200 members of the local community turned out to support the event, raising USD 3300 conducting further 33 surgeries. For more successful surgery eye stories, please visit https://www.facebook.com/NEXIA-SJ-Tanzania-290671297784362/?fref=ts

– Every year during the holy month of Ramadhan, Nexia SJ Tanzania distributes food to a local orphanage. A few photos from the distribution can be found on the firm’s Facebook page.

Nexia SJ Tanzania’s involvement in these CSR activities has earned the firm local recognition, elevating their profile throughout the business and local community. This has resulted in the firm engaging with large organisations from other sectors. It has also enabled the firm to enhance client relationship, by strengthening ties, fostering strong work relationship and building alliances. These activities also raise Nexia SJ Tanzania’s profile among the workforce, positioning the firm as an employer of choice where people can professionally and personally pursue their passions.

Strengthening environmental credentials, since its inception Nexia SJ Tanzania has been focusing its efforts on building a sustainable organisation that supports the environment too. It has been a paperless office since 2013. In addition the firm has established robust policies in relation to paper recycling, electrical consumption (switching off lights, office equipment and adjusting the settings of heating and cooling systems to minimize energy waste). These campaigns have reduced the firm’s reliance on natural resources and lowered operational costs by 10%. 

Nexia SJ Tanzania also supported several initiatives to engage with younger members of the community. These included: Planting trees in various locations of Dar es Salaam, in collaboration with the Kinondoni Municipal Council (the city’s northern municipality); Enlightening students about the importance of protecting the environment during an education day at Upanga Primary School. The message reached over 500 students.

As a growing economy, Tanzania faces numerous and often complex sustainability issues. With a fast-growing population, reducing poverty and maternal mortality remain key development challenges. Nexia SJ Tanzania is committed to support initiatives that bring about social development that are aligned to the UN’s 17 Sustainable Development Goals (SDGs). 

In regard to the engagement in CSR activities, Sujata says: “We will continue to rally support and raise the awareness and funds to support people throughout our local communities, improving their quality of life and playing our part in protecting our planet.”

Sujata has Membership in Professional Societies:  

Registered with the Tanzania National Board of Accountants and Auditors (NBAA) as Authorised Auditor in Public Practice. CPA – PP
Registered with Tanzania Association of Accountants (TAA)
Registered with Information Systems Audit and Control Association of USA (ISACA)
Past board Member on the NBAA Governing Board and Member in the Technical Services Committee
Member of the TAA Governing Board and Chairperson of the Education and Training Committee
Member of ISACA – Tanzania Chapter
A pioneer member of IICFIP. 
Member of American Businessmen Association (ABA)
Member of CEO Round Table
Past Director at Swissport Tanzania – A listed company on Tanzania Stock Exchange
Board Member of Nexia International’s Europe, Middle East & Africa (EMEA) Board and heading Sub-Sahara Africa Region.

Sujata specializes in the audit of Commercial Companies, Banks and Financial Institutions and Insurance Companies and Donor Funded Projects & Public Sector. She has considerable experience in risk management consulting with particular experience in investigative audit and managing financial investigations, designing and implementing financial control systems for large organisations and internal audit. She led ‘value for money’ investigations in many of the enterprise’s key processes. She also led large fraud investigations that resulted in dismissals of senior managers, widespread changes to financial management systems and significant cost savings. Other roles included carrying out operating system and control audits where she advised senior management on how to improve controls so as to minimize fraud and run their business more effectively.

She had shared useful insights as a past Governing Board member of National Board of Accountants and Auditors (NBAA) and a member of the Technical Services Committee. She has served as a Governing Board Member on Tanzania Association of Accountants and Chairperson of Education and Training Committee and also a member of ISACA Tanzania local Chapter. In addition, Sujata has been Board member of Swissport Tanzania, which is a listed entity, and she is also a member of CEO round table.

By Lionesses of Africa Operations Department

During the last three weeks we have written about our frightening and ever changing world. One in which life will never be the same again (it seems) and one in which changes happen not only with increasing size, but with an ever increasing speed. How this will impact in the long-term for some of our businesses remains to be seen, although for many of us, we have already felt at first-hand the immediate results. 

This week we look at having empowered your Team (as we wrote here) to look after the small stuff and day-to-day noise, which in turn allows you to spend more time on Blue-Sky thinking and being able to react quicker when there are real issuess. You now need to tighten the processes and turbo-charge their decision-making to fit this new uncertain world. It is no good if the first reaction to a problem or issue is to sit down and have a meeting to discuss why (for example) the train is bearing down on you. Or where the train will hit you. Or even, if your team is metaphysically so inclined, why do trains exist (and we have all been in those types of meeting that just drift and just do not go anywhere!)? When all is required is for a leader within your organisation, or you yourself, to MAKE A DECISION and make it fast! Your team look to you for leadership, not yet another one hour meeting that just drags on and on.

How is this possible to tighten the decision-making process with such uncertainty around us and so many moving parts? As the world around becomes more uncertain and uncontrollable you and your Team must learn to simplify and 

Control the Controllables.

Once you know the controllables are controlled, making decisions become easier…

…which brings us back nicely to the Olympics! This is because ‘controlling the controllables’ is what every athlete knows is an essential part of their success.

When the incredible and most decorated American gymnast of all time, Simone Biles, pulled out of the Olympic Team Gymnastics event following what could be clearly seen (even to our amateur eye) as a well-below-par vault, she revealed that she had realized mid flight (upside down, inside out, whilst performing some crazy mid-air tumble – sorry for the description, but we did mention we were amateurs at this!), that she was lost! What happened to her was the ‘Twisties’, a mid air realization that she was indeed lost that brought home the fear that she had no idea of how to even land! If you ask the experts they will say it is “A dangerous condition where gymnasts lose their sense of spatial awareness” (here). For those accustomed to seeing this incredible gymnast and strong woman so in control, just imagine being upside down, mid twist and like a Cat just assuming that you will land on your feet, only to realize that you have left your tail in the changing room and in the next split second you could land on your head, hard. That is the Twisties. Worse than nasty.

Sportswomen and sportsmen know that there are some things they simply cannot control and that’s ok. In individual events, they cannot control what their opponents will do, so that is uncontrollable. How their opponent will score – so don’t worry about that! They do not know what the air temperature will be in the hall, so again why waste time worrying about that! They don’t know many things and certainly cannot control most of those – so do not worry about that. BUT what they can control, they make sure they CONTROL. For the world’s greatest gymnast who “during a training session in Tokyo, …completed the “Yurchenko double pike” on the vault apparatus, a somersault that no other female gymnast has attempted in competition…[In which] She sprints to gain speed, does a backflip on to a springboard to gain height and then flips over twice in “pike” position — with the body folded over and legs straight — to land upright.” This control of the controllables, suddenly collapsed. The ‘Twisties’ is a classic case whereby the sportsperson suddenly realizes that what they once controlled, they no longer control. But most frighteningly, at the very time when they need control the most. As we said, worse than nasty.

In business during such incredible uncontrollable times, we have to reach the place where the ‘Twisties’ are banished.

So what can we control?

To give you an idea, here is from Forbes a list of controllables and uncontrollables in the Airline industry:

• “Ticket pricing

• The availability of flight routes

• The snacks and beverages offered

• The availability of power adapters

• The hiring of friendly flight attendants

• The proper training of pilots and maintenance personnel

• Overbooking flights

• The speed at which customers receive a response on Twitter

But an airline generally cannot control:

• Weather delays

• Unexpected maintenance problems with an aircraft

• Security delays at the airport

• The order in which air traffic control allows planes to depart or land

• Crying babies” (we can all relate to this one!)

So what does this mean in practice? First, make a list of those uncontrollables and accept these, relax – but be aware they might happen. When they do, be flexible (don’t worry you won’t have all of them on the list!). Then list the controllables, and the middle management in charge of these areas. They need to fully know this is their domain. Don’t be wishy-washy, we are way past the time when that can ever be a good idea. Part of empowering your team is making them fully aware of what responsibility they have and then ensuring they have ownership over this. 

As McKinsey says (here):

“Everyone working on a team must be clear about what needs to get done by whom, when, and why. Employees must also be equipped with the right skills and mindsets to solve problems, instead of waiting to be told what to do. And there must be disciplined follow-up to make sure actions were taken and the desired results achieved.” They call this “Step[ping] up execution excellence.” adding: “Just because the times are fraught does not mean that leaders need to tighten control and micromanage execution. Rather the opposite. Because conditions are so difficult, frontline employees need to take on more responsibility for execution, action, and collaboration.”

Of course this does not mean that you walk away from the company, sit in a bubble, not be involved and blue-sky think all day, but your Team must know that being empowered means that they truly have the power to make decisions. As Mckinsey say that in order for the leadership to concentrate on fewer yet more important decisions “…means tolerating mistakes that don’t put the business at risk; a slow decision can often be worse than an imperfect one.”

But there are some rules from the CEO and one of the most important is:

Keep me informed of your decisions (note ‘information only’ after the decision has been taken, this is not for you to change their decisions – because mistakes will happen and we shall “tolerate mistakes”, but you must know) and most importantly – 

Tell me the bad news early.

News where the decision taken has made the issue worse or where there is a problem that will make a meaningful negative difference to the company.

History has shown that the messenger is often the one shot (literally in the bad old days!) upon delivering bad news. This results in bad news being kept back and you will then only find out about it when it is too late (“we think it might be a train coming towards us, but let’s not worry the boss yet…”), during uncertain times, (and especially with trains!) this is highly dangerous. You must hear bad news fast, to give you the maximum time to make a decision. 

In the engine room (Finance/Operations, etc) this means you must tighten up the processes that run your business. These processes are where control is essential. Again, this is not necessarily something for you to do, but middle management must ensure that the process, the ‘engine room’, is not something that can be a sudden ‘Twister’ worry.

Lastly create a strong mental message for yourself, such as:

Do it, Delegate it, Dump it, or Diarize it, and encourage your management to do the same.

In business as in sport, muscle memory means everything. This can be trained, this can be driven, this can be improved. If you find your company in too many meetings, too slow to make decisions, in the quagmire of ‘analysis paralysis’, just as the world around us becomes significantly more volatile, then you will understand what Simone Biles felt as she realised she had the ‘Twisties’. But do not fear, do not hide under the duvet. Simone came back to win Bronze on the incredibly fearful Beam, and this shows above all that the ‘Twisties’ is not about fear, it is all about control and…

Controlling the Controllables.

Stay safe.

WHAT IS THE BEST ADVICE YOU’VE EVER BEEN GIVEN?

Don’t ever give up. Take ownership of your life. People can give you a leg up, but it’s up to you to craft your future.

WHAT WOULD YOU HAVE DONE DIFFERENTLY IF YOU COULD?

I would have taken bigger risks earlier and been bolder. I should have made my own mistakes sooner.

WHAT HAS BEEN YOUR BIGGEST SUCCESS TO DATE?

Creating an agribusiness with a corporate structure in five years. I did it without government help, instead managing to access funding from the private sector Most people thought it couldn’t be done.

WHO HAS MADE THE BIGGEST CONTRIBUTION TO YOUR SUCCESS SO FAR?

My dad. His belief in me and the fact that he gives me room to make my own decisions have made a huge difference.

HOW IS YOUR RELATIONSHIP WITH YOUR NEIGHBOURS?

Excellent. Barnard Goosen has the hunting rights to the farm, and my other neighbour, Chris Hobson, is a great guy.

WHAT ROLE DO INPUT SUPPLIERS PLAY IN THE BUSINESS?

The Humansdorp Co-op has made a huge impact on my business.

HOW IMPORTANT HAS ORGANISED AGRICULTURE BEEN TO YOU?

I’m a little ambivalent. They have a huge role to play, but they also need a new vision and new ideas. Having said that, young people should start taking ownership of problems and not always let the old chaps do the work.