Tebogo Thabethe is a shining example of how The DaVinci Institute empowers its staff to grow into effective leaders. His journey from Graphic Design Intern in 2024 to leading the tt100 Business Innovation Awards Programme as Project Manager a year later is a true testament to the Institute’s commitment to professional development and innovation.
Tebogo Thabethe’s Background Before DaVinci
During his second year at Nelson Mandela University, he joined Enactus, the student entrepreneurship society, a global network of leaders committed to using business as a catalyst for positive and social environmental impact. Being part of Enactus gave him practical experience in managing projects, articulating ideas, and creating presentations.
“Interestingly, my journey in Enactus evolved from being the IT and Design Officer to eventually becoming the President. In my final year, I was a Chief Innovation Officer (CIO), simply because there was no position for me after serving as president. I wanted to continue contributing meaningfully, so we created the CIO role and I transitioned into it the following term,” says Thabethe.
Experience At DaVinci
When Thabethe joined the institute as an intern, he shared that he found that the organisation was relatively new and small, very different from the government university space he had known before, where there were many people and layers.
Here, things were more intimate, which made it a fertile ground for exploration.
“I found that working with Executive: Marketing, Branding and Communication, Ofentse Rapakgadi, was very open-ended. If I had an idea, I would be encouraged to explore it, test it out, and see how far it could go. That kind of freedom and innovation is what I liked,” Thabethe shared of the internship experience.
There were deliverables he had to focus on. The journey was not always smooth. When his line manager went on maternity leave, he got a new line manager, and that was a tough transition. It was not terrible, but it was challenging.
There he had to prove his value all over again, to remind himself why he was here. The real challenge was navigating the transition from the previous visual direction, a corporate business school direction, to a black, blue, and white AI-inspired approach that felt futuristic..
“My former line manager had pushed the AI-inspired visual direction, but the new conversation was around whether this was suitable for our audience. Were we not alienating the mature students we served?” tells Thabethe.
We ultimately agreed to go with what the new line manager requested and realised that to move forward, we needed to align with management’s expectations and see how far their vision could take us.
tt100 Role – Project Manager
About a year later, Thabethe transitioned from his role in marketing as a graphic design intern to project manager, capitalising on an opportunity that arose internally.
“A good colleague of mine was leaving, and I casually asked if I could take over his role. He encouraged it. I spoke to my line manager about it, and she motivated the move, saying it aligned with my entrepreneurial outlook,” Thabethe shared.
Thabethe reached out to the CEO, Prof Ben Anderson, about the opportunity at tt100. Prof was inspired by his experience and confidence, and gave him a chance, although he had to prove himself. According to Thabethe, that opportunity was crucial. It gave him a chance to showcase what he could do beyond design.
“The knowledge I brought with me from Enactus helped. Managing tt100 projects now feels similar in some ways to the projects I managed back then, only on a larger scale, with a more professional audience. I was not fully aware of the challenges I would face, but I understood the processes required to get things done and deliver,” Thabethe shared.
A Change Thabethe Could Bring
When asked about what he wishes to change at DaVinci.
“If I could change one thing, it would be getting everyone to see this place as I do, as a space for entrepreneurial scientists. We are currently piloting a project called the “Structured Incubated Entrepreneurial Development Programme tailored for Food Producers and Food Manufacturers”, the first of its kind. We are testing, experimenting, and innovating. If everyone here could embrace that mindset, things would be so much easier. It is a co-creative environment, delivery is important, and the how is all to be innovative. When I have an idea, Executive: Business Development, Dr Sam February will say, “Run with it and see how far it goes.” Which makes this a truly co-creative space,” he shared.
The Biggest Lesson In His Career
The biggest lesson he has learned and now shares with others is failing quicker, which is common although not spoken about often, and because of that, people do not realise how many times you need to fail until you succeed at something. Thabethe emphasizes that failure is where critical learning happens.
“I do not need to know everything upfront, but I will go home, study, and come back ready. That is how I continue staying relevant,” he shared.
In reflecting on what he is mostly grateful for in this journey, it is intellectual stimulation. This environment has challenged him to expand his thinking to co-create.
“Our CEO often challenges us, questions on the spot, and I have grown to enjoy those moments. It pushed me to be more thoughtful, creative, and engaged. People here are open to sharing knowledge and listening. There is a culture of curiosity, what they call “problem probing,” to actively investigate, analyses, and address complex organisational challenges,” stated Thabethe.
Leave a Reply