Navigating the Beasts: My Life as a Group Enterprise Wrangler.

By Vincent Bukelani Zulu

What was I thinking? Running a portfolio of start-ups across different industries is an experience much like raising a pack of energetic and distinct animals. Some are nearing independence, others are insatiably hungry for attention, and yet, here I am, the lone caretaker at the Group level, trying to keep each beast fed, in shape, and on the right track. It’s a balancing act of epic proportions, and no amount of systems setup and strategic alignment can fully prepare anyone for the sheer scope of the task.

Let’s talk about S84, our glorious, hardworking creature. This is the star of the bunch, bringing in revenue, covering costs, and even occasionally tossing me a bit of breathing room. If S84 were an animal, it’d be a proud stallion, running with determination, aware of its role as the group’s breadwinner. But S84 can only shoulder so much, and every other venture is eager to get its share of resources. Yes, it’s our revenue champion, but even it demands consistent grooming and feeding to keep up its pace.

Then, we have Agave Master, our nearly independent, ever-hungry beast. It’s teetering on the edge of self-sufficiency—a feat that requires as much applause as it does extra effort. Agave Master is like a lion cub growing into its own. You know it’s going to be majestic one day, but right now, it’s still demanding meat for every meal. Soon, I tell myself, soon it will join S84 in running on its own. Just a few more nudges, a bit more structure, a handful of late nights, and this beast will (hopefully) roam free and fend for itself.

BNX Agriwartu, on the other hand, is still in its product development phase, which, as anyone who’s been through it knows, is a euphemism for “black hole of cash.” The beast is still young and full of promise, with impepho at the heart of its vision—our skincare hero ingredient that promises to give this creature its unique appeal. BNX is like a puppy who has sniffed out the scent of something big but hasn’t quite figured out how to hunt. And while it’s all charm and potential, it’s also all costs and little revenue—at least for now.

Then we have SAZIO, practically an infant in its earliest stages. It’s bright-eyed and full of potential, but you know, as with any baby, the costs will continue before we see those first steps toward revenue. SAZIO dreams big—OKR certifications, new venture creations, skills training—and there’s something inspiring about its youthful ambition. But let’s be honest: babies don’t pay the bills, and this one has yet to bring in anything that resembles revenue. Right now, SAZIO’s charm lies entirely in the promise of what it will become, and while that future looks great, it’s a distant vision.

And then, there's the Bukelani Institute—perhaps my most sophisticated creature. Advanced and well-structured, this one is like a refined, yet mysterious big cat prowling around the ecosystem. It’s got all the makings of a revenue-generating powerhouse, but right now, it’s simply not bringing in the cash. The Institute is the thinker of the group, deeply committed to its mission of driving creativity, culture, and knowledge. It feels poised for greatness, but like any intellectual, it takes its time. Right now, I can only watch and wait, with the patience of a parent eager to see their child blossom.

Juggling Strategy, Finance, and ICT

If the enterprises are my beloved animals, then I am the ringmaster, balancing the core elements of strategy, finance, and ICT across each one. But let’s not be fooled—there’s far more to a business than these core functions. There’s sales, there’s distribution, there’s human capital, and marketing. Each demands attention, and each one has its unique way of reminding me that “strategy” is just the first step in a long list of critical actions.

Managing a group of enterprises at different stages—from product development to revenue generation—is a dance that requires stamina, vision, and a dash of humor. Sometimes, I feel like I’m feeding one with resources only to watch another come forward, just as needy, demanding its share. And while most days I’m completely spent, I can’t help but marvel at the excitement that’s building.

Yes, it’s a slog. Yes, it’s full of cash-hungry creatures. But the potential of each beast is undeniable. We've gained incredible momentum this financial year, especially since the beginning of H2. Product development is moving along well; pre-revenue ventures are gaining traction; and for each cash flow challenge, there’s the thrill of knowing we’re creating something bigger than ourselves.

One day, I’ll look back on this time as the moment we laid down the groundwork for a sustainable and thriving group of enterprises. For now, I’ll just keep spreading myself across the landscape, nurturing each entity and savoring every small step forward.