I was born and raised in Benoni, but in many ways, I grew up all over the world because my parents travelled extensively for work. My childhood was full of adventure, excitement, and exposure to different cultures and ways of life.
From an early age, my parents instilled in me two key lessons: first, to always know who I am, and second, to value humanity. Humility was central to everything they taught — if you approach life with humility, you can relate to anyone, and anyone can relate to you.
Before Roadgrass was even an idea, I didn’t imagine a specific future. My parents had a way of making anything we envisioned a reality. If we wanted to see the Eiffel Tower, we would simply fly to Paris. But they also taught perspective: while staying in luxury hotels, my father would insist we visit the poorest parts of the city to understand the lives of locals. These experiences shaped my worldview, showing me that life is about awareness, empathy, and embracing the full spectrum of human experience.
Before joining Roadgrass, my journey was anything but conventional. I’ve been a PR agent, a dancer for the Gauteng Lions, and even a domestic worker at Ster-Kinekor. Each experience taught me something unique about business, people, and life. Starting from the bottom and working my way up gave me a full perspective that prepared me for the role I now hold at Roadgrass.
These experiences also taught me an essential lesson about leadership: you cannot shape people into what you want them to be. Instead, you must see them as they are and help them reach their full potential. Allowing people to be themselves not only empowers them but strengthens the entire company.
I’ve never had a single defining moment where I felt life was preparing me for something bigger. I’ve simply embraced each opportunity, navigating the highs and lows as they came. My parents always said that the higher the highs and the lower the lows, the greater the calling on your life — and that philosophy has guided me to where I am today.
Before formally joining the business, my relationship with Roadgrass was complicated. My younger self wanted to rebel, to make a name for myself outside of the family shadow. But in 2020, my father sat me down and explained the importance of the business — not just for our family legacy, but for the future of my children.
When he asked me to join full-time, I initially resisted. I respond best to logic, not emotion, and I needed facts to understand the significance of this decision. Once he showed me why it was important, I embraced the opportunity.
My first official role at Roadgrass was Risk Manager, and I joined during a particularly challenging time. Everything felt hectic, and I wasn’t sure where to begin. Thankfully, I had an incredible team that supported me, helping me adjust and find my footing in a way that made the role manageable and meaningful.
Losing both my brother and my father in such close succession was one of the most intense periods of my life. Honestly, I’m not sure I would have made it through without my mom and my children by my side.
Becoming CEO was not initially my choice. I was comfortable in Risk Management and hesitant to take on the top position. But my mom reminded me of all my father had worked for and convinced me that I was ready. Even now, I sometimes question my readiness, but every small success builds my confidence and proves that I am capable.
I’ve carried forward my father’s and brother’s love for family while also adding my own competitive, team-focused style. I want people to respect the structure and roles within the team, which I believe strengthens the business and ensures we continue to grow.
My leadership style today is inclusive. I value hearing everyone’s opinions, but I am also decisive. If I feel strongly about the right course of action, I act on it. I strive to be a fun leader while ensuring everyone understands that when it’s time to be serious, I mean business.
My vision for Roadgrass is to make it highly impactful — not just in agriculture, but in business as a whole. I take inspiration from world-class companies like Nike and F1, learning from their approaches and applying them to our operations. I want Roadgrass to be recognised as a premium, respected brand that goes beyond the fact that we sell poultry.
What truly sets Roadgrass apart is our commitment to faith. We put God first in everything we do, from morning prayers to fasting together and celebrating the results we achieve. Faith and feathers — that’s what defines us.
What I value most about my team is transparency. It’s about seeing potential issues before they arise, not just owning up after the fact. This foresight allows us to solve problems proactively and achieve better results as a company.
A recent magazine interview reminded me why this work matters. My nine-year-old son was present, and seeing his pride and excitement made me realise that we are building more than a business — we are creating a legacy for future generations.
To the women in my company, I want to show that you don’t have to lead like a man. You lead as yourself. That is the best version you can bring, and it is enough.
I want Roadgrass to be recognised as a premium, respected brand that goes beyond the fact that we sell poultry.
I am still defining the legacy I hope to leave behind, but I know I want it to be impactful — for the company, the team, and the generations that follow.
If my children ask what it means to carry a family dream, I can only speak from my own experience and faith. God placed me here to become the version of myself I am today. I hope they, too, will find purpose and meaning in what lies before them.
If there is one message I want readers to take from my story, it is this: there is no such thing as insignificance. Every person matters. As the Bible says, no finger can claim it doesn’t need a toe. We are all part of one body, and every part is necessary. No matter where you are or how you grew up, you are enough — and you are significant.