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Higher Revenues And Greater Optimism: Female-Owned Small Businesses Are Gaining Ground

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The momentum is strong for U.S. female-owned businesses. So strong, according to Sharon Miller, Bank of America’s head of small business, that “this was the first time in four years where we found that women were actually more optimistic than their male counterparts around their hiring outlook, their revenue prospects and their growth.” 

Miller’s evaluation stems from a  2019 Bank of America report that surveyed 1,323 small businesses, 524 of which were owned by women. The businesses had annual revenues ranging from $100,000 to $4,999,999 and between two and 99 employees. Its main goal was to assess the current climate for female entrepreneurs across the country. 

Eighty-four percent of the female business owners surveyed—most in the consumer products, professional practices and personal services industries—expect year-over-year revenue growth, according to the report, and 73% of them plan to expand their businesses, in contrast with only 66% of male business owners who have expansion plans.

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“We’ve seen more success across the board with women, and women can identify with other women,” says Miller. “When you can see someone else—their success and that they’re like you—I think it just goes well for confidence.”

Miller highlights the importance of business owners identifying with people who look like them, but the Bank of America report does not break down numbers by background or ethnicity. 

But a similar report by American Express does exactly that. It finds that the number of women-owned businesses grew 21% from 2014 to 2019, but those owned by women of color grew at double that rate (at 43%). For black women, specifically, businesses grew even faster—by a rate of 50%. It’s the first time the report took into account part-time entrepreneurs, according to American Express senior vice president Courtney Kelso.

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“In some cases, women of color are starting these businesses out of necessity—because they are struggling to find jobs or need to supplement their incomes—or because they want flexibility because they have caregiving responsibilities,” says Kelso. “Also, increasingly women of color may be testing a business idea while holding down a job or seeking a creative outlet or an additional challenge.”

While the two reports points to great strides for women-owned businesses, Liz Sara, National Women’s Business Council (NWBC) chair, thinks that it also speaks to “some of the major challenges that we’re trying to overcome to make it easier for women.” One major problem that persists: raising capital. In fact, according to Bank of America’s report, more than half of female entrepreneurs say they do not have equal access to capital.

To help combat this, NWBC has been working with members of Congress to implement an angel investor tax credit that would act as an incentive for individuals to support local women-owned businesses in their community.  

So far, Sara says, the proposed tax credit seems to be gaining momentum. And given the fact that female founders raised just 2.3% of the total venture capital funding in 2018, the tax credit would be one small step toward closing the venture capital gender gap.

Brianne Garrett

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Heels On Wheels

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The freight and logistics sector is changing face. More women are at the helm – and speeding ahead.

For many years, the logistics and trucking industry in South Africa was dominated by men until a young woman from Durban saw a gap in the market and took the opportunity to overtake them. They didn’t see her in their rear-view mirrors, speeding ahead.

Nicci Scott

Nicci Scott is today the founder of Commercial Transport Academy (CTA), a program designed to help students enter the trucking industry. In an industry where there are few women even now, she is a formidable force.  

In 1995, at the age of 21, Scott started Siyaduma Auto Ferriers, which she says was the first female-owned logistics company in South Africa. This was soon after the country had gained democracy and women were unheard of in the industry. But she had been an entrepreneur long before that. At the age of 18, Scott started a business and sold it for just enough to go to work in the United States where she spent two years.

“While I was there, during the sanctions that South Africa was exposed to, I got to experience services that I had never seen before, like delivery services. These were services we never saw in the country, especially where I grew up,” says Scott.  She returned home, worked for a car rental company for three months, and during that time, saw a gap in the market. The company she worked for moved cars based on bookings, so she saw that as an opportunity to provide these companies with drivers.

That epiphany marked her entry into the industry.

These rental companies would either use labor brokers, who would just drop-off the cars, or use big car carriers which would load the cars on to trailers restricted to 80kmph, and there was nothing in between, she says.

She started her own car delivery service and her list of clients kept increasing.

Her clients didn’t want to work with labor brokers anymore because there was no screening process – drivers with licences who were barely vetted for their criminal records were allowed to drive.

Scott offered a 90-minute turnaround time and that grew the business immensely.

“The big organizations at the time were running like a cartel and they were ignoring me until they couldn’t anymore and these were men, it didn’t matter to them that I was a woman. There was no charter to develop women back in 1998; no one was doing anything to help women in the business,” she says. 

What was key to her was that she was only as good as her last delivery. Every damaged vehicle was an absolute personal failure, so she had to make sure that all was perfect.

However, while the technology on passenger vehicles was improving, she had to find a new market and the technology on trucks hadn’t evolved as much.

“From around 1999, I moved on to the trucking side and offered the very same service solutions to deliver trucks and the industry had never ever seen such a turnaround time,” she says.

Her first customer was MAN Truck & Bus.

She then started phasing out the passenger vehicle market, sold the various regions that came under her purview to the young entrepreneurs and branch managers she had being working with for long.

For her, the commercial trucking industry was far more engaging and stimulating because her services were new to them and Siyaduma Auto Ferriers was innovative.

“In 2008, there was the recession, and by 2009, my business lost 54% market share within three months, not to somebody else, but because trucks were not sold. There were more trucks parked in South Africa than trucks on the road,” she says. 

Again, the company had to look at how they were going to reinvent themselves to survive the recession. There was a lot of innovation from the industry during that time to try and cut costs, recalls Scott.

In 2011, the industry started revving up again and business was doing well. But by then, it came to a point where she was totally exhausted as an individual.

“I had made the worst mistake any entrepreneur could make; I had worked myself to the point where I was sick, I then decided to sell,” she says.

The business was making a turnover of R100 million ($6.7 million), employing 280 people in 2018 and Scott sold the 23-year-old business to One Logix and became part of a big organization.

She now truly wanted to develop young startups and wanted to give back the opportunity that was given to her in 1995.

The CTA became her new focus; she left the organization to focus on the academy. She started with Volvo with the very first program training 20 men, but at the same time, she knew she wanted to be a catalyst for change.

Her goal was to curate an academy focused on the development of men and women, with a special focus on women in the transport sector, offering bespoke training.

“We are currently running a program with Volvo called Iron Women, it takes women with a Code 10 driver’s license and then a Code 14; they then do theory about operating a combination vehicle successfully and safely,” she says.

Then, they are incorporated into the workplace and train for three months, driving all kinds of trucks. “I then go into the market and find them jobs and at this point, there has been 80% employment,” says Scott.

Ntombizodwa Khumalo

Ntombizodwa Khumalo from Sebokeng, a township in the south of Johannesburg, is one of the 80% women now employed as drivers.

Before that, Khumalo worked in a hotel, booking in drivers from parts of southern Africa. The inquisitive Khumalo would page through some of the truck manuals that she would find in their rooms.

About two years later, she heard from a friend that a mining company was looking to employ women. Out of the eight women that were interviewed and tested, she was one of four that got an opportunity to work for the firm in 2007.

Khumalo had never driven a truck in her life and received her Code 14 driver’s licence and a certificate to operate a truck. 

“It was a success because they found that women drivers were better than male drivers, we were reliable, we were not involved in accidents, barely take sick leave or come to work with a hangover,” says Khumalo.

The 36-year-old was operating a dump truck in and around the mine.

In 2012, the contract ended and she was left unemployed. It was not easy gaining employment with logistics companies because she was a woman.

“This was until I met Nicci Scott, she made it easier for companies to trust that as women, the job can be done. Today, I am driving all industrial trucks all around South Africa for an international soft drink manufacturing company.

“Safety-wise on the road, you always have to be alert of your surroundings, and now, we have drivecams (cameras), but we also have convoys, we are never alone. So I feel safe on the road,” she says.

Khumalo is working towards getting her own fleet and becoming an entrepreneur. 

The transport industry has seen drastic changes over the last few decades and thankfully, there are women in leadership positions too, specifically in road freight.

Matlhodi Senyatsi, Director: Logistics Infrastructure, of the National Department of Transport (DoT) in South Africa, has a commerce background and has been in the industry 10 years now.

Her work focuses on policy and regulations in the transport industry. Her portfolio revolves around freight, the movement of goods and services, and coming up with new policies or reviewing existing ones.

“We engage the industry and stakeholders to reach a consensus and after that, we take the processes to cabinet and portfolio committee to say this is what we think needs to happen in the industry from the policy point of view,” says Senyatsi.

That being said, going back to 2008, former transport minister Jeff Radebe had stated the sector would change the face of transport. The South African Network for Women in Transport (SANWIT) was established the same year.

“This umbrella body was established as a strategic vehicle to engage business and government on issues that impact on women in the transport sector, including entrepreneurship,” said Radebe in a statement.

Indeed, this has happened and Lebo Letsoalo is a perfect case in point.

Lebo Letsoalo

Letsoalo is a supply chain coach, a thought leader in the sector, from procurement all the way to transportation and the logistics subdivision.

She currently runs her own organization; Sincpoint, founded in 2016.

The company offers integrated supply chain solutions in the industry. It also enables knowledge, skills and experience to assist in the development of procurement, logistics, information systems and distribution among other fundamentals.

A few months after Sincpoint was founded, she also founded AWISCA (African Women in Supply Chain Association), a non-profit organization, with the focus of building technical capacity and skills through mentorship.

“Part of what I do as a mentor and coach is focus on skills development; we develop capacity around the supply chain sector. I am passionate about supply chain and have being in the industry for 18 years. I started my career doing media studies and after the first year, I dropped it because it wasn’t in sync with what I wanted,” says Letsoalo.

She, therefore, researched the future around certain careers, and the one that caught her attention was the supply chain sector. Her focus was always logistics, she says.

“During my third year, I was recruited into the industry and worked for my first big corporate company as a procurement officer. Over the years, I was moving companies and getting promotions and eventually worked as a senior manager at a mining company. The last organization I worked for was a petroleum company as a general manager for one of their business units, was then promoted  to vice-president for supply chain running the logistics of the chemical sector which was about 60% of the organization’s income.”

She learned as an employee that the industry is male-dominated and realized there was a bigger gap in upskilling, especially around logistics and procurement; she built relationships and currently contributes to upskilling in the sector.

Today, she employs six permanent staff and works with about 10 associate companies, including freelancers.

The name, Sincpoint, came about synchronizing all the subsectors in the supply chain industry which are driving the GDP, and AWISCA was created for students, women, entrepreneurs and professionals.

“With the student chapter, we have partnered with universities that drive the transport economy, logistics, supply chain, and we have a memorandum of understanding with these institutes. We prepare them [the students] for the workplace and also show how you can be an entrepreneur in this sector, like owning a truck in road freight and going into the clearing and forwarding business,” she says.

Letsoalo goes on to add the issue with women driving trucks are the safety measures. “If you are a woman and you have to drive from Johannesburg to Cape Town, you are not allowed to drive non-stop, they need to rest. So the concern of having women on the road has always been a challenge. There is the issue of rape or cargo getting stolen while they are resting, but now the landscape is changing. There are a whole lot of young women that are looking to driving, and trucks have cameras now so that drivers can be monitored. Technology has played a major role in terms of safety for women,” says Letsoalo.

However, in the number of years that she has worked and managed in this sector, she has never met a female truck driver moving freight, although, there are a number of female truck owners.

“It’s an entrepreneur’s space,” she says.

The issue of women empowerment has brought a lot of opportunities for women and Senyatsi testifies to that.

“In the late 1980s, there was a deregulation of the law that trucks were not allowed to move certain commodities, and out of that, we saw a lot of trucking businesses mushrooming,” says Senyatsi.

She says anyone can get into the business; it just depends on which type of business you are interested in. What the DoT finds is that it is easy to get into the industry and people want to own trucks without looking at factors like maintenance and management.

As government, they are looking at making sure there are quality regulations in the industry.

The Road Freight Strategy document will regulate that everybody competes on an equal footing, be it male and female, and this will highlight that owners are properly operating, the truck is serviced regularly, the driver is competent, trained, and also have a person who manages the business for the owner if the owner has other priorities. 

“We find a lot of women in the clearing and forwarding business because you don’t have to have a lot of money to start, you must just understand the trade. In the value chain, there is insurance, maintenance and not just owning a truck, people seem to think that those trucking industries are not as important,” says Senyatsi.

The journey for women in this space has just begun, and they are here to stay.

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Unearthing Local Talent

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Chika Uwazie helps small and medium businesses find the right people and scale up with more sophisticated human resource systems in Nigeria’s booming economy.


Nigeria is projected to add no fewer than 200 million people to its current population of 196 million between 2018 and 2050. The country is also expected to surpass the United States (US), according to a 2019 Nigerian economic outlook report by PricewaterhouseCoopers (PwC). With such a swell in its population, the need to find the right talent has become a strategic imperative for organizations.

That is where Chika Uwazie comes in. The 31-year-old tech entrepreneur helps SMEs automate their human resources (HR) tasks to ensure they have the right processes in place to help them scale and be successful.

Her own journey to success has been far from easy. The Georgetown University graduate, who spent 10 years as a competitive cheerleader in the US, made the decision to relocate to Nigeria after her little sister died due to complications from sickle cell anemia.

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“When everything happened with my sister, I was at a crossroads. I had finished Georgetown and when you finish from a big school like that, you go into consulting with one of the big four. I said I don’t want to do that because that was not enough. I used to always get excited and light up when I spoke to my sister and we spoke about potentially starting something in tech and building a tech company,” says Uwazie.

After her sister’s death, Uwazie decided to take the leap and build a company that was not only profitable but also made an impact. She started a tech company called TalentBase, a HR software company that provides an affordable and easy-to-use HRM platform solution enabling HR managers and growing businesses to simplify and organize their HR processes. Uwazie was determined not to let the vision she shared with her sister die. But first, she needed funding. 

“As you know, it is very hard for black people to raise money in the US, the bars are extremely high. I felt it would not necessarily be easier in Africa but I felt I would have more support if I came back to Nigeria to start a tech company and so that is why I came. And I felt like I wanted to have an impact. Tech is so oversaturated in the US and I felt like in Nigeria, there are so many things that need to be done.”

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After almost a year of knocking on the doors of prospective investors, Uwazie got her big break through a colleague at Google who connected Uwazie with 500 Startups, a Silicon Valley-based venture capital firm, which provided funding and support.

The program required Uwazie to stay in San Francisco for six months, after which she was able to successfully raise more angel investment a year later to scale her business. This year, Uwazie stepped down from the CEO position at TalentBase to move on to her next venture, Career Queen.

“In Africa, and not just Nigeria, there is a human capital problem. Throughout the time I was running TalentBase, everyone kept complaining to me about how it was difficult to find good talent and this is why I started Career Queen, which is my second wind of entrepreneurship. It has been a crazy growth cycle and I didn’t realize how challenging recruitment is in Africa,” says Uwazie.

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She spends most of her time recruiting C-suite executives and executive assistants for organizations in Africa, with a particular focus on women. And according to Uwazie, the numbers don’t lie.

“It has been proven, companies that hire women are 30% more profitable than those who do not have women in the team. The aim is to also get women a seat at the board table. A huge part of my vision now is starting this movement among women, making an impact in organizations and finding great talent for organizations.”

Only if there were more who thought like her.



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Why Corporates Can’t Get Enough Of Their Home-Cooked Food

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Yolanda Nomoyi and Mathapelo Montsho’s catering company is proving that corporate South Africa has a genuine appetite for home-cooked food served with soul.


They were two people leading completely different lives until that one day at a social gathering when food brought them together.

 Mathapelo Montsho and Yolanda Nomoyi met through a mutual friend and they both had common culinary passions.

Soon, they together put their skills, contacts and experience to good use, to found Why Cook, a catering company, in 2015, with one founder specializing in meat and the other in vegetarian food, preparing dishes from their home-kitchens for their respective clients.

Business picked up and soon, they were cooking together for big corporates, from Montsho’s single garage at her residence in Midrand in north Johannesburg.

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Success was brewing for Why Cook, and from the garage, the eager entrepreneurs moved the business into the house and into a neighbor’s vacant garage they used as a storage facility.

The co-founders had no formal culinary background and never aspired to be chefs but embraced the fact that people needed good, healthy home-cooked food, which was their specialty.

“It’s what people always say about our food; it’s very homely and you cook from the heart and soul. [For example], we use our grandmothers’ recipes to make spinach because we always struggled with it and surprisingly, ours taste better than what the chefs make [in five-star hotels],” they concur.

Obviously, demand came from quarters and in numbers they didn’t expect. Nomoyi adds: “We bagged a big order from Knorr; a food and beverage brand, and we had to get assistance. We employed four people to help with this particular order, then another order from ACSA (Airports Company South Africa), to cater for up to 100 people a day because they didn’t have a canteen. We were catering for two companies at the same time.”

Their humble kitchens couldn’t handle the pace at which the business was growing. The pair soon won a bid to cater for the prestigious ACSA Feather Awards. That was their biggest event and a breakthrough into more corporate opportunities.

In the short time that they worked as a tag team, they closed the year with a turnover of over a million rand, and they worked ridiculous hours – early mornings and late nights.

With their earnings, Montsho and Nomoyi moved to bigger premises.

“Now that we got money, [we said] ‘let’s actually get a decent space at the Riversands Incubation Hub’ [subsidized for small and medium enterprises]. We enquired and they were not responding to our calls and emails, but finally agreed to meet us. They doubted us and we gave them a deposit,” Montsho says.

The two moved to a 150sqm space in Fourways, in upmarket Johannesburg, a week later in early 2016.

All they had were two gas stoves, pots and pans, and a growing client base. With the profit they made at the ACSA Feather Awards, they bought an industrial oven, a fridge and more equipment.

“We didn’t realize how much all this costs. We bought the fridge and thought it was going to come in a truck, but it came as panels, we had to pay another R20,000 ($1,345) to get it assembled after buying it for R50,000 ($3,362). So we ended up spending more than R100,000 ($6,725) for equipment,” says Montsho.    

Overall, they have spent around R400,000 ($26,900) and say they are nowhere near being fully-equipped. But Lady Luck has been with them. After approaching an events and public relations company to do work with them, they were offered a stove as part of a corporate social investment project.

Today, Why Cook, employs seven permanent staff and 15 temporary staff, although some of the original team members have left.

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“I also think that when you don’t know what you’re doing, it’s difficult for staff to be committed. So now that we are getting more confident, growing and instilling certain processes, when an environment is conducive for people to stay, people will do so. Now, four years later, our turnover is R6 million ($403,000),” says Nomoyi.

Why Cook still caters for major corporates such as ACSA and L’Oréal in South Africa and will soon be expanding its business to other parts of the country.

In 2019, the pair walked away with the Rocket Fuel Award, recognizing the business that has shown the highest sustained income growth over the program period in the SAB Foundation Tholoana Enterprise Programme Awards ceremony.

They are testimony that homely food and hard work can be great ingredients for success. 

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