Category: DaVinci Alumni

The DaVinci Institute proudly congratulates Titus Tembo on achieving Cum Laude honours in his Postgraduate Diploma in Business Leadership, an accomplishment that underscores his intellectual excellence, professional commitment, and dedication to advancing South Africa’s fintech landscape.

Tembo shared his reflections as part of DaVinci’s Graduate Spotlight Series, expressing gratitude for the opportunity to recount the journey that shaped both his leadership and personal growth.

A Transformative Leadership Journey

For Tembo, pursuing the Postgraduate Diploma in Business Leadership was driven by a desire to enhance his strategic leadership capabilities in a rapidly evolving fintech environment. The qualification, he explains, broadened his understanding of organisational behaviour, improved his decision-making skills, and deepened his appreciation for aligning strategy with operational execution.

“Completing the programme was truly transformative,” he shared. “It strengthened my resilience, sharpened my professional capability, and helped me grow as a leader. Achieving the qualification Cum Laude was a moment of pride and a reflection of discipline, persistence, and commitment,” said Tembo.

Research That Advances Financial Inclusion

At the heart of Tembo’s academic journey was a research study focused on alternative credit scoring at Lime Loans South Africa. His work was driven by a meaningful purpose: addressing financial exclusion affecting individuals without formal credit histories.

His research demonstrated that incorporating behavioural, transactional, and digital data into credit assessment models leads to more accurate and responsible lending decisions. These insights have the potential to reduce barriers for underserved communities, increase operational efficiency, and support regulatory alignment within South Africa’s evolving financial landscape.

This work highlights the power of research-driven innovation and its capacity to create practical, socially relevant solutions.

Overcoming Challenges Through Resilience and Support

Tembo’s journey was not without difficulty. Balancing full-time leadership responsibilities with academic commitments, navigating data privacy constraints, and confronting moments of self-doubt were among the challenges he faced.

He credits his family, colleagues, and academic supervisor for providing invaluable support.

“The experience reinforced the importance of collaboration in leadership. You don’t achieve meaningful things alone. Having people who believe in you matters,” Tembo reflected.

Leading Innovation and Inspiring Others

With his qualification complete, Tembo is focused on shaping the future of fintech through innovative thinking, strategic leadership, and mentorship. He is passionate about guiding emerging leaders and committed to pursuing long-term growth through advanced studies and leadership development.

Looking back on his journey, he hopes to inspire other DaVinci students with a message of resilience and belief.

“I hope my journey encourages others to remain committed, ask for help when they need it, and believe in their ability to complete their studies,” Tembo concluded. 

It is rare to meet someone who combines professional ambition with a deep commitment to personal growth. Thandeka Mfeka, a recent Master of Business Leadership graduate from The DaVinci Institute, exemplifies this balance. She has navigated the rigorous demands of her postgraduate studies while sharpening her leadership skills and expanding her professional impact.

Meet Thandeka Mfeka: DaVinci Graduate and Emerging Leader

Shortly after her graduation, Mfeka shared her reflections on the journey.

“I pursued this qualification because I reached a point in my life where I knew I needed to grow beyond my comfort zone. I wanted to understand leadership not just as a title, but as a responsibility to myself, my work, and the people I serve. The journey has reshaped how I see myself. Leadership begins with self-awareness, discipline, and courage. Today, I approach challenges with more confidence, knowing that I am capable, prepared, and still evolving,” she explained.

Exploring Entrepreneurial Intent

Mfeka’s dissertation explored entrepreneurial intent among postgraduate business students. She chose this topic out of curiosity about what drives individuals to step into entrepreneurship, particularly in environments where innovation is critical.

“Through this research, I learned that entrepreneurship is not just about resources; it is deeply connected to belief, belief in oneself, in one’s ideas, and in the possibility of creating something meaningful. Mentorship, exposure, and supportive faculty can turn hesitation into action. This insight has reshaped how I view potential, not just in others, but in myself,” Thandeka reflected.

Overcoming Challenges

Like any ambitious journey, her Master’s programme had its challenges. “There were moments when the workload felt overwhelming, and life outside academia demanded more than I had to give. Balancing everything felt impossible at times,” she admitted.

What helped her push through was resilience, routines, and small celebrations of progress. She also leaned on her support system, which included family, friends, mentors, colleagues, and her supervisor. “Their encouragement reminded me that even when I doubted myself, I was not walking in the dark; I had people who believed in me. Success is never a solo achievement; it is built through love, patience, and community,” she said.

Lessons Learned and Looking Ahead

Thandeka highlights that growth often hides in discomfort. The assignments that challenged her, the debates that stretched her thinking, and the feedback that forced refinement all contributed to her personal and professional development. She also emphasised the value of community, noting that her peers and mentors were a source of strength throughout the journey.

Looking ahead, Thandeka is most excited about possibility and purpose. “I am stepping into spaces that once intimidated me and turning fear into purpose. I want to lead with empathy, courage, and conviction, and I am eager to write the next chapter of my story with clarity and confidence,” she shared.

Future Goals and Advice for Students

Mfeka is focused on roles that challenge her to think bigger and lead boldly, while continuing to evolve personally. “I aim to grow into a leader who not only achieves, but inspires, builds others up, and creates meaningful, sustainable impact,” she said.

For students facing doubts or struggles, her advice is simple yet profound: “Be patient with yourself. Growth doesn’t always look like big leaps; sometimes it’s just the courage to take one small step. Ask for help, lean on your support system, and trust that your journey is preparing you in ways you may not yet understand. You belong here, your effort matters, and every difficult moment shapes you into someone stronger and wiser.”

Celebrating a Milestone

With her Master’s degree in hand, Thandeka Mfeka joins the growing community of DaVinci alumni who are excelling professionally while inspiring others through dedication, resilience, and purpose. Her journey is a testament to the power of perseverance, self-belief, and the transformative impact of education.

What does the identification of future technological operations in ICT and ISP look like? BCX’s Head: Field Operations and Logistics and The DaVinci Institute’s master’s alumnus, Frederik Raath’s study explored how organisations in the ICT and ISP sectors can identify the operational success criteria required to maintain a sustainable competitive advantage in an environment shaped by rapid technological evolution, shifting customer expectations, and increasing market competition. Using a qualitative research approach, the study focuses on understanding lived experiences, operational challenges, and cultural dynamics within organisations undergoing technological transformation.

The central research question investigated what kind of framework would ensure continuous operational success and customer value within ICT and ISP environments. Through extensive literature review and interviews with experienced industry leaders, the research concludes that culture forms the foundation of operational excellence. A strong, aligned organisational culture enables more effective change management, which in turn supports improved customer-centric operations.

Scope and Nature of the Study

The ICT and ISP sectors are characterised by high-speed technological innovation and escalating customer expectations. As customers become more informed and demand greater value at lower cost, organisations face increasing pressure to modernise their operations. Traditional models, designed for standardised services, struggle to keep pace with new, complex solutions such as IoT and customer-specific solutions (CSS).

Research Problem

The study identifies three primary operational challenges:

• Execution and fulfilment barriers leading to customer dissatisfaction and unexpected costs.
• Ineffective change management, with teams struggling to adapt outdated processes to new technologies.
• Cultural misalignment, where employees resist change or lack the skills and mindset for future-oriented operations.

Aims and Objectives

The research aims to identify operational success criteria that enable organisations to continuously add value to existing and future customers. Objectives include:

• Determining performance criteria for ongoing operational success.
• Identifying organisational features that support effective change management.
• Understanding the cultural elements required to sustain future operations.

Primary and Secondary Research Questions

The guiding question asks what framework ensures continuous operational success and customer value. Secondary questions explore performance criteria, change management characteristics, and cultural elements essential for organisational fit.

Theoretical Foundation and Literature Review

Current operational models used in ICT and ISP environments often rely on outdated, sequential business process frameworks that do not accommodate modern product diversity, such as IoT solutions. Traditional “cookie-cutter” execution approaches no longer work in environments where each customer may require a unique solution.

Key gaps identified include:

• Lack of proactive customer visibility.
• Insufficient operational readiness criteria.
• Rigid opportunity-evaluation processes that slow down responsiveness.
• Misalignment between market-leadership strategies and customer-experience expectations.

Change Management

Successful transformation requires seamless alignment between business functions, technical systems, and staff capabilities. The literature reveals that change-management failures often arise from siloed operations, limited staff buy-in, and inadequate support structures. Future change models must integrate mindset shifts, process redesign, and skills development.

Culture

Culture emerges as a dominant factor influencing both operational success and the ability to innovate. A winning culture requires clarity of purpose, psychological safety, accountability, and continuous learning. Organisations with stagnant or risk-averse cultures struggle to embrace new technologies or adapt to evolving customer needs.

Research Design and Methodology

A qualitative, phenomenological approach was used to capture leaders’ lived experiences in managing technological and operational transitions. Purposive sampling targeted experts such as CTOs and COOs with more than 15 years of industry experience. Semi-structured interviews provided rich insights into operational challenges, cultural barriers, and success factors.

Presentation of Findings

Theme A: Best Performance Criteria

Interview findings emphasise:

• Clear customer visibility.
• Flexible and responsive operations.
• Defined operational readiness requirements.
• Continuous review of fulfilment quality and cost structures.

Theme B: Effective Change Management

Key success criteria include:

• Transparent communication across business units.
• Clear ownership of processes.
• Skills alignment for emerging technologies.
• Metrics and tools to track change progress.

Theme C: Cultural Elements for Success

Participants identified the need for:

• A culture of accountability.
• Openness to learning and innovation.
• Employee empowerment and ownership.
• Breaking comfort-zone behaviours to adapt to new markets.

Recommendations and Action Plans

Culture

Building a winning culture is the foundation for operational transformation. Leadership must nurture psychological safety, support continuous learning, and create an environment where employees see themselves as contributors to future success.

Change Management

Change management should be an embedded, ongoing organisational function rather than a periodic project. Structures must support faster decision-making, skills development, and cross-functional collaboration.

Delighting Future Customers

Organisations must shift toward customer-centric delivery by:

• Leveraging real-time data and predictive insights.
• Redesigning business processes for agility.
• Continuously redefining “customer value” in line with technology trends.

Further Research

Continuous research is needed into emerging customer-experience expectations and how technology innovations reshape operational success criteria.

Dr Gabapelo Emmanuel Phillip, could you please give us a brief overview of your career to date?

I am an industry expert with two decades of experience spanning higher education, corporate sector and business consultancy. My professional purpose lies in bridging the gap between academia and industry, to transform insight into impact through strategy, innovation and knowledge-driven decision making. I led various projects across the telecommunications, higher education, and consulting sectors, implementing data-driven solutions that enabled business growth and digital transformation. Currently, I am a lecturer at Botswana’s leading School of Business. I deliver innovation and graduate employability-aligned programmes informed by market and national development priorities, focusing on curriculum renewal to create learning experience that is both relevant and transformative. I am a Lecturer for modules that include Implementing Strategy & Change, Creative Problem Solving, Entrepreneurship and Business Development.

In industry, I held a managerial role as Head of Marketing and Business Development, and spearheaded the setting up of the Marketing, Admissions and Corporate Training departments at the newly established Botho University campus in Maseru Campus with the primary focus in integrating technology, people, and systems. Managed commercial strategy implementation. B2C & B2B marketing: Business development across the university’s B2C and B2B portfolios and customer experience design with the goal of building partnerships and expanding reach within the country.

Previously, I served as Marketing and Communications Specialist at Mascom Wireless, leading the execution of 3rd-party campaigns, project management and market intelligence initiatives. Crafted short-term commercial strategies rooted in deep market insights and consumer behaviour analysis, delivered a 5-year Compound Annual Growth Revenue double digit growth with extensive use of marketing and operational excellence initiatives.

In a few words, how can you describe your journey to completing your qualification?

This journey was quite intensive and grueling. As a many-years research journey, it means the originality of the study was a key attribute and involved the invention of a problem to tackle, one that was partly solved or was never solved. In the context of my study, the problem related to a set of related KM challenges among the selected Mobile Network Operators in Botswana’s Telecommunications Sector. I credit The DaVinci Institute for much of the success thanks to the genuine care and mentorship from my supervisors, who introduced me to the richness of various theories and the rigorous methodologies that grounded my study and shaped the way I think. This demonstration of critical and creative skills has occurred – a deep knowledge of the knowledge management field, advanced methods of inquiry, and the ability to synthesize different sets of developments within the field.

What was your most significant challenge that you faced during your doctorate journey at The DaVinci Institute, and how did you overcome that?

The passing of my academic supervisor, Professor Joel Chigada, was quite painful. He passed on in February 2025, a few days before receiving feedback from external examinations. I remain so indebted to that man!

The DaVinci Institute has as part of its learner support system, assigned psychologists to every doctoral candidate for a quarterly ‘meet and chat’ and this helped a great deal. These interactions indeed provided what one could call the ‘DaVinci experience’ and here we are. I finally got my capping!

Can you share a moment or an experience during your doctoral studies that had a profound impact on your thinking or approach to your research?

I was invited to participate as a doctoral student presenter in one of the monthly colloquial sessions held at The DaVinci House. With many of the subject matter experts attending these colloquial sessions, they become a hub for forward-looking scholarly discussions and opportunity for eye opening conversations. Coming out of the colloquial session, I thought it strengthened my analytical and research capabilities that enabled this study to succeed, leading to the successful development of a tailored KM framework, conceptualised to be the solution for driving sustainable development and transformation of the selected MNOs in Botswana and the telecommunications sector at large, both locally and globally. As they say, colloquia is usually a space where research meets practice

Can you describe how you incorporated the DaVinci Institute’s TIPS™ Framework in your study, and the value it added to your research?

The DaVinci Institute’s TIPS™ Framework plays a significant role from a technology, innovation, people and systems perspective because organisations need to survive, grow and innovate. MNOs need to embrace the new change. The development of the conceptual KM framework for the selected MNOs in this study was founded on the interlocking tenets of interconnectedness and interrelationships across the functional areas of organisations. It looked beyond individual organisations’ boundaries to ensure the multiple stakeholders understand the bigger picture and consequently, to appreciate the other components of a system (the organisation) being interlinked.

The TIPS™ Business Framework espouses for the high-level co-creation of knowledge and collaboration, recognition of synergistic accomplishments and workplace integration that views the organisation as a system, determining patterns that may help an organisation to develop effective operational methods.  With TIPS™ Business Framework emphasises for alignment of organisational processes and thus, the development of the KM framework, conceptualised in the context of 4IR, through embracing of the TIPS™ business framework, Botswana’s MNOs, and even the telecommunications sector regionally and globally, will be able to enhance their current processes, be it processes, financial models and even from a profitability perspective.

Dr Gabapelo Emmanuel Phillip, What impact would your research have on your organisation, your community or society at large?

A significant contribution for development of the conceptual framework to these MNOs is the promise for enhanced knowledge access to individuals. In essence, the knowledge acquired will serve as a compass to steer MNOs towards sound financial strategies due to reduced wastages, enhanced performance levels, the efficiency of telecommunications networks, providing invaluable insights into areas of resource allocation, risk assessment and strategic planning.

Further, without knowledge, society may not be aware of the many opportunities that the economy has to offer and, therefore, may be excluded from effectively participating in the knowledge economy. Equitable knowledge access, from the success of the conceptual KM framework will enable citizens to have facilitated access to the various services provided by the government using multiple telecommunication platforms. With the telecommunications sector considered the backbone of connectivity and driver for 4IR, these cutting-edge innovations and advanced technologies will significantly empower the industry and society, enhancing user experiences, improving reliability, and revolutionising the way people communicate.

What advice would you give to incoming doctoral students at The DaVinci Institute, considering your own experience and the insights that you have gained along your journey?

Embarking on a doctoral journey is a monumental task that requires dedication and a support system to guide you through the numerous challenges. To complete a doctorate can be daunting and a successful completion of the doctoral journey should be a recognised rite of passage to acknowledge one’s entrance into the community of scholars within their discipline. Inevitably, it matches the magnitude of the challenge that one would have met through their journey of study. This, therefore, underscores the importance of having an appropriate support system and ‘cheerleaders’ to keep you motivated, encouraging you to consistently show up at your best.

It is not every day that you meet someone who blends professional expertise with a relentless drive to learn. Tebogo Gazide, a recent Bachelor of Commerce in Business Management graduate from The DaVinci Institute, is one such individual. As a Client Desirability Analyst at FNB South Africa, she skillfully navigates the complex world of risk operations and management, all while having completed her degree in Project Management.

Meet Tebogo Gazide: DaVinci Graduate and FNB Analyst

We caught up with Tebogo shortly after her graduation ceremony, and her pride was palpable.

“To be honest, at first I was not really sure what qualification I wanted to pursue. Reflecting on her academic journey. However, I have had the opportunity to collaborate with business analysts and project managers at work, which influenced my decision to pursue business management with a focus on project management. That experience has shaped how I approach both my personal and professional life,” she shared.

Balancing a demanding corporate role with academic commitments was no small feat. Tebogo manages the termination of flagged customers, oversees off-boarding processes, communicates across departments, and continuously refines operational procedures. Yet, even with a packed schedule, she remained steadfast in completing her degree.

Overcoming Challenges

“There were moments when giving up felt easier. Finding the balance between work, life, and completing my degree was my biggest challenge. What helped me push through was remembering why I started and my desire to succeed,” she admitted.

Time management quickly became her most vital skill. She learnt that juggling work, life, and school will drain you, and one area will fall behind if you do not manage your time right. 

“I had to ensure I submitted quality work on time and stayed committed to all my modules,” she shared. 

Her support system played a critical role in her success. Her mother and her partner were her biggest supporters. 

“Their encouragement kept me going. But ultimately, it was my own desire to succeed and earn this degree that motivated me to reach the finish line,” she explained. 

Lessons Learned and Looking Ahead

Gazide’s journey was shaped by key lessons that extend far beyond academics. Time management, dedication, and perseverance stand out for her. These lessons are not just applicable to studies but to life and career growth as well.

As she steps into the next chapter, she is most excited about opportunities for personal development and career growth. “This achievement will hopefully open many doors and allow me to grow further in my field. Professionally, I aim to climb the corporate ladder and eventually take on a project management role,” she shared. 

Encouragement for Current and Future DaVinci Students

For students who may be struggling or doubting themselves, Tebogo has this advice: “Always remember the end goal and why you started. The journey is not easy, but with the right support system, it will be worth it.”

Reflecting on her milestone, she shared on social media, “There were moments when giving up felt easier, when the goal seemed too far, and the load felt too heavy, but I kept going. I showed up for myself, even when it was hard, and that’s what makes this milestone so special. This degree is a symbol of faith, perseverance, and countless sacrifices. I’m proud of how far I have come and excited for what is ahead. Here is to every lesson, every challenge, and every victory that led me here. I did it, and I did it with heart.”

With her degree in hand, Tebogo Gazide joins the growing community of DaVinci alumni who are not only excelling in their careers but also demonstrating resilience, purpose, and dedication, setting an inspiring example for those following in their footsteps.

This month, The DaVinci Institute honours the remarkable students who completed their programmes on 30th October. Among them is Jana Britz, who has graduated with a Postgraduate Diploma in Business Leadership, a milestone reflecting her dedication, perseverance, and vision for the future. Her project, “Greenwashing Marketing Tactics: The Effect of Greenwashing on Brand Confidence and Consumer Behaviour,” explores the impact of misleading environmental claims on consumer trust and brand perception, highlighting her keen insight into contemporary marketing challenges.

The Journey to Graduation

“This moment feels incredibly special, not only for the result, but for the journey it took to get here,” shares Britz. 

Balancing her studies with work and personal life was challenging. There were late nights, early mornings, and moments when doubt crept in, questioning whether she was capable of reaching the finish line. Imposter syndrome often made an appearance, but Britz’s determination never wavered.

Support from Loved Ones

Britz emphasises that her family’s support was equally vital. “My husband and family made just as many sacrifices, saying no to Saturday rugby games, birthday get-togethers, midweek visits, and even shortened holidays. Their patience and support made this possible, and I am endlessly grateful,” she says.

Learning from Others

Along the way, Britz connected with incredible minds who reminded her that there will always be someone more skilled, more qualified, or more insightful. Rather than being intimidated, this became a source of motivation. 

“As the saying goes, ‘you are the average of the five people you spend the most time with.’ I have been lucky to be surrounded by some exceptional ones,” she reflects.

Looking Ahead

With one chapter closing, another begins. Britz is now preparing to apply for her MPSA designation (Marketing Professional of South Africa) through the Marketing Association of South Africa (MASA), with the long-term goal of becoming a Chartered Marketer (CMSA).

It has been a journey of hard work, reflection, and growth, and this graduation marks not only an achievement but a stepping stone to even greater aspirations.

Dr Bheki Mdakane, could you please give us a brief overview of your career to date?

My career is quite interesting in the sense that I started as a clerk in the mines and I ended up in an executive position. I began in 1987 as a junior administrative clerk. I was later promoted to senior clerk, then I found myself taking on responsibilities that led me to become a supervisor, a superintendent and eventually a manager. I even served on some executive committees within the mining sector and I am also a teacher. That means I have had two careers running side by side.

There was also a legal aspect to my development because I completed my master’s with DaVinci in the domain of labour law in 2016. After COVID, my career took a dip but I now find myself in a new chapter.

In a few words, how would you describe your journey to completing your doctorate?

A mixed bag. The journey to completing the doctorate was truly a mixed experience. I started in 2018 and thought I would be done by 2021. Then COVID struck. I lost my data, including terabytes stored on Microsoft 360 cloud, because of load shedding.

The last document I retrieved after the data loss was not as updated as I believed it was. I took a sabbatical. I wanted to give up, but something inside me insisted I could not.

My first submission in 2023 felt correct because I picked up the work from where I thought I had left off, but behind the scenes many things were not up to standard. I only discovered this after I submitted. I was angry, of course, but I had to let it go and tell myself to take it on the chin and relax. I realised that trying to finish within my preferred timeline was only going to compromise the quality of the work.

When you consider that I submitted in 2023 and only graduated in 2025, you can see how much time it took. But I am glad it happened that way because I needed to step back, review everything and identify new angles, since things had changed. That kept me going because I reminded myself that I was not chasing a qualification, I was chasing education. I wanted to grow from the process rather than simply end up with a qualification that means nothing.

Can you share a moment or experience during your doctoral studies that changed your thinking, your approach to research or the way you resolve problems in your organisation?
 

Losing my data, as I mentioned, could easily have broken me. That experience shifted my entire paradigm. I told myself to relax because things would not end well if I insisted on doing everything according to my own timeline. You are not in control of the universe.

My thinking shifted and I became more grounded. Do not rush. Take things as they come. You may have a goal, but the universe might not allow you to reach it when you want to because you still need to be tested.

Another thing that changed me was the examination process, the back and forth between examiner one and examiner two. There is no way we can all think the same. It was painful to receive a “not proceed” because one examiner did not see the work the same way the other did or perhaps did not read it with the level of familiarity required.

Nevertheless, I had to take it on the chin and remind myself that this is academic rigour. I had to trust the process until we found a point of convergence. Eventually, we did and here I am today, having reached that point of alignment with all the examiners.

Let us talk about the Da Vinci Institute’s TIPS framework. Do you find it helpful?

Yes. The TIPS framework is very interesting because my study focused mainly on the P, the people aspect. My research explored the mining host community’s perspectives and experiences, and the P relates directly to stakeholder engagement in my thesis.

The framework I developed for my study was built from the TIPS model, so integrating it was both relevant and exciting.

What advice would you give to incoming doctoral students who will be studying with us?

Unfortunately, no two journeys are ever the same. We may travel together to the garage, but we are not necessarily travelling the same road. It may look like the same road, but you might have more steps to take than I do. Someone else might have fewer steps even though we left the same place at the same time. There is no one size fits all.

We are all different and we all have different archetypes. My advice is that every prospective PhD student needs to understand themselves. You need to know what makes you tick, what you are made of and the character you bring into the process.

As you progress, there will be examination processes and feedback that may not align with what you expected. If you do not know yourself, that kind of feedback could make you give up. That is why I say, there is never the same journey for anyone.

The key is self understanding. The research you undertake is your study. A professor, whether an examiner or supervisor, is a guide. At the end of the day, it is your work. It is not about the professor because you are the one who conceptualised everything in your own mind. Therefore, you need to stand your ground.

Dr  Arnoldus Daniel du Plooy, Could you please give us a brief overview of your career to date?

I began my career with Eskom in 1980 at Matla Power Station, which was still under construction at the time. I started as a chemical analyst in the chemical environment. From there, I moved to Eskom Research Investigation, where I conducted research within the water environment, working on several projects, including Morepule Power Station.

Later, I transitioned to the Primary Energy Division, which is responsible for coal supply to power stations. During this period, I was asked to assist the Human Resources Department, an unexpected move since my background is in chemical engineering. However, that experience opened my eyes to one of the organisation’s biggest challenges: a shortage of skills.

It was during this time that I engaged with Professor Roy Marcus, and together we initiated and helped fund the start-up capital for what would become The DaVinci Institute. From a corporate and organisational perspective, I was instrumental in helping establish the institution, sourcing students, contributing to curriculum development, and supporting the design of courses to be presented.

In a few words, how would you describe your journey to completing your qualification?

To be honest, it was a challenging journey, primarily because of the immense workload I carried. At Eskom, I was responsible for assessing capital projects. I was also involved in several international collaborations and presentations in countries such as Wales, the United Kingdom, and Canada.

Balancing these responsibilities left little time for academic work. However, during the COVID period, I finally had the opportunity to focus. I put my head down and committed to completing my doctorate.

One of the main challenges I faced was limited interaction during my doctoral journey compared to earlier degrees. The PhD experience is different, it requires far more self-direction. I also faced challenges with supervisory alignment, as my topic was deeply technical and my supervisor had a demanding schedule. Still, we worked through it, and the experience taught me the value of perseverance and patience.

Can you share a moment or experience during your doctoral studies that had a profound impact on your thinking or approach to your research?

Absolutely. Having been part of The DaVinci Institute from its early days, I’ve witnessed how it challenges traditional ways of thinking. My experience as both a practitioner and scholar changed how I approached research, it moved me away from narrow academic thinking to a broader, systems-based view of the world.

At DaVinci, learning is not confined to handbooks or linear thinking. It’s about breaking boundaries, questioning assumptions, and understanding systems as interconnected. This mindset shaped both my research and my professional approach. It encouraged me to look beyond technical frameworks and see how theory, technology, and people interact in a real-world context.

How did you incorporate The DaVinci Institute’s TIPS™ Framework into your study, and what value did it add?

The TIPS™ Framework, which stands for Technology, Innovation, People, and Systems, was central to my research. It allowed me to approach my work holistically, connecting the technological and human aspects of organisational systems.

Technology evolves at an incredible pace, and my thesis was built on the backbone of Artificial Intelligence (AI). The TIPS™ approach gave me the structure to explore how technological and process changes can support decision-making and innovation within large organisations.

My model combines four types of analytics, diagnostic, descriptive, predictive, and preventative, into one integrated system. This was the first time these dimensions had been combined into a single model. The system identifies what went wrong, why it happened, and how best to prevent it from recurring. It acts as both a learning and assessment tool, guiding project teams in real time and during post-project evaluations.

Working with a software development team in Europe, I’m now in the process of automating this model, which demonstrates how academic research can translate directly into practical business innovation. The framework also highlights inclusivity and access, ensuring that even those from rural or under-resourced backgrounds can benefit from tools that guide learning and problem-solving.

What advice would you give to incoming doctoral students?

Read, read, and read some more. Spend more time reading than writing, because reading gives you the depth of knowledge and perspective you’ll need. Before you begin your doctoral journey, decide what you want to achieve, have clarity on your purpose.

You must also understand the challenge you’re addressing. Be able to distinguish between a genuine research problem and a perceived one. That distinction will guide your work. My own research drew from over 227 academic sources, which gave me the lens to see things differently, to look at systems from a core fractal perspective. That ability to see patterns, connections, and deeper meaning is what truly defines a scholar.

Dr Jerimaya Mundondo, could you please give us a brief overview of your career to date?

My career began as a factory chemist with a chemical manufacturing company, where I worked for about four years. I then moved into quality auditing and quality systems. After that, I joined an international beverage company as a quality assurance chemist and quality systems auditor, which allowed me to travel widely.

As the organisation focused strongly on marketing, I eventually shifted into the marketing department and became a marketing development manager. I later progressed to country manager, overseeing operations in two countries.

After leaving that company, I joined a local organisation in my home country, first in supply chain and later as head of the commercial division. In 2021, I decided to leave corporate work and start my own company. The economic turbulence at the time sparked my interest in understanding how entrepreneurs survive and start businesses in resource constrained environments, which ultimately became the basis of my research.

How would you describe your journey towards completing your doctorate?
 

The journey was arduous, and it required a great deal of grit and determination. It was challenging, but also deeply rewarding and fulfilling. I enjoyed it, I learned a great deal, and I am grateful that I pursued it.

What was the most significant challenge you faced during your doctoral studies?

 I began my programme in 2019, just before the impact of the COVID 19 pandemic. The uncertainty at the time was disheartening. However, the institution, my supervisor, and fellow students remained in contact, which kept me encouraged. It was a difficult period, and some students did not continue because of those challenges.

Was there a moment during your research that had a profound impact on your thinking or approach?

 Yes. After completing my research and submitting my thesis, I encountered difficulties during the defence. It did not go smoothly at first, but the feedback I received proved invaluable. I used it to expand and strengthen my thesis considerably, particularly by adding statistical elements that had not been included previously.

Engaging more deeply with the faculty and the panel enriched my understanding. Had everything gone smoothly the first time, I do not think I would have gained that level of insight into their approaches, expectations, and values.

Dr Jerimaya Mundondo, did you find the DaVinci TIPS™ Framework helpful?

 Very much so. It integrates technology, innovation, people, and systems, which aligned well with the managerial framework I developed. My study looked at resourceful behaviour in constrained environments, and capability, innovation, and people all played important roles. The framework helped me situate my study and make it more practical.

What is your advice for incoming doctoral students?

First, be clear from the beginning about the problem you are researching. It helps if the topic is practical and connected to something you are passionate about, because that passion will sustain you through difficult moments. Solving a real problem makes the journey far more rewarding.

Second, engage actively with the faculty. Attend seminars, make presentations, and take every opportunity to share your work. Even feedback that feels negative is still valuable. It helps you correct your direction early, rather than discovering issues when it is too late to address them effectively.

My research taught me that entrepreneurs can overcome almost any challenge with the right tools and mindset. Working in a resource constrained environment is possible, and I am excited to implement the managerial framework I developed, particularly with innovation hubs and similar organisations that support emerging entrepreneurs.

Dr Juliette Fourie, could your please provide a brief overview of your career to date?

I began my academic journey in 1996 when I enrolled for a BCom in Industrial Psychology, driven by a fascination with how people behave, perform, and succeed in their professional lives. This interest led to my first job in the freight forwarding industry, where I gained a practical understanding of operations, international trade, and the complexities of freight forwarding and customs.

After completing my Honours degree, I developed a deep passion for skills development. By 2006, I founded Metro Minds, a training and development company focused on building skills within the logistics and freight sector. This venture allowed me to bridge industry practice with education and to witness first-hand the challenges organisations face in developing talent.

In 2016, I completed my Master of Science (Cum Laude), applying my research through workplace simulators to help many candidates perform better, particularly first-time job entrants. This hands-on approach not only shaped future leaders but also earned recognition through multiple innovation awards and a place among the Top 100 Most Influential Women in Supply Chain in Africa.

In 2022, I embarked on my PhD journey, the culmination of years of dedication to education, skills development, and the professionalisation of the freight forwarding and customs clearing sector. Throughout this journey, I have worked at the intersection of business, education, and leadership, guided by a belief that skills form the foundation of both personal growth and national competitiveness.

In a few words, how would you describe your journey to completing your qualification?

It has been transformative, disruptive, and deeply personal. The experience taught me resilience and intellectual humility. Completing my doctorate was not just an academic exercise, it was a process of unlearning, reframing, and integrating. It pushed me to connect theory with lived experience and to turn disruption into innovation.

What was the most significant challenge you faced during your doctorate at The DaVinci Institute, and how did you overcome it?

Balancing academic depth with business realities was my greatest challenge, along with maintaining a healthy personal and professional balance. The examination feedback at DaVinci is rigorous, and while it is not always easy to receive, it pushes you closer to excellence.

I overcame these challenges by leaning into the DaVinci community of practice, which provided both intellectual guidance and emotional grounding. I also learned to view challenges as data, every obstacle became a system to understand, not merely to survive.

Can you share a moment or experience during your doctoral studies that had a profound impact on your thinking or approach to your research?

A defining moment came during the data analysis phase, when I began coding interview transcripts through a systems-thinking lens. I realised how fragmented the sector’s approach to skills planning was, as stakeholders often operated in silos while speaking about integration.

That realisation crystallised my understanding that alignment is not an event, but an ecosystem. It shifted my focus from studying problems to designing frameworks for sustainable solutions. The key insight was that continually asking “why” leads to the truest form of evidence.

How did you incorporate The DaVinci Institute’s TIPS™ Framework into your study, and what value did it add?

The TIPS™ Framework: Technology, Innovation, People, and Systems, was not just an add-on, it became the backbone of my research. I used it to structure a strategic framework for sector skills planning, ensuring that the study addressed current gaps while preparing the industry for future technological and social shifts.

Each TIPS™ dimension strengthened the study’s relevance, ensuring it was both diagnostic and forward-looking. It addressed digitalisation, innovation, and sustainability as integral parts of the sector’s evolution.

By combining interpretivism, systems thinking, and the TIPS™ Framework, my research introduced a new way of conceptualising sector skills planning, one that is holistic, participatory, and future-focused. This integration represents a novel contribution to both theory and practice, moving the conversation beyond compliance towards a strategic, systemic, and future-oriented approach to skills development.