1. What have you found most challenging as a CEO or executive of a large enterprise?

Finding suitable staff to help bring to life the vision in my heart

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

From a very long time, and from a young age, I have always believed that things can be done better, even when I was an employee, I would always see a better way of achieving productivity or service and since I was not able to utilise my skills in that way other than what I was employed for, I took the step to set up my own business, building was the challenge and I am still in the process of building.

3. How do you structure your work days from waking up to going to sleep?

First I have a family, I am a wife and a mother and it is important to me that my home is organised, so my first thoughts when waking up is collecting my thoughts, spending time in prayer so that my spirit is ready and prepared for the day ahead. During this time I need to set the tone so that everyone in my household is organised as they get up. Once my children are in school, it gives me time to prepare my schedule, from reading emails and responding to getting stuck into the day's needs. Once the children are back home, that's when I stop. Once my husband is home dinner is already prepared. Thank God I have the pleasure of working from home. Any residual appointments or necessary issues that need to be dealt with can be done once everyone in my home is in bed. I do try to work around my family, however that isn't always the case.

4. What's the most recent significant leadership lesson you've learned?

Patience! I deal with human beings daily and we don't all think the same or behave the same. My job has taught me patience in the most humble way that I can imagine.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Feel the Fear and Do It Anyway by Susn Jeffers. There was a time in my life that I wanted to publish a book, I wrote the book and got it edited, but then it took me a whole year to gain the confidence to publish this book. I didn;t realise that writing a book would mean it would need to be published, I never connected the dots. It was a close friend who mentioned to me that my book wasn't meant for me but for others and by keeping it hidden I am denying others to be transformed from my experience. The book was published after that discussion and today it's on amazon called The Widow with the Jar of Oil, I have published 2 other books after that initial process.

6. How do you build leadership capacity in a large enterprise?

By first discovering the skills and gifts of those in your establishment, using their skills in the area you wish to build, they will see their capabilities when they get involved and finally giving leaders in your establishment ownership of projects and allowing them to use their initiative, still being supportive and available when needed. Most leaders need to know that they can be trusted to run with an idea, knowing that you are there to support and advise as and when needed.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

I was organising a conference in Texas and needed full support of my leadership team. This also included financial support, through continuous meetings and everyone buying into the vision, every leader contributed and needless to say the event was a complete success.