Leslie Okoye, skincare expert and educator for women of colour — Lionesses of Africa



Lioness Weekender learned more about this growing and popular skincare brand from founder Leslie Okoye this month

What does your company do?

L’Okoye Cosmetics develops and distributes quality skin care products for women of colour. We sell and distribute worldwide to online and physical stores, supermarkets and spas. The company aims to redefine the meaning of beauty amongst men and women of African descent by making holistic skincare that doesn’t perpetuate the idea that beauty is based on skin colour. Instead through its quality skin care products, L’Okoye Cosmetics aims to empower, build confidence and increase self-love in women of colour through its brands, campaigns and seminars.

What inspired you to start your company?

The desire to create my own skin care brand was born out of frustration of having to mix creams and oils and astringents to get the right cream for me. My inspiration came from all the damaged skin I had seen and complaints I had heard over the years working in the skincare industry. I had witnessed their sadness for many years over the phone and in person and it just broke my heart. Living in Washington DC for a while, there were so many beautiful black women of all shades. And the reason I would notice them was mainly their skin. I had an eye for picking out women with healthy, flawless, fresh skin that I would say “her skin is like milk” or “like fresh bread”. So, when I decided to start a skin care line, I wanted to embody fresh and smooth, like a baby’s skin.

Why should anyone use your service or product?

Simply put, CookieSkin cares. At CookieSkin we aim to put the ‘care’ back into skincare. It’s the soul of my entire company, caring about you, your skin, and your overall satisfaction.

Tell us a little about your team

L’Okoye Cosmetics is a small company consisting of 8 employees including myself. Based in Lagos, Nigeria our team goes beyond selling and focuses on educating women on skincare. Every client we meet learns a thing or two about their skin, skincare routine, or about product ingredients. We believe that an educated consumer would make better decisions when deciding what’s right for her skin and making the right choices on products would help prevent a lot of skin damage we see daily amongst women of African descent.

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

While we are still a young start-up, there have been a lot of challenges, especially since we started operating in Nigeria. While the brand is strong, the inflation rates, importation taxes, and unforeseen difficulties such as fuel scarcity have been daunting. However, L’Okoye Cosmetics has been able to thrive due to differentiation, appropriate pricing, and a matrix like business model that’s flexible. Though my parents worked 9-5, a close uncle of mine whom I look up to is a skincare manufacturer. I learned a lot from him and am inspired by him.

What gives you the most satisfaction being an entrepreneur?

Knowing that I’m actually making people happy and adding value to the world is satisfying. One thing some may not understand fully is, we are all here on earth to show love to each other even when we are apart. So, we work not just to feed ourselves and our immediate families but to extend that knowledge/expertise/gift which we treasure so much, to as many people as we can, willing. Every time someone buys CookieSkin or walks up to me saying they use it, its assurance that people are feeling and receiving the love I have for them that motivates me to keep working.

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

Make sure you remain authentic. Stop asking people, ask yourself ‘what am I really good at that comes easily’. It could be anything, mathematics, accounting, technology, organization, negotiation, science, cooking etc. Then ask yourself why? Why do I care about this so much?  Most people only focus on trying to make money and miss asking themselves these two questions. And in my opinion, failing to be real with yourself, especially women, leads to a lot of the frustrations, competition and burn-out we see in working women.

To find out more about L’Okoye Cosmetics and its product offerings and services, send an email to Lo@cookieskin.com or visit the company website and social media platforms:

WEBSITE | FACEBOOK | INSTAGRAM | YOUTUBE





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Fonyuy Videc Leinyuy, a techpreneur and girls STEM education advocate in Cameroon  — Lionesses of Africa



Why should anyone use your service or product?

Our activities are more than just programming and preparing girls for the workforce. We build a sense of value and self-confidence and we provide a safe and supportive environment where girls can learn, grow and be able to take charge and improve their communities.

Tell us a little about your team

Our team is the secret to our success so far. We are made up of seven individuals with a shared vision of breaking stereotypes and promoting the inclusion of girls in the tech sector. We pride ourselves on making sure we deliver the best training programs and support to any girl that passes through our organisation.

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

Growing up in Kumbo, the North West Region of Cameroon; we had little or no access to computers at school and outside school, but my dad made sure my siblings and I had computers and internet service at our home. This got me exposed to the application of computers at an early age, an opportunity which a lot of my peers did not have. So, empowering young girls is of great importance to me. My challenge so far is to look for ways that I can make positive impacts on small things and be patient with myself in the process.



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Leila Kigha, a Cameroonian entrepreneur on a mission to help women build legacy brands — Lionesses of Africa



Tell us a little about your team

Our brand is organized and run by a small team we call the fantastic four. 
We have all known each other for many years now and each bring unique skills into the business that will provide valuable insights and success in the future. However, some tasks like accounting, taxes, marketing etc. are outsourced to professional agencies on a need to basis.

The Chief Executive Officer comes in with her experience in setting up and establishing media establishments and building teams. She is in charge of making major decisions, managing the overall operations and resources of the company.

The Administrative Assistant/ office manager, is a hardworking and creative individual who is responsible for inventory management, advertising, marketing, and managing cashier and sales staff, as well as day-to-day operations within the company. She oversees the company’s business operations. 

The Chief Product Officer / Project Manager is a strategic leader, visionary, team supervisor, and the main advocate of our organization’s products and services. She is in charge of initiatives across the entire product lifecycle — from customer discovery and user research to development and delivery. She comes in with her young, innovative, fresh perspective and experience of the fashion industry. 

The Legal Adviser is there to ensure we never go astray. Ensuring we do everything by the books and recommending what processes to engage in and when to avoid legal issues in the future – from labor contracts to intellectual property, to work permits, to trade laws, tax laws etc., we are kept abreast on the changes and requirements.

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

I started my entrepreneurial journey as a passionate amateur fashion accessory designer while I was working as a tv, and radio journalist (trained journalist) and I didn’t have a clue what I was doing! All I knew was that I wanted to have a side hustle because I couldn’t make ends meet with my job alone. When I finally left my job in 2010 after I got very sick from the stress and overwhelm at my workplace, cancelled my visa to the UK, my side hustle was all I had because I left my job without a plan. (Don’t do this!) 

I made clothing and accessories for my sisters, eventually most of their friends and that’s how it grew. Back then refurbishing old shoes with African fabrics was becoming popular all over Africa. I experimented with local manufacturers and designers and refurbished shoes and bags for many clients but there was one recurring issue; they didn’t last long because of the quality. Fueled by the desire to serve quality products, I embarked on research on how to manufacture my shoes. With the help of my very good friend, I got quotes from manufacturers and we came up with a business and financial plan. Guess what? I didn’t have that kind of money (over $5000). I was at crossroads … Again! I knew I had to work to grow this from a side hustle to a business, so I got small freelance writing jobs, and this is how I discovered and fell in love with branding and design. It has always been my dream to empower women to embrace their unique gifts and show up confidently, but I didn’t know how I could do this effectively. I come from a lineage of women who empower others.

I was contacted by a dear friend to write an article for her Ghana-based magazine of the top 50 women in my country. With my background in journalism, I already knew quite a several women I could write about but when I began researching, I found nothing about them on the internet.  In disappointment, I came back to my friend with just a few and told her it is so unbelievable that such women with potential and track records have no information on a lie and she told me, and I quote “personal branding in this country is non-existent”

Those words hit me like a fresh revelation from the heart of the Father! 
Before that moment, I had never heard of Personal Branding. I Immediately went to Google and began searching. To cut it short – from 2014- 2016, I received training and mentorship from some of the top pioneering women in the profession. This is where the puzzle began coming together, my passion for shoes and the African print and my love for helping women. I knew these were the tools I needed to carry out my mission.



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Digital innovation for better customer service delivery and experience in local government — Lionesses of Africa



Impact Partner Content / Absa

Municipalities, along with many other public sector entities, are highly dependent on revenue generated from services rendered. As such, they are always looking at ways to improve processes, revenue collection and the overall customer experience. In response to this growing need by municipalities as well as to address concerns of the auditor general with respect to revenue collection by municipalities, Absa has embarked on a journey to provide digitally led solutions to municipalities. 

Midvaal Local Municipality (MLM) Pilot

To develop digital payment solutions, Absa entered into a partnership with the MLM to pilot various solutions to address decreasing payment levels by MLM customers, reconciliation of payments, increasing payment channels, in particular digital platforms considering COVID-19 and the need for non-contact means of interaction between the MLM and its customers. 

4iR digitally led solutions 

1. Scan n Pay enables MLM customers to pay for municipal services using Absa ATMs, irrespective of where they bank. Absa-banked customers can use both banknotes and cards to transact. Non-Absa-banked customers can only use banknotes. 

Benefits:

  • Accuracy of payment referencing is guaranteed, enhancing the reconciliation process, and improving the customer experience.

  • Absa’s vast network of ATMs allows MLM customers to pay for services at any Absa ATM, instantly increasing MLM’s footprint, reducing queues within the MLM’s cashiering sites and reducing queues in Absa branches.

  • Reduction of cash payments and attendant costs and risks associated with cash.

  • Real-time payments, not limited to Absa customers.

2. Aligning Absa’s system with the MLM’s accounting system, to ensure that all incoming payments meet the criteria as per the MLM’s accounting system. 

Benefits:

  • Reduction of unidentified transactions.

  • Efficient and accurate reconciliation of payments.

  • Improved customer service.

  • Addressing the concerns raised by the auditor general.

  • Significant reduction in the MLM’s suspense account for the financial year 2020/21

MLM app: The MLM has their own app for communicating with residents and for the logging of faults. Absa Merchant Services creates an express pay button on the app to facilitate payment directly from the app by MLM customers, irrespective of where they bank. This is a first for any municipality.  

Scaling solutions provided to MLM: Our innovations are aligned to support revenue collection for municipalities and upliftment of their residents. Absa Digital Solutions has prompted conversations and presentations with other municipalities to roll out the same to them. Rustenburg Local Municipality, Mbombela Local Municipality, Moqhaka Local Municipality and Dihlabeng Municipality have been identified as the next Absa customers. 



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A Practical Guide to Kickstarting Your Business by Elizabeth Ogabi — Lionesses of Africa



Book Review

Author and entrepreneur, Elizabeth Ogabi, believes it’s time to make your ideas a reality, and in her new book Side Hustle in Progress: A Practical Guide to Kickstarting Your Business, she shows you how. If you are feeling overwhelmed by all the information out there about starting a side hustle; or you have a great business idea but no clue where to start; or you are looking for advice to help you build the portfolio career you desire – then her new book is just what you need to read.

Side Hustle in Progress: A Practical Guide to Kickstarting Your Business by Elizabeth Ogabi is a handbook packed full of inspiration, no-nonsense advice and fresh ideas to help you feel empowered and excited about your future business idea. It also includes case studies from female founders across a range of industries who have built their own businesses and thrived. As someone who has been through it before, Elizabeth Ogabi covers everything you need to know as you embark on your side-hustle journey including:

• Cultivating an entrepreneurial mindset

• Getting clarity on your why, your vision and your mission

• Defining your customer

• Connecting with your audience

• Building your founding team

• Financing options

• PR tactics and strategies

This book will set you up for success in your side hustle so you can avoid wasting your time, money and effort as you work towards turning your business idea into a reality.

Author Quotes

It’s time to make your ideas a reality, because if not now, when?

The purpose of this book is to bring your ideas to life, now and in the future.

Starting a side hustle has become an extremely popular choice; it’s a thing of pride to call yourself a founder and to be doing something entrepreneurial. 

About the author

Elizabeth Ogabi is an entrepreneur, author, podcaster, and educator. Since the age of 16 she has been obsessed with entrepreneurship and since then has launched several side hustles. In 2016 she founded For Working Ladies, a digital media platform focused on equipping women with the information and tools they need to start a successful business. Most recently, she co-founded Leicour.com a private membership network focused on accelerating women within organisations into leadership roles. Whether it’s starting a side hustle, breaking through the corporate glass ceiling, or pursuing full-time entrepreneurship, her ultimate goal is focused on the advancement and economic empowerment of women. She is also the host of How I Made It Happen, a podcast focused on sharing advice from entrepreneurs, innovators and leaders. Elizabeth has been recognised for her work by Forbes, The Dots, and other notable publications.

In 2019 she was named one of the UK Ambassadors of Women’s Entrepreneurship Day. She has also been recognised by The Dots as a Rising Star Inspiring Change in both 2020 and 2021.

www.forworkingladies.com 



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 Selling? Shift that Language!  — Lionesses of Africa



By Lionesses of Africa Operations Department

“…in theory there is no difference between theory and practice, while in practice there is…”, so wrote Benjamin Brewster in the June 1882 issue of The Yale Literary Magazine, and don’t we all just know it! That is why for all the articles we read from the global consultancy firms; for all the University papers written about our industries; for all the young consultants who approach us fresh from University clutching their newly printed MBAs; we know only too well that nothing beats the experience of working at the coal face and seeing the day to day problems, up close and personal.

To give an example by one of our long time Lionesses, Eugénia Langa, founder and ceo at Nweba, a world class procurement company for the Oil & Gas, Mining and other industries in Mozambique and now Angola (see her Lioness Weekender Cover Story here), a massive supporter of our work and one who is always happy to lend a hand to other Lionesses. She recently wrote an article for a global Banking Magazine alerting all to the differences between ‘Theory’ and ‘Practice’ when importing into her beautiful country, Mozambique. Theory, books and assumptions will tell you that goods move from A to B and so long as the paperwork is in order the local officials will check, stamp and release the goods. Indeed this is true, goods do get released, but as they say, timing is everything…

The most immediate impact is the fact that hours of service drop from the 24 hours [seen internationally] to a seven hour day which when one adds in the breaks for tea, for smokes, for lunch and general conversations about the weather, reduces our access to a mere 4 hours per day…

…Sadly, this import process deals not with a single centralized entity, but many different ones, each of whom have their own particular idiosyncrasies, their own opening and closing hours and their own addresses, sometimes some distance from each other. Importers are expected to visit each and every one of these (sometimes more than once) in the search for approvals, official stamps, confirmations of payment and so on. With different opening hours this then on most occasions will result in us spending all morning (if we are lucky, only the morning) in a queue at the first office, moving to the next, where we have to wait for the lunch hour to finish before racing around to the last office hoping to arrive before they close the queue for the day at 2pm, to ensure that the office respects its closing time of 3pm. 

Often the entire day results in simply being told to ‘come back tomorrow’!

So it was with some trepidation that we opened a hefty research report entitled: “How Concrete Language Shapes Customer Satisfaction”, by Grant Packard, an associate professor of marketing at the Schulich School of Business, York University and Jonah Berger an associate professor of marketing at The Wharton School of the University of Pennsylvania, published in the Journal of Consumer Research, here.

In their deep research, and it is deep, citing over 120 other academic papers (certainly a minimum 5 mugs of Coffee read, and we’re talking the strong stuff the HoF brings in on occasions!) they show how language directs our behaviours in everyday interactions in sales. Is there a holy grail, a format we can follow and like a hypnotist draw our customers closer? If so, is this easy to learn and implement, or is this yet another occasion when ‘practice’ proves different from ‘theory’?

We have all been there. In a shop we see the shoe ‘Bella’ and we ask for a size 3 in Navy to try and the shop assistant nods and disappears. Did she hear me? How long will she be? I have only rushed out of the office for a moment, so I can’t be long…

When the shop assistant arrives back holding a ‘Bella’, size 3 and in Navy, there is an internal sigh of relief, but the damage sub-consciously is done. Without knowing it the shop assistant has moved a step closer to losing the sale. How? She did what was asked, she found the Navy in 3 and came back as fast as possible…

It is within this nervousness, this uncertainty that the authors of this report believe the answers lie. As they say: “Consumers are often frustrated by customer service. But could a simple shift in language help improve customer satisfaction?” 

Customer satisfaction. As we showed in one of our Weekender articles (here) if you can solve a customer’s problem completely rather than ‘resolved acceptably’, then the chances of them coming back to you to purchase again jumps dramatically in your favour. Indeed it was found that this jump takes the chances of a repeat sale to this same customer to between 74-79% (depending on type of industry). When one compares that success rate with the repeat sale chances of a customer who bought from you and had no problems what-so-ever (at between 60-68%) one begins to wonder why. Someone who bought from you with no problems is less likely to buy again from you than if they had a problem and that problem was resolved completely?

In fact it comes down to trust. You have shown ‘above and beyond’ that you cared about the customer and it is in the word ‘trust’ that so much of sales is built. The fascinating Wharton, Baker & Verde Group US Consumer Loyalty Study can be read here, entitled: “The Great Payoff of Delivering WOW! Experiences”.

But are you always destined to languish in the 60-68% range if you are just very good at your job and there are no problems to solve at all, let alone completely? Surely there is a way to turbo charge, or even just tweak the chances higher with simply good customer service? As we all know, even a small change in percentages make a huge difference over time (just ask Casinos!). The authors of this report believe it is possible to increase “customer satisfaction by 9% and actual spending by at least 13%” simply by changing our language to more ‘concrete language’ to show the customer that you are indeed listening.

Listening – how infuriating is it if you are trying to tell your child something and they are head down in their phone, they don’t nod, they don’t answer, just ‘tap, tap, tap’. They may be listening – who knows? While your blood starts to boil, something miraculous happens, they put down their phone and get ready for school. But the stress levels have risen and it takes some moments for calm to return…

Of course that is an extreme, but it does show the effect that even the fear or anger that someone is not listening, has on our mind. So it is in Sales (albeit at a lower rate of stress we hope!). Listening is something we have pressed many times in our articles, so this is nothing new, but what is new here is actually showing the customer (or your mother for that matter – in case little ‘Jimmy’ is reading this!) that you listened through concrete language.

Concrete language is the key and is the opposite of abstract language, so be specific, not vague. The customer “must perceive” that you are listening, just as Mum must know that little ‘Jimmy’ heard that it was time for school.

In our above Shoe Shop example, all it would have taken would be for the sales assistant to say: “Certainly Madam, I shall go to find a size 3 Bella in Navy. I shall be right back”, and smile (don’t forget the old ways still help!). The Shopper would have sat back relaxed knowing what was going on and through that simple answer, Trust Builds! That simple change has ensured that the shopper “…believe[s] someone is attending to, and understanding, their personal needs.

Given the fact that a shop assistant or (and especially) a call centre employee may speak to hundreds of customers in a week, it is easy to move back into vague and more abstract language and just use stock answers, such as “Sorry for this issue”, but each time more concrete language is used such as “Sorry for sending you the wrong size in the Grey T-Shirt, when we should have sent size 10”, makes all the difference. Quite simply there is no way that an employee can respond with concrete language if they didn’t listen. If they are watching the clock or fearful that they have only answered 37 calls this hour and are well behind their allocated minimum number (yes some Call Centres can be quite aggressive on their employees), then listening disappears from the equation and the customer becomes just another number – AND THE CUSTOMER CAN FEEL THIS!

Happily our fears over the vague and abstract relationship between Theory and Practice, were then allayed as the authors threw their theories into the big wide world to test! Happily they were proved right as their tests with over 200 actual customer service calls which they split into ‘abstract’ replies and ‘concrete’ ones confirmed their theory. More concrete replies bring about happier and more satisfied customers.

But what if the customer service agent just sounded better – we all know that if we talk ‘with a smile’, bizarrely the person on the other end of the line seems to pick this up and responds better. So back they went to check this via email and using a larger base of 941 emails and replies they went back to work. What was interesting, the firm concerned also provided the sales each of these customers did in the 90 days prior and 90 days after the interaction.

Again success, not only were customers happier with more concrete language, their purchases went up too (and little ‘Jimmy’ is probably more likely to get a Doughnut from you on the way back from school!).

The results were helpfully charted:



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Special delivery for Pinky Hlabedi from the Sernick Group


In the African Farming season two finale, farmer and social activist Pinky Hlabedi is presented with her cattle thanks to the Sernick Group and their head of transformation, Patrick Sekwatlakwatla.



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Game changer for emerging farmers – African Farming


Patrick Sekwatlakwatla has played a significant role in the beef sector, introducing and developing new players to mainstream commercial farming, for more than 25 years. He has been instrumental in establishing impactful programmes that help empower emerging farmers in South Africa. Peter Mashala spoke to Patrick, who is also South Africa’s first black cattle judge.

There is no question about Patrick Sekwatlakwatla’s unmatched passion and energy for the development of black farmers. He has been at the helm of farmer development for over 25 years, steering and implementing powerful and effective programmes through companies like Obaro in Brits, in the North West province, and the Sernick Group near Kroonstad, Free State.

During his 12 years with Obaro Patrick was responsible for establishing the company’s Emerging Farmer Development Programme which ran carcass competitions in partnership with the South African Meat Industry Company (Samic), held information days and started the emerging farmers’ backyard feedlot project. “We were doing all sorts of training and mentoring for emerging farmers, focusing on livestock management and improvement,” recalls Patrick

He was also part of the founding team of Temo Agri Services at Obaro which carried out development work with emerging grain farmers. While he was with Obaro, Patrick played a role in the development of black farmers, many of whom are now recognised as progressive black commercial farmers.

In 2014 Patrick’s work came to the attention of Nick Serfontein, chairman of the Sernick Group. “Nick phoned me and wanted to meet. He drove all the way from Edenville, in the Free State, to Brits. During our discussion he told me he had read about me in agricultural magazines and would love me to join his company,” recalls Patrick. Nick’s vision of developing black farmers and empowering them to become part of the solution to the land reform debacle, resonated with Patrick.

“He had a dream for black farmer development but didn’t really know how to go about it. Although I was a bit hesitant I knew I wanted to be part of this dream,” says Patrick. He joined Sernick in August 2014. It’s seven years later, and Patrick has never looked back. He is now running the well-known Sernick Emerging Farmers Programme. The programme, a comprehensive intervention that aims to commercialise black farmers, has over 660 emerging farmers on its books. 

From a small village in Limpopo

Patrick grew up in rural Limpopo, in a place called Edwinsdale near Bochum, some 150km from Polokwane. His family farmed livestock and he spent much of his childhood herding animals. “I was raised by smallholder farmers and quite naturally I wanted to be a farmer,” recalls Patrick. His parents, however, thought otherwise. “They didn’t see farming as a business and insisted that I find a good job and build a career,” he explains.

After he matriculated from Mathipa Makgato High School in 1992 a shortage of funds closed the doors to university or college education. So, in 1993, he applied for, and was accepted by, the South African National Defense Force. Ten years later he left the army with friends and brothers-in-arms, Steve Sayer and Mike Chapman, to start a private security company. Routine security site visits to Obaro’s Pretoria West branch put Patrick in touch with Obaro personnel.

“We had our guards posted there. At the time I was studying animal and crop production through the University of South Africa,” remembers Patrick. His frequent interaction with Obaro’s branch manager led to his being recruited by the company.

“The security company wasn’t doing that well and I wasn’t really keen on the work,” he says. At Obaro he started off as a salesperson and worked himself up the ladder until he was head of corporate social investment, a position he held until he left the company in 2014. Patrick completed various agricultural courses during this time including an AVCASA course with the Tshwane University of Technology, and an NQF 3 animal production course with the Peritum Agri institute in 2007. In 2010 he became South Africa’s first black cattle judge. 

A move to the Free State

The first farmer Patrick met in the Free State was Solomon Moshweu, from Heilbron, who recognised him from the same articles Nick had read. “Ntate Moshweu was very excited about the new Sernick venture. He helped me bring Heilbron farmers together and we had our first farmers’ day, attended by more than a hundred farmers, on his farm,” says Patrick. After that they held information days in other towns and areas in the Free State.

“While we were teaching farmers we were also listening, as they told us of their challenges,” he explains. The most common problems, especially for land reform farmers, according to Patrick, are a lack of funding, skills and support. As part of the solution to these problems the first Sernick Training Center was established at the Sernick farm in Edenville. “We now have three training centres in the province offering various NQF level livestock courses, theoretical and practical, which are making a big impact on the ground. We also offer short practical courses on dehorning, branding and artificial insemination,” explains Patrick.   

Inbreeding was another difficulty as many farmers were only interested in cattle numbers and not too concerned about animal quality.  “The bulls were kept in the herd for the longest period and inbreeding was prevalent,” explains Patrick. Farmers lacked basic management skills and infrastructure, such as handling facilities and properly fenced camps with waterpoints. “They didn’t have breeding seasons or weaning targets; they were not selecting and separating weaners and heifers or grouping their cattle according to age and breeding season,” he says.  

Sernick introduced a bull and weaner exchange programme to address the inbreeding issues. “This was a crossbreeding programme where we offered quality bulls to the farmers on loan. Many could not afford the bulls, so they sold weaners back to us to repay the loan over a period of up to three years. They kept the heifers,” explains Patrick. In the first year the programme helped 25 farmers. When many had repaid their loans and were producing quality weaners, the carcass competition was introduced for the first time in the Free State. This was done to extend the reach of the project and to teach farmers about the importance of proper nutrition and quality weaner production. They used a customised feeding model and farmers brought their weaners to Sernick’s feedlot for a full 120 day cycle.

“At the end they would compete against each other for prizes sponsored by the Land Bank, Old Mutual’s Masisizane Fund and Sernick itself,” explains Patrick. Depending on the sponsorships available the winner could walk away with R20 000 in cash and a bull bred and sponsored by Sernick. “This was very encouraging, and farmers began to see things differently,” explains Patrick. 

Sernick and the Jobs Fund 

The programme’s success became well known and soon Sernick was overwhelmed with requests from farmers who wanted to join. But there was not enough money to absorb more farmers. Then in 2017 Sernick was approved by the Jobs Fund to implement the project on a much bigger scale. The Sernick and Jobs Fund Emerging Farmer Development Programme was launched in 2018 with funding of R165 million.

The company had to top this up with its own contribution – a prerequisite for all companies participating in the Jobs Fund Programme. About 600 farmers across the province were recruited and separated into three categories: tier 1, 2, and 3. In tier 1, Patrick explains, farmers get Seta accredited training and an opportunity to exchange their livestock for quality animals with greater market value. In tier 2, 300 farmers, selected from the 660, train to develop their own herds and improve their financial literacy. From this group of 300, 60 farmers are selected to be part of tier 3, which aims at developing them into fully-fledged commercial farmers. The 60 farmers who qualify for the third tier are selected on their abilities and must be full-time farmers with enough land to farm 100 cattle or more

The farmers should own the land or have a formal lease for more than 20 years. “They are loaned 35 pregnant Bonsmara cows and a bull, and we finance infrastructural development, including kraals, handling facilities and solar powered water distribution points to all their camps. There is a weaner offtake agreement with Sernick and farmers are given the opportunity to acquire shares in a new company, Sernick Wholesale, established to consolidate the group’s wholesaling operations,” explains Patrick. He adds that farmers are not forced to sell exclusively to Sernick. “They are allowed to sell to whoever offers them a better price. But many still prefer to sell to us.” 

Success story

Patrick says he is proud of how the programme has changed the perception of farmers, especially elderly farmers some of whom are now implementing succession plans. “Most of our current participants in the training courses are young men and women, mainly the children of farmers who are involved in the operations,” explains Patrick.  

He says the project has been a game-changer in women’s empowerment. “The women in the project are doing exceptionally well. Most of them are doing better than their male counterparts. More often the farms owned by women are neat and tidy and the infrastructure is maintained in a good condition,” says Patrick.

He believes their success can also be measured by the increased number of clients who were not part of Sernick’s traditional market. “About 40% of Sernick clients who buy bulls at our auctions are black farmers most of whom have been through our programmes over the years,” says Patrick. “These are farmers who couldn’t afford good bulls a few years ago. But now they can pay anything from R60 000 to R200 000 for cows or bulls from Sernick,” he adds. 

Patrick would like to see more farmers benefiting from the programme, including those in other provinces. The programme, he says, is only possible if the private sector and government work together. “These partnerships are key to the success of the industry and to correcting the injustices of the past.” 

Animal health and nutrition

All the farmers on the programme have a standard programme for animal health and nutrition. The greatest challenge is tick-borne diseases. Patrick says they seldom lose animals to diseases such as botulism, anthrax, lumpy skin and Rift Valley fever because they apply the prevention-is-better-than-cure principle. “We have a strict vaccination protocol which everyone has to follow,” he explains. Brucellosis (contagious abortion) which is fairly common in the Free State, is a big problem. “We teach our farmers to vaccinate their heifer calves, between four and eight months, with S19 or RB51 to protect against brucellosis. Then we vaccinate again with RB51, 60 days before they are ready to mate,” explains Patrick. 

Supplementary feed in summer and winter compensates for year-round nutrient deficiencies in the grass. “We feed winter licks with 40% protein at 400g to 500g per animal. This gets their intakes up and they should be able to eat more dry winter grass to help maintain their body condition,” he says. Pregnant cows are fed production licks to maintain body condition, support the birth of a healthy calf and help the mother with milk production. Calves are weaned at six months at average weights of between 200kg and 220kg. 

Once the grass has flushed after the first September rain they switch to summer licks. “There’s only about 10% protein in these licks and they are higher in phosphorus. There is a deficiency of phosphorus in South African soils and for the greener months until May cattle should have the summer lick,” explains Patrick.  

The bulls are tested for fertility and trichomoniasis in August, three months before they go into the cow herds. The bulls are always on bull finisher or a production lick. Patrick describes the bull finisher as a complete ration containing natural protein, NPN (Non-protein nitrogen compounds), carbohydrates, and other trace minerals. Bulls run with the cows from December to March.  “For those with two breeding seasons, the same process will be repeated after the bulls are taken out at the end of the summer breeding season before they go back for the winter season,” explains Patrick. 

Side bar

Buying animals

Patrick always advises his farmers to buy bulls from reputable breeders who provide a fertility certificate, and preferably some of the bull’s history. “The first questions I ask when a farmer wants to buy a bull are about numbers and type of cattle. I want to know whether his animals are older cows or heifers, and whether they are short or long animals,” explains Patrick. This information will help to choose a bull that is fit for purpose. “This really matters,” he emphasises. A large bull may cause birth complications for heifers if the calf is too big. “For heifers, one should look at smaller framed bulls,” he explains.

“This is why it’s important to examine the records when you buy a bull. One can study these to check the birth weight, maternal weight and weaning weight of that bull. With those facts, you can determine if the bull will be okay to use on the heifers. A bigger bull with a birth weight of 39kg to 40kg cannot be used on heifers as it could lead to a difficult birth (dystocia) where the calf may get stuck in the birth canal and both mother and calf could die,” Patrick explains.   

“I always advise farmers who are starting cattle farming to buy pregnant cows, a cow and a calf, or a three-in-one (a pregnant cow and a calf),” he continues. These animals tend to be more problem-free. “I advise inexperienced farmers not to buy pregnant heifers as they may not know what kind of bull serviced them. As a first-time farmer you don’t want to experience birth complications,” stresses Patrick.  



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Up close and personal with Patrick Sekwatlakwatla – African Farming


1. What is the best advice you have ever been given?

Love what you do and do what you love. I’m a product of commercial farmers of South Africa and every farmer I have worked with has told me to do everything with love and passion if I don’t want to fail. 

2. If there is one thing you could have done differently, what would it be? 

We should have targeted more women earlier in the project. Women are doing very well and for the past years, the best performers and award winners, internally and externally, have been women.  

3. What has been your single biggest success to date? 

To be in the position I am in now and to be working with the best farmers in the country, like Nick Serfontein. Being able to make a positive impact on the development and building of this country.

4. Who has made the biggest contribution to your success?

Nick Serfontein has made the biggest impact. He empowered me and he treats me as a partner, rather than just as an employee. He has let me grow independently, supported my own business ventures and helped me to develop my own community. 

5. What kind of relationship do you have with your neighbouring farmers and what role have they played in your success? 

I have a good relationship with all the farmers I work with. We have developed relationships that go beyond those of just colleagues or mentors. I have become a brother to many of the farmers, especially those that are part of the project and those I have worked with back in the day when I was with Obaro. 

6. If there was a single piece of advice you could give the minister of agriculture, what would it be?

I would strongly suggest that she make more funding available for development, and that her ministry encourages and supports private/public partnerships. 

7. How important is organised agriculture? 

In all honesty, I think these groups are quickly losing relevancy because they are drifting away and losing touch with farmers. They are mostly pursuing political agendas instead of focusing on the farmers and the issues that affect them.



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Farmers spread hope by sharing success stories – African Farming


It’s the end of the second season of African Farming. Host Lindiwe Sithole says it was a privilege to share the stories featured in Season 2. “Each of the farmers had a unique story to tell and we can learn a valuable lesson from each of them.”  In the last episode she travels to Kroonstad to interview Patrick Sekwatlakwatla and Zacharia Matli, a dream team duo farming with cattle and vegetables. 

Patrick Sekwatlakwatla and Zacharia Matli met through the Sernick Emerging Farmers Programme.  Sekwatlakwatla is the head of transformation at the Sernick Group. He saw potential in Matli, they formed a close friendship and out of that friendship their partnership was born. “Patrick always has a solution to a problem, and he doesn’t take long to find it,” says Matli. “If it wasn’t for him and the Sernick Group, I won’t be where I am today.” 

Praveen Dwarika, managing director of Lemang Agricultural Services, has been on several of the farms featured in Season 2 of African Farming.  He has also been serving on a panel of experts for the past two seasons of the show.

“It is the passion and dedication with which these farmers overcome their challenges that keeps me going and inspires others,” he says. “It is a real privilege to be a witness to their success and to see each of their stories told on the programme, to know that we have been part of their journeys.” 

Dwarika gets excited when he talks about how several of these farmers committed themselves to mentoring others. “It is so wonderful to see how they mentor others with great passion, how they make time for skill transfer and how they prioritise the development of the generations to come.”  

According to him, real transformation takes place when farmers interact with communities and communities, in turn, interact with farmers. “We started off by working within a broken system, but over the years we experienced real transformation when farmers, their communities and agribusiness partners took hands, collaborated and gave one another real support.” 

Dwarika says he is thrilled to get to live out his passion by making a real contribution to the agricultural sector. “It is quite a journey, but so far it has been amazing!” 



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