On having a varied career spanning engineering, finance, power generation and government. What do you tell the graduates of CPUT, both past and present, on how to navigate a life with so much career variety?
“I never set out to have a varied career, I learned early in life, from my parents, that our purpose in life is to be a blessing to the world. One of the things I learned about myself is that I was fascinated by how complex things worked. I then set out to solve problems that mattered. What I discovered is that the skills required to turn around a struggling power station are not fundamentally different from those required to turn around a bank, fix a struggling financial services company, or rebuild a revenue authority - especially not, if you focused on doing the right thing instead of that which was most convenient.
In every institution, you are dealing with people, systems, culture, and the stubborn gap between what an organisation says it will do and what it actually delivers. My advice to graduates is this: “Institutions matter. Become a student of institutions, not just of your discipline. Your degree gives you a credential, what you do with curiosity, courage and commitment gives you a career. Never let a job title define the ceiling of your contribution.”
On the immediate plans for the month of May, in this new season of post-retirement
The month of May marks the beginning of a new chapter rather than a retirement. South Africa still has many problems that require fixing. Deep institutional rebuilding. This, by the way, is true for both the public and private sector. I have founded a company to do just that. Help companies and government build deep institutional integrity. I am establishing a Solutions Laboratory, whose central purpose is helping organisations close the gap between strategic intent and operational delivery. In the age of agentic AI, the asymmetry between the rate of change of technological development and organisational change will become exaggerated. I call this the Execution Gap.
And I am finally going to do some writing and complete my doctoral studies - something I’ve put off twice due to work pressures. This gives me the opportunity to formalise four decades of leadership experience into something that can genuinely contribute to knowledge. It is, in every sense, the most intellectually alive I have felt.”
On leadership insights and advice - building confidence and public trust
Although individual leaders matter, Leadership at the institutional level is not about a single personality. We set out to build a Leadership System that can endure beyond one’s tenure.
One has to be clear about Leadership Purpose - there can be no other purpose to leadership but to Serve. In this regard, Leaders must set out to serve the greatest good, and not their narrow self-interest. I call this Stewardship. Stewards are the guardians of others’ interest and well-being. When people feel that and experience that, you earn credibility and their trust.
People do not expect leaders to be perfect, but to be authentic. Authenticity is about saying what you mean and meaning what you say. Show vulnerability. Say I don’t know when necessary.
When I returned to SARS in 2019, the institution had been deeply damaged by state capture. What restored public confidence was not a communications campaign. It was consistent, verifiable delivery — month after month, year after year.
Three things I would offer to aspiring leaders:
- First, tell the truth, even when it is uncomfortable — people can handle honesty far better than they can handle being misled.
- Second, build institutions that are bigger than any individual, including yourself.
- Third, never confuse being in charge with actually leading. Leadership is measured not by the authority you hold, but by the change you leave behind.
- Lastly, Leaders must take their work seriously instead of taking themselves seriously
On his time at Cape Peninsula University of Technology (then PenTech)
I was disappointed that my parents could not afford to send me to university and instead I had to find work. I started an apprenticeship and eventually ended up at PenTech as a Technician. This turned out to be a blessing because it suited my flair to solve real world problems, fix broken things and make stuff. Learning how things worked theoretically kept me intellectually challenged, but seeing things work in practice is what really brought me joy.
This grounding in practical orientation to knowledge is a philosophy embedded in the “technikon tradition” that theory must connect to application, and that has never left me.
What I took from those years was not just a qualification; it was a disposition — the habit of asking not only what but how, and not only how but so what. That disposition has served me in every role I have held.
And of course, then rubbing shoulders with intellectual giants and personalities like Prof Franklin Sonn, Prof Brian Figaji and Prof Anthony Stark was an exceptional treat only surpassed by the endless games of “klawerjas” we played - even in those cold winter days when we had classes in the prefabricated classrooms and received lectures from an overhead projector.
On his early life
I grew up in Kensington. After we were forcibly removed from Maitland, we moved into a single room - five siblings with our dad, Edward, and mom, Jocelyn. My parents would have loved to share this proud moment of receiving this Honorary Doctorate. We later moved into a three bedroom family home in Ventura Street, Kensington, which was only made possible because of my dad’s incredible discipline to “avoid debt, live within one’s means, and save for a rainy day,” a lesson I observe to this day.
It was in Kensington where we learnt some of our most valuable lessons and became socially conscious. It was here, along with growing up in the church and attending Harold Cressy, where the strong resolve not only to “fix things”, but to become a social activist and help “fix the social ills of inequality, injustice, and poverty,” was sharpened. This led me initially into teaching, priesthood, and eventually as a senior public servant. Driven by the incessant desire to make things better in an increasingly fractured and unequal world. This is a cause to which I remain committed for as long as I have breath.
Parting words to the Class of 2026
I encourage you to invest in yourself. Strive to be the best version of yourself. You do not owe this to the world, but to yourself. But do not live only for yourself. Find a cause much larger than you, look around, find something you love. Be the best at it. Use it to enrich the lives of those around you.
You are graduating into a South Africa that needs you desperately, not eventually, but now. This country’s promise is real but promises do not deliver themselves. Institutions do not reform themselves. Communities do not lift themselves without people who choose to show up, stay the course, and lead with integrity even when no one is watching.
Your qualification is a beginning, not a destination. The question that will define your life is not “what did you achieve for yourself?” it is “what did you build that will outlast you?”
Go and close the gap between what South Africa could be, and what it is.
Personally, when taking on the role of SARS Commissioner in 2019, we set out to serve, not to build a legacy. And yet, a legacy has been achieved, is embedded, and is enduring. It will not end when I leave and hand the leadership mantle to Dr Makhubu. Because the true legacy of SARS are its incredible people, to whom South Africa owes a debt of gratitude.
I am humbled that we bequeath an institution more valuable than what we inherited.
Thank you for the privilege to serve South Africans!
Written by Lauren Kansley
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Liaises with the media and writes press releases about interesting developments at CPUT.