By David Jenkin

So what led you to start up your own business and how difficult was it to get it going?

I knew I wanted to have my own business at an early age. I had worked in big agencies for a while, and felt I’d learned what I could. I also watched the way in which people were being treated (hard work, long hours, low reward) especially women, and I wanted a family, so I thought it would be easier in my own business with partners. Turns out it wasn’t easier. Having one’s own business is ten times harder than working for someone else, but the combined benefits of self-employment far outweighed being employed.

The three founding partners had a good reputation, so when we started the agency, the likes of Nando’s and Mercedes-Benz SA (Honda) sought us out in an attempt to do outstanding work, which we achieved for them, and obviously for ourselves. Our reputation grew steadily, and what with great thinking, good strategy and outstanding award-winning work we didn’t look back. It wasn’t easy, we made mistakes along the way, worked very hard, and extremely long hours (elves in the night), but it was all worth it. I learned more than I could ever have imagined.

What do you think were the most important factors in Cross Colour’s success?

Critical thinking, extraordinary creativity, client relationships and the development of our people.

What sort of industry-wide disruptions did you have to face during your time?

Huge shifts, especially as a result of the digital revolution. The ad industry likes to think that the digital revolution was like a black swan, it wasn’t. The tsunami had already hit when our industry realised what was upon us.

I recall doing a presentation to the executive committee of Lowe’s on what the landscape looked like and what we could do about it, and one of the team members quipped, “What a load of sh*t, it’s all about the story.” Well yes, but where do you tell that story now, and what execution does it take as a result of the new landscape etc. Sadly people resist change when they’re not sure of what the future holds.

How did the role as CEO of Lowe & Partners SA compare to your role heading up Cross Colours?

Extremely different. On an operational level, not so different, I was still overseeing the various disciplines that make up a business. But the big difference was culture. At Cross Colours, we were small, agile, efficient, and creativity was king. Joining a bigger organisation that was part of a global network was a big shift.

I recently wrote a paper for my masters programme at Oxford on the challenges in mergers and acquisitions, and concluded that culture plays a huge role in the success of an acquisition.

Tell us a bit about what you’re doing now.

I’m now an independent consultant. I began studying coaching years ago, and practiced on the side. Then completed my masters in coaching and consulting for change. So I now do some executive coaching for individuals and groups (systemic team coaching), some facilitation, some strategy, some diversity and inclusion, some leadership development. It’s more in the space of HR and people – learning and development, and organisational development. I coach CEO’s of SMME’s and senior executives in the big corporates. I love it.

My experience in business (both as entrepreneur and leader) has been invaluable in this field because it helps having had the experiences that my current clients are going through. I can relate and empathise, and of course, challenge. It’s enormously rewarding. I am exactly where I should be in my life right now, and for that I am extremely grateful.

For more information, visit www.wapnick.co.za. Alternatively, connect with her on Twitter or LinkedIn.