1. Having worked for SEDCO a few months, what is your view of the institution?

My first impression is that SEDCO is a parastatal with good and loyal people in a very beautiful head-office building. 

2. You have been working for another parastatal before, what experiences are you bringing to  SEDCO?

I am not a doctor coming in with a prescription but I am coming in with some operational experience that is coupled with change management for restructuring. But more importantly I believe I am coming in with the attitude of learning from the lowest to the highest employee.

3. A major public view is that SEDCO has for a long time failed to meet its objectives and to fulfill its mandate, what is your take on this?

I do not agree that SEDCO has for a long time failed to meet its objectives and to fulfil its mandate otherwise the Shareholder would have taken corrective action. However I do feel that there is still a lot of work to be done to improve SEDCO’s services delivery and public image.  

4. According to your assessment what are the needs of the SME sector and what is SEDCO doing now and intend to do in the future to meet these needs?

SME sector needs a simple model that produces effective collaboration of all stakeholders whilst giving financial gain. 

5. SMEs have been described as unwilling to use Business Development Services (BDS) and yet they need them. What is the cause of this and what can be done about it?

SMEs are run by business people often on a shoestring budget. They will only buy if they are convinced of benefit in other words they will only buy value. SEDCO has to create a value proposition that is beyond doubt for the SMEs to participate.  

6. How credible are the services provided by SEDCO compared to other service providers and why?

SEDCO’s services are highly credible. During the E50million scandal SEDCO and its services were not even mentioned with the providers lacking integrity.

7. What challenges are being faced by SEDCO and how do you hope to address them?

The biggest challenge faced by SEDCO is building a value proposition that will give us a sustainable competitive advantage in terms of superior services and brand image. We are currently engaged in the exercise of creating our SEDCO brand awareness.

8. There is a feeling that SEDCO is doing a job already being done by so many other institutions and therefore is not necessary what is your view?

My view is that the unlocking of the entrepreneur spirit among the population can never be overly done. My major concern would be the need for a referee to ensure that the quality of the services is up to standard. Another problem is that most of the service providers tend to concentrate in the urban areas to the neglect of the poor rural population.   

9. Can you articulate any future plans for the organization?

To create an environment where SMEs can excel by investing more on research and development so that we can maintain our position of being the leading business development support company in terms of giving business opportunities to Swazis. In the coming month we will be launching our website as well as the “new entrepreneur” concept.

10. As a person what drives you; what is your recipe for success?

I believe I thrive in a free spirit environment that requires a clear thought process and initiative. My recipe for success is integrity