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The Madhvanis: The Industrialists Who Have Tasted Sucrose And Success

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The Madhvanis started with sugar and now lead diversified global businesses. In a rare interview from their home base of Kakira in Uganda, Mayur and Kamlesh Madhvani, the Joint Managing Directors of the Madhvani Group, share a century-old tale of extraordinary family enterprise and how they are continuing the legacy of their forefathers. 


It’s  a bumpy 100km drive from the Ugandan capital of Kampala to the town of Kakira in the east. Past the swaying sugarcane plantations and green hillocks and roundabouts intermittently featuring the words ‘Madhvani’ and ‘Sugar’ that announce you have arrived, a tranquil avenue, immaculately lined by pine trees and acacia, leads to Kakira.

From this little town, an international empire was built, with a reach in far and distant lands. To this little town, have many a cavalcade, bearing presidents and global business tycoons, made its way.  

At the sugar factory that is the pulsating heart of Kakira, the quiet of the verdant landscape rapidly gives way to the deafening sound of production. 

The sound of enterprise, the sound of African industry.

Close to the equator and Jinja, the source of the Nile, I am in the ‘cane yard’ of Kakira Sugar Limited, watching giant machines noisily swallow up truckloads of sugarcane and crush them into pulp.

READ MORE | Uganda Sees 11% Growth In Sugar Output This Year

Under the sweltering African sun, these monsters, also known as feeder tables, are four in number around me, relentlessly chopping tons of sugarcane fed by a long line of at least 400 trucks piled high with unruly cane stalks gathered from the fields in this eastern corner of Uganda. 

This is the back-end and the beginning of a well-oiled factory process that will eventually turn sugarcane into foamy rivers of juice and finally sugar.

The entire process, from feeder table to sugar crystal, is completed in eight hours, resulting in bags of refined sugar at the other end.

Inside the factory, even the air is calorific, with the saccharine-sweet smell of sugar – and success. The factory is the soul of the 14,000-hectare Kakira Sugar Estate, which provides a livelihood to some 9,300 direct employees, and sugar to the rest of Uganda and East Africa.       

It is the core business of The Madhvani Group, Uganda’s biggest sugar producer. And everything within a 10km radius from here, belongs to the group.

Generations of the Madhvani family have been based in Kakira, and much has happened here over the last century: success, strife, destruction and resurrection. 

It all started in 1908, when at the age of 14, the family’s venerable patriarch, Mujlibhai Madhvani undertook the long and arduous journey from India to Uganda, to join his uncles Vithaldas and Kalidas Haridas in their shop in Iganga. By the time he was 20, Mujlibhai was tasked with opening and managing a shop in Jinja, a town at the source of the Nile River.

The waters ran deep in his veins as he was determined to make a success of his enterprise. He was appointed the Managing Director of Vithaldas Haridas & Company, which in 1918, bought around 800 acres of land in Kakira. The sugar factory subsequently started operating here in 1930, with a cane crushing capacity of 150 tons per day.

Mujlibhai built his empire on sugarcane, and laid the foundation for Kakira’s development, also empowering the communities within. Kakira grew around the factory and family home.

Soon, Mujlibhai Madhvani & Co. was also manufacturing sweets, soap, cooking oil, ghee, tea, margarine and pastry shortening. It also made cotton and became the agents for imported goods such as Goodyear tyres.

The late Manubhai, Mujlibhai’s second son, writes in his book, Tide of Fortune, an account of the family’s tale, with British author Giles Foden: “My father was the first person in Jinja to own a radio, which he bought in 1938. He purchased a record player in 1940 and soon afterwards, he became the proud owner of a 9.5mm film projector. His love of cars led him to purchase an extremely expensive powder-blue Buick, as well as an Oldsmobile.”

After Mujlibhai’s death in 1958, his eldest son, Jayantbhai, took over the business. Manubhai worked closely with him. By 1970, the Madhvani Group, according to Tide of Fortune, was at its peak with rapid annual growth of at least one new manufacturing unit a year. Manubhai says of his brother Jayantbhai: “I admired his humility and his commitment not only to serve the family, but also the community at large.”  

The factory is the soul of the 14,000-hectare Kakira Sugar Estate, which provides a livelihood to some 9,300 direct employees, and sugar to the rest of Uganda and East Africa. Picture: Forbes Africa

And he further pens: “How did we select the industries we were expanding into? It was a combination of two or three policies, really. The first was to seek vertical integration. If you make beer, you will need bottles, so why not manufacture them and some plastic crates as well?”

Unfortunately, for the Madhvani family, tragedy struck when Jayantbhai died of a massive heart attack in 1971.  

Politically too, Uganda’s destiny was changing.

When Idi Amin came to power in 1971, Manubhai was thrown into the Makindye military prison, an infamous hell hole, by the ruler for 21 days. The Madhvanis, along with the rest of the Asians living in Uganda, were notoriously expelled by Amin in 1972. The family relocated to London and then Kenya.

The sugar mill operation, which was producing 83,000 tons of sugar and contributing to 10% of the country’s Gross Domestic Product (GDP), was destroyed, looted and run down.

“Production had been at a standstill since the end of 1983 and the great hangar where sugar had once been produced was now a home to birds and animals,” says a line in Manubhai’s book.

When Amin was toppled, the Madhvanis returned, to the vestiges of their farm and factory, and a family squabble, with a segment of the family taking over the business in 1980.

The property was returned and the process of recovery started in 1985, with Manubhai and Mayur, Mujlibhai’s youngest son.

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“When you repossess assets that are completely destroyed and run down, there is obviously a great emotional side to this,” says Mayur, the Madhvani Group’s Joint Managing Director, when we meet him in his offices at the Kakira sugar factory on a sun-filled afternoon in March.

The offices he shares with his nephew and Joint Managing Director, Kamlesh, Manubhai’s elder son, are adorned with tasteful MF Husain paintings, family memorabilia and redolent with the smell of incense. The British-educated Mayur, wearing a crisp white linen shirt, warmly invites us to his office space.

“For us, it was not so much a business decision, I think it was more of an emotional decision but it ran into the business arena because we knew that once the industry would come up, there would be growth,” continues Mayur about the challenging 1980s.

Kamlesh, 64, who joined the business a few years later, and is the younger of the two, chips in: “Kakira is where the roots of the family are. What we learned very quickly was that it is far easier to build something new than to rehabilitate something that is in total disrepair. It is not only the physical assets but also the mentality of the people.”

They had to work hard to return it to the glory days of the past.

“When we were here before 1972, we had connections with a lot of leaders. Mrs Indira Gandhi visited us, and also the Kennedys; they all used to visit Kakira. Martin Luther King was here, to meet my brother. My father of course is the pioneer. I mean if you look at the way the estate is laid out, it was this man in the early 1950s that laid it out,” recalls Mayur.

 Today, the Madhvani Group is one of the biggest diversified private-sector businesses in Uganda, with assets of $750 million for the Kakira sugar business, producing 180,000 tons of sugar, 74,000 tons of molasses and 22 million liters of ethanol.

The sugar factory also makes green electricity. Very little of the sugarcane is wasted. The fiber from the process, or the bagasse residue, is burned in large boilers to generate steam that drives the turbines.

The facility also generates 51MW of electricity daily and of that, sells 32MW to the national grid, “enough to light up Kampala”, says Mayur. This is one of the biggest bagasse co-generation power plants in Africa.

A tour of the sprawling factory is rounded off with a visit to a storage warehouse with mountains of 50kg sugar bags, stacked from floor to ceiling at any given time, ready to be hauled onto waiting trucks. 

At an altitude of about 4,000ft, Kakira is lush, fertile territory offering year-round harvest. The sugar factory stops only for a month every year for maintenance. It processes its own cane but also buys from the farmers, or the out-growers, living outside the nucleus of the estate. This is an association built from Mujlibhai’s time.

Kamlesh and Mayur Madhvani, the Joint Managing Directors of the Madhvani Group. Picture: Forbes Africa

“There was a genuine affection when we came back [in 1985]. But it was very nice to say the Madhvanis are back but the Madhvanis are not magicians,” recounts Mayur. “It takes a lot of hard work and strategizing, and with government support (President Yoweri Museveni was newly elected at the time), we managed, through our small efforts, to instil in him, the aspect of business not necessarily being a bad thing. He was the one that allowed us to move forward and put this company right and pay taxes.” Fast forward to now, and the group’s focus continues to be to build its core businesses.

It is commencing a new $150 million sugar project in the northern district of Uganda named Amuru, working closely with the government. It has a sugar project in Rwanda, and projects in South Sudan and Tanzania are also on the cards.

“If you are manufacturing food commodities, it’s going to grow and this is the bread basket of the world. The Ugandans went through hell with Idi Amin but you never heard about famine because we can put anything in the ground here. We are so blessed,” says Mayur.

Cashing in on the salubrious climate and natural resources, another focus area for the group is tourism. There are nine lodges that it currently operates in Africa including in Rwanda, Uganda and Kenya.

One of the ways in which it opts to stay relevant is with partnerships. 

 “In the past, we used to think we can run [the business] ourselves and have those old-fashioned conglomerates. Those days are gone. You need to tap into the international market and get good world-class partners to work with and work with the right value for the African context,” offers Kamlesh.

And this applies to management as well, to further professionalize what is a family-run business.

“Most businesses that have started have been family businesses, if you look at Walmart, Ford, etc. But what you have to do is move away from the family business and let it become a little bit more professionalized,” adds Mayur.

“You want to avoid falling into the trap where the first generation creates, the second generation enjoys and the third generation destroys. We are the second generation moving to the third. The Madhvanis have broken the mould, but now [it’s not] for us to think we are infallible. We need to set up something that other family businesses can emulate, and follow other families that have succeeded in this. For that, you need to have a business that is professionally-run, yet have the family involved to give direction and not lose total touch or control.”

For this reason, the group mandatorily organizes three meetings a year in Bermuda, attended by family members and stakeholders.

But why this location in the Atlantic Ocean, far from Kakira? “We set up our companies in Bermuda in 1958, so we have been there some serious years now,” says Mayur. “In those days, perhaps it’s correct to say Bermuda was a tax haven, but now, the corporate tax structures have changed. Bermuda becomes a good venue because it is one of those tax havens that is also respected by various jurisdictions and for us, it is a historical fact that we were based in Bermuda. Our boards are all there.”

In Bermuda, the family also meets with members not actively involved in the business. Even the youngsters who are a part of the business have to report on their activities.

 “We present our reports to the family and I think the secret that myself and Kamlesh are looking at is that the business has to be such that it survives this turmoil of create, enjoy and destroy and there is transparency. The secret is transparency. The more transparency you have in a business, the more likely it is going to survive the long-term because then individuals are not allowed to mess up the day-to-day control systems,” says Mayur.

“Leadership is something that you grow into by an accident of life. I am not the oldest of this family. I have two brothers but they are much older. Kamlesh’s dad, and my elder brother Jayant, sort of had the experience of my father. So did Pratap and Sur, my elder brothers and then things changed. We came back here and I worked closely with Kamlesh’s father and he had a lot of knowledge and I had the advantage I had. We got on as a team wonderfully, and in any business, you always need the ying and the yang. Kamlesh and I work very closely but you will find that each one of us is very good in certain aspects of the business. That is so important.”

As Joint Managing Directors, their offices are adjacent to each other.

“We have this little window and we shout at each other or talk to each other whenever we want,” laughs Mayur.

“We are more like brothers, but he is still my nephew. As children, when we were at boarding school in the United Kingdom, his mother was always worried and I had to look out for him.”

Looking ahead, the Madhvani Group plans to produce rum, vodka and gin, predominantly for the export market. All of these are by-products of the same crop – sugarcane. The distillery at the estate produces 22 million liters of Extra Neutral Alcohol or ethanol a year.

“Sugar is the main product, [but] it’s quite possible in the time to come that some of these other activities from the by-products will become the main product. Such as electricity and alcohol… We are even putting up a plant for carbonated waters coming up next year,” says Mayur.

The Kakira sugar factory back in the day; the original sugar mill of 1930 is preserved to this day within the factory compound at Kakira. Picture: Supplied

But Uganda, a part of the East African Community (EAC), has a population of about 45 million and a poor rating score in the EAC when it comes to corruption. Surely, that’s discouraging for investors?

“The biggest problem we have in Africa is nearly 58% of the population is below the age of 30 and these individuals really do not want to hear about the wars because it is history. They are looking to see Africa catapult itself to another level. What the businessman needs is political stability and structured legal systems so that you feel comfortable doing your activity and I think [that is the only way] you will see Africa grow,” says Mayur.

“And yes, we do have corruption; it is endemic, you have corruption in every country. You have got to stop it. You have to have the right systems in place and you have to have total transparency on how businesses are conducted. Countries have gone through these stages and I think you have got to make an effort to try and eliminate corruption actively, without lip service. Now, action needs to be taken. If you look at Rwanda, it has progressed amazingly. As a businessman, what I have seen is the efficiency in which the government works, and the government takes decisions very pragmatically. That is the kind of model one needs to follow.”

At this point, Kamlesh interjects to say decisions taken must be implemented too.

 “It leads to frustration. In Uganda, you have the President who has tremendous vision, and his vision towards the private sector driving the economy becoming the engine of the economy is absolutely spot-on, but there is no follow up,” agrees Mayur.

As in other countries of the EAC, in Uganda too, private-public partnerships may be the way forward and it takes effort from the private sector to lead that charge.

  “The politics of Africa is very similar. Leadership is important but then [you have to] have growth cycles driven by the private sector. I remember there was a time when in Uganda, prior to the expulsion of the Asians in 1972, to do business was criminal. If you were a businessman, you were regarded as a crook. Today, it is instilled that everyone should do business; business is a good thing. There are positive changes.”

The Madhvani Group’s sugar project in Amuru, in northern Uganda, for example, will be owned 51% by the government and 49% by the group and it will be managing it.

“Eventually, the government will offload the shares to the general public, but I think it is important for all private sector businesses to try to involve the community, the population around you,” says Mayur.

“Kenya’s President Jomo Kenyatta gave a good analogy when we left Uganda. He said ‘in the case of you Madhvani, you are the tree and the tree has fruit and if you share the fruit with the local community, the tree will get water’… For instance, we make the products, but we don’t do the distribution, we allow the others, we have our out-growers.”

 “The farmers benefit more, we have a very successful joint venture NGO with them,” adds Kamlesh. “Essentially, we convinced the farmers to contribute a certain amount of money which we will also contribute and this money goes to finance roads, clinics, health facilities and orphanages. This is one quite unique experiment. The farmers have voluntarily sort of parted with money.”

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 For farmers like 48-year-old Naitema Godfrey, who owns 48 acres of land and has been an out-grower for the Madhvani Group for the last 15 years, sugarcane is everything. Calling himself a “sugarcane millionaire”, he says: “The food crop has given us money, power, sugar and electricity.” 

Another out-grower, Robert Waako, who has been supplying sugarcane to the Madhvanis for the last 26 years, says he has been able to put his six children through school and college; four of them are software engineers today.  

On the cards for the Madhvani Group is a possible listing in the future. The group also operates properties in India, and is big on religious tourism with hotels in famous pilgrimage sites.

“Indians are very religious, they go to these sites, but don’t have a good place to stay. We built a beautiful four-star hotel in Tirupati. We are now opening one in Bodh Gaya, and we have in Rajkot. At Rishikesh, we have the land, and we are looking at Shirdi and Benares. They are all in the pipeline.”

Back home in Uganda, the group are also big in packaging and steel.

The discovery of oil in the country has made investors and the private sector sit up to the opportunities to fund development.

The Madhvanis are also keen to hop on to the bandwagon.

“We are looking for good partners to work with. We have our infrastructure companies, also working on the logistics side,” offers Mayur, but says Africa’s real strength is the green economy.

“I think oil is overplayed, and is not going to solve our problems. I think oil brings problems in itself, from an environmental point of view and the point of view of not becoming too reliant on this one product. Look at Nigeria and Saudi Arabia; they are all looking at alternatives now. The one thing you have got to remember in Africa is we have the weather, and we have vast tracks of land that are fertile. I think Africa can be a great grain basket for the world.”

The next generation of the Madhvanis are in line to take the company to the future. Mayur’s 34-year-old daughter Tanya, who is based in Rome, is responsible for managing the hotel business.

His nephew Ronnie was tasked with reviving the packaging business and he has built it into “a multi-million enterprise through his creativity and marketing efforts”.

The caveat is that family members who are involved in the business must contribute to its growth. Kamlesh and Mayur too came up learning the ropes the hard way.

“We have enough youngsters in business. But just employing family members for the sake of employing them and giving them a posh office is totally wrong and it hasn’t worked. What you have to do is contribute, and when you do, you also get a share of the success as an individual,” says Mayur.

“Basically, we are all fortunate we had good role models to follow. If you read my father’s book, you will know we had our own turmoil in the family. Kakira did not come to us and say ‘here is the key’; we had to fight for it. We had to fight for it from other family members as well. We are not the perfect family; we had to prove ourselves [in addition to] the passion we had [for the business]. That is the type of determination that made it work,” says Kamlesh. 

READ MORE | Businesses Of The Future: 20 New Wealth Creators On The African Continent

“We started at zero…” adds Mayur.

Today, the family members all have their own businesses too, and in different countries. “I have my own companies. Kamlesh has his. I have vast real estate in Orlando, we all have assets in Europe, North America and India. But we have been taught to be low-profile,” says Mayur.

The family live in bungalows near the factory in Kakira, minutes from each other. There is nowhere else they would rather be. They have their own airstrip and private planes.

“This is utopia for us,” says Kamlesh.

Succession planning is key in ensuring the Madhvani legacy lives on. Mayur is cognizant of this truism.

“We have reached an age where we know the inevitable is coming. We have to witness the change so we can actually guide that change to some extent, rather than create a vacuum and arrive at a situation where there is no smooth handover,” he says.

“We will have to leave that to the next generation. The important thing is to make sure that whatever business that we have, we maintain a world-class lead in them. Today, our sugar factory is the most modern in the world, and more and more we are moving towards automation, and everybody is going to still need sugar,” says Kamlesh.

“In the end, you don’t work for the money, you work for the passion of it all.” The bags and packets of sugar that go out of this little town of Kakira are testament to the fertile bounties of the land, and the story of a family from India that, through enterprise, resilience and industry, found its fortune in the fields in a beautiful corner of Africa.

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Forbes Africa | 8 Years And Growing

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As FORBES AFRICA celebrates eight years of showcasing African entrepreneurship, we look back on our stellar collection of cover stars, ranging from billionaires to space explorers to industrialists, self-made multi-millionaire businessmen and social entrepreneurs working for Africa. They tell us what they are doing now, how their businesses have grown, and where the continent is headed. 

Since its inception in 2011, and despite the changing trends in the publishing industry, FORBES AFRICA has managed to stay relevant, insightful and sought-after, unpacking compelling stories of innovation and entrepreneurship on the youngest continent, in which 60% of the population is aged under 25 years.

 Many of those innovations have been solutions-driven as young entrepreneurs across the continent seek to answer questions that have burdened their communities.

 Always on the pulse, FORBES AFRICA has chronicled and celebrated those innovations – prompting the rest of the globe to pay attention and be fully engaged.

 A prime example of this is the annual 30 Under 30 list, which showcases entrepreneurs and trailblazers under the age of 30 from business, technology, creatives and sports. In 2019, we had 120 entrepreneurs on the list, finalized after a rigorous vetting and due diligence process to well laid down criteria.

 We have always maintained the highest standards of integrity in all our reporting.

 As we transition into the next milestone, FORBES AFRICA reflects on the words of civil rights activist Benjamin Elijah Mays, who once said: “The tragedy of life is not found in failure but complacency. Not in you doing too much, but doing too little. Not in you living above your means, but below your capacity. It’s not failure but aiming too low, that is life’s greatest tragedy.”

 With the transformation in the media landscape, the recent awards given to the magazine for the work done by a hard-working, determined and youthful team, serve as a reminder that we are doing something right.

 Early this year, FORBES AFRICA journalist Karen Mwendera received a Sanlam award for financial journalism as the first runner-up in the ‘African Growth Story’ category. In January, FORBES AFRICA’s Managing Editor, Renuka Methil, received the ‘World Woman Super Achiever Award’ from the Global HRD Congress.

 In reflecting on the last eight years, this edition revisits a few of the strong, resilient men and women who have graced our covers.

For some, fortunes have literally changed, as witnessed in the fall of gargantuan African empires such as Steinhoff. Of course, there have been massive moments of triumph too, which have seen some new names feature on the annual African Billionaires List. There have also been moments of tragedy with former cover stars passing away.

 Africa is ripe for the taking and is seen as the next economic frontier. The unique position the continent finds itself in will no doubt give FORBES AFRICA plenty to report on. Here’s to more deadlines and debates for the next eight years.

– Unathi Shologu

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Mastercard: Diligent About Digital In Africa

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Mastercard knows only too well that technology can drive inclusive financial growth with simpler and more efficient ways to do business and life. And Raghu Malhotra, the man spearheading this trajectory in Africa, is also focused on social progress.


In many ways, Raghu Malhotra is like the brand he works for, leaving his footprints in different parts of the world, and in some cases, the most unlikely corners.

On a scorching summer’s day in June 2016, Malhotra traveled 100km east of Jordan’s capital city Amman, to a camp with white tents named Azraq built for the refugees of the Syrian Civil War.

In the desert terrain and hot, windy conditions, people had to queue for hours on end for plates of food handed out of visiting trucks. But some of them, displaced and homeless overnight, expressed their gratitude to Malhotra, President for Mastercard in the Middle East and Africa (MEA).

Mastercard, a technology company that engages in the global payments industry, had distributed e-cards, as part of a global collaboration with the World Food Programme, to the refugees that they could now use to purchase food and other supplies from local shops.

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 “I spoke to the people myself and saw what their lives were… Even those who were doctors with their families and were displaced… They said to me ‘you have restored dignity to our lives; you have no idea how demeaning it is to queue up to be given food’… We actually digitized how that subsidy for food was given. Some of these things go beyond economics,” says Malhotra. 

Beyond economics.

That very simply sums up Malhotra’s mandate for Africa as well.

The New York-headquartered Mastercard, ranked No. 43 on Forbes’ list of the World’s Most Valuable Brands, with a market cap of $247 billion, which connects consumers, financial institutions, merchants, governments and business, is fostering key partnerships across the African continent to help drive inclusive economic growth.

The idea, Malhotra says, “is to get our global skill-set to operate in its most efficient form in every local economy, at the same time, we must do good, and it must be sustainable.”

He calls Africa the next bastion of growth for various industries.

“As a company, we have stated we are going to get 500 million new consumers globally. And Africa plays a big part of that whole story… We want to be an integral part of various economies here,” says the man responsible for driving Mastercard’s global strategy across 69 markets.

Raghu Malhotra President for Mastercard in the Middle East and Africa. Picture: Motlabana Monnakgotla

“It probably took us over 20 years to get the first 50 million new consumers, in my part of the world, which is the Middle East and Africa (MEA). It took us probably five years to get the next 50 million, and last year alone, we put over 50 million consumers [in the formal economy] in MEA. That is part of our whole African story, so this is just not rhetoric; we are actually building our business on that basis.”

Home to four of the world’s top five fastest-growing economies, Africa has the fastest urbanization rate in the world, the youngest population, and a rapidly expanding middle class predicted to increase business and consumer spending.

It’s a continent of opportunity for global players like Mastercard with an eye on the potential of a booming consumer base and small and medium entrepreneurs, most of whom are still not a part of the formal economy. A large proportion of Africa is still unbanked. There is enough business opportunity in offering people digital tools so they can lead respectable financial lives.

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But it is in knowing that financial inclusion is not just about technology, but more about solving bigger problems, as the World Bank says in its overview for Africa: “Achieving higher inclusive growth and reaping the benefits of a demographic dividend will require going beyond a business as usual approach to development for Africa. Going forward, it is imperative that the region undertakes the following four actions, concurrently: invest more and better in its people; leapfrog into the 21st century digital and high-tech economy; harness private finance and know-how to fill the infrastructure gap; and build resilience to fragility and conflict and climate change.”

And in order to enable financial access, Mastercard has a balanced strategy in place, with the right partnerships for inclusive growth on the continent, Malhotra tells FORBES AFRICA.

“Every emerging market has different segments of people and you need to get the right product for the right segment. What we do is a balanced growth strategy across the continent based on timing, opportunity etc… Of course, because the bottom of the pyramid is much bigger, I think what we need is to adapt things differently; that is where the inclusive growth story comes from. That is where the opportunity is, but there is a second part to it…” And that, he summarizes, is advancing sustainable growth, doing good and bringing more transparency and efficiency.

The new pragmatic dispensation of governments in Africa towards ideas, technology and innovation has surely helped open up the stage to newer segment-driven products, especially as Africa already has such global laurels as Safaricom’s mobile money transfer and micro-financing service M-Pesa that took financial access to a whole new level. Also, sub-Saharan Africa remains one of the fastest-growing mobile markets in the world.

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Malhotra says he finds African governments consistent in how they are rolling out their digital vision, and in trying to collaborate towards creating better ecosystems for their economies, though each is unique with its own dossier of problems.

“When I speak to various governments around Africa, I see a commonality of what their needs are and I also see a commonality in how they are trying to respond. So I think a lot of them realize running cash economies is a very inefficient way of doing things… Also, the consumer base is much more open to new technology because there is no bedded infrastructure or legacy infrastructure. I think where governments need to start thinking a bit more is how much do they want to do completely on their own.”

Part of this transformation on the path to financial progress is alleviating the burden of cash. Cash still accounts for most consumer payments in Africa. Mastercard, which started out as synonymous with credit cards, continues its efforts to convert consumers from cash to electronic transactions, and move beyond plastic.

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Pioneer For Women In Construction Thandi Ndlovu has died

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The cover of the August (Women’s Month) edition of Forbes Africa beautifully captures the essence of the woman I interviewed only a few weeks ago. Gracious, soft-spoken, brimming with life and energy. Dr Thandi Ndlovu impressed the entire Forbes crew on that afternoon cover shoot with her broad smile, and open yet powerful demeanor.

It is with great sadness that Forbes Africa heard of the accident that took her life on Saturday the 24 August 2019.

READ MORE |COVER: Feisty And Fearless Pioneers Thandi Ndlovu & Nonkululeko Gobodo

She had given so much to South Africa and its people – through the apartheid years and during the 25 years of democracy, literally building a better future, first through her medical practice at Orange Farm and then through her company, Motheo Construction Group and the scholarships for tertiary education granted by her Motheo Children’s Foundation.

That sunny winter’s afternoon, I asked her if she, at the age of 65, was considering retirement, and she laughed. A lively, amiable laugh. She told me she was healthy and strong and easily worked 12 to 13 hour days.

READ MORE | WATCH | Making Of The Women’s Month Cover: Thandi Ndlovu & Nonkululeko Gobodo

She loved hiking, and has climbed Kilimanjaro twice, reached the base camps of Mount Everest and Annapurna in Nepal. At the time of the interview, she was training to climb Machu Picchu, the famed ruins in Peru’s mountains.

One of her biggest passions was to make a difference in people’s lives and to motivate people to achieve the best they could. The other was to redress the racial tensions that still remained in South Africa.

Dr Thandi Ndlovu, South Africa is poorer for your passing.

-Jill De Villiers

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