Flying in the face of convention – the story of King Price

Ten years ago, Gideon Galloway walked through Mergon’s doors and pitched a brave and rather unconventional model of insurance – one that has gone to turn the industry on its head in South Africa. Today King Price still remains the biggest start-up investment in Mergon’s portfolio. Having celebrated King Price’s 10-year birthday last month, we interviewed Gauché Radley, Mergon COO and King Price chairman, to hear more about the fascinating story of King Price – a story he describes as one of ‘prayer, friendship and grace.’  

Flying in the face of convention

A story of prayer

‘If I think of King Price over the last ten years, for me, it is firstly a story of prayer,’ says Mergon COO and chairman of King Price Gauché Radley. ‘Prayer has always been at the centre of it all.’

Gauché recalls the day in May 2012 when founder and CEO, Gideon Galloway, walked through Mergon’s doors for the first time and pitched a rather unordinary vision to turn the insurance industry on its head.

‘The idea was totally compelling – insurance premiums that decrease with time,’ he shares. ‘There was a kind of gritty courage and boldness to the vision – a ‘bigness’ that went beyond the projected bottom line returns. Gideon wanted to use this business to make a difference in people’s lives.’

It was a vision that Mergon’s investment team could get behind. But ‘buying the vision’ wasn’t enough – as with every big decision that has shaped their 4-decade story, prayer would pave the next step.

‘We had done all our due diligence but the final decision had to be surrendered into God’s hands,’ he says. ‘We asked our team to pray about it – we asked the board and our ministry partners in the Foundation too. Eventually we felt God released us to go ahead with the investment, but we felt we shouldn’t do it alone. Just in time we found a partner to co-invest in the business.’

Over the last decade, King Price has become South Africa’s fastest growing insurance company, with an expanding footprint into Africa and Europe. To add to this, King Price recently acquired Stangen to form part of the King Price kingdom and be a launch platform into life insurance. Says Gauché, ‘When we acquired the company it had about 250 000 lives insured. In just over two years we’ve seen a four fold growth – growing from 250 000 to about 1 million lives insured.  All in all, there has been incredible growth – and more plans for expansion are on the table.’

‘It has been a wild ride – but not an easy one,’ he continues. ‘The story hasn’t come without its challenges – such as major IT issues in 2014, Covid in 2020-2022, social unrest/looting in 2021 and the KZN floods in 2022. But through it all, prayer has always helped the teams to navigate the storms together.’

A story of friendship

Reflecting further on the past ten years, Gauché continues: ‘Our story with King Price has also been one of people and friendships. I’ve made some of my best friends there over the last ten years.’

He smiles and explains: ‘You see, at Mergon, we believe good partnership should be relational and whole-hearted. When we invest in businesses, we invest in the leaders too. We engage with them – walk alongside them and encourage them; we work together to find solutions to the challenges they face. The fact that I can call my colleagues at King Price ‘friends’, is a privilege I don’t take for granted. God called us to steward every part of our lives – and that begins with our relationships.’

Gauché continues, ‘We often use the term ‘Kingdom investing’ – but what does that mean to the average guy on the street? It means firstly that the business is not ours – it’s God’s and we are the stewards called to faithfully manage what He’s entrusted to us. It also speaks to me about the who and how of partnership. We partner with people and businesses (like King Price) that are purpose driven and values based – they are building for something beyond profitability. They want to contribute to society and see their own people flourish in the process. This is a truly globally competitive team. A bunch of guys having fun, working hard and really making a difference.’

A story of grace

Gauché also believes that ‘at the end of the day, King Price is a story of grace’.

Mergon was not the first investors’ door that Gideon Galloway knocked on for potential investment. In fact, our door was the 43rd. ‘The proposal was just so unconventional to traditional insurance models – it was a big entrepreneurial risk that other investors weren’t willing to take, I suppose,’ says Gauché.

Today King Price is the biggest start-up investment in Mergon’s international investment portfolio. ‘Of course it’s come through hard work and a lot of expertise we’ve all brought collectively to the table over the years,’ adds Gauché, ‘but at the end of the day it’s by God’s grace and favour. Our success is ultimately all about His faithfulness.’

In Mergon we consider ourselves to be ‘stewards in amazement’. This means that every day we have the opportunity to ‘show up for God’ and make ourselves available – every part of our lives including our time, talents, skills, resources and relationships. ‘As we do this,’ he says, God seems to multiply our efforts and build out something far greater – and far more impossible – than we could ever claim we did ourselves.’

Looking to the next ten years, Gauché says, ‘I live with an expectancy of what God is going to do in King Price in the next season. Our vision is not only to be successful as a company, but to continue making a difference in the lives of people in South Africa and abroad.’

All rights reserved. Copyright 2018 Mergon Group.

The art of cross-cultural leadership

A leader’s role is never easy and leading people from different nations and cultures requires extra wisdom, humility and patience. In this episode of the Elevate podcast we hear from Edwin Fillies, co-founder of Nations 2 Nations, a ministry of Youth With A Mission (YWAM). Edwin is part of a team of international leaders of YWAM, which trains more than 25,000 people every year. This experience, combined with the diverse list of countries in which Edwin has resided, has given him exceptional insights into multicultural environments. 

The art of cross-cultural leadership

The Biblical narrative and story of redemption started in Genesis in a garden,’ says Edwin, ‘but it will end in a city, filled with ‘a great multitude of people from every nation, tribe, people and language’ (Revelation 7:9). This means to say, from the beginning, God’s heart has always been for the ‘every’ and the ‘all’’.

‘Even as the world is becoming more global, it is becoming more tribal,’ he continues. ‘People inevitably link their identity to their ethno-linguistic roots. That’s why it’s so important for leaders to understand and honour that which uniquely shapes and makes them who they are.’

The importance of hospitality in leadership

For many of us the word ‘hospitality’ is typically associated with a specific act or moment of receiving and entertaining guests, with kind and generous liberality. Edwin however suggests that hospitality is something far richer:

‘It’s about cultivating a heart that is hospitable and open to others.’ In Titus 1 and 1 Timothy 5, Paul brings this concept to life through the application of a colourful Greek word, xenophilius: a combination of two words, meaning ‘strange’ (xenos) and ‘love’ (phile). Edwin explains that in this context, ‘hospitable’ literally means ‘loving the stranger’ or ‘loving the foreigner’ – in essence ‘loving what is different’.

More than a singular event or practice, he suggests, hospitality is a lifestyle and heart posture. It is an outward response to an inward transformation – a response of deep gratitude for Christ’s undeserved hospitality towards us. ‘As leaders we need to cultivate the same heart that is open for the ‘other’’, says Edwin.

Keeping unity despite differing worldviews 

Edwin encourages leaders to consider the pivotal role that culture plays in shaping the way we see the world and behave accordingly: ‘We all come with our own preferences and personalities. But these differences can be amplified when we engage cross-culturally, thereby creating obstacles to effective relationships.’

‘The mistake we often make is to judge what we don’t understand,’ he continues, ‘to make value judgments that don’t enhance what we want to build.’ All too often, he notes, we see this dynamic at play through the intersection of western and eastern worldviews. Where western cultures tend to emphasise the inherent rights and value of the individual over the collective, eastern cultures predominantly focus on the wellbeing of the community. Without proper understanding and appreciation for one another’s worldviews, these differences can foster a sense of moral superiority and subsequently build divides.

Edwin believes the key to bridge building is in ‘cultivating curiosity in others’ and emphasising the ‘mutuality of our differences’. Both cultures have something to offer, he goes on to explain. Through individualistic cultures we learn about self-ownership and taking initiative; through communal cultures we learn to celebrate the strength of the community. ‘It’s not one or the other,’ says Edwin. ‘There will naturally always be some tension in a multicultural environment but, despite our cultural differences, what allows us to work effectively together is relationship and a common vision.’

‘Instead of making value judgments,’ he adds, ‘we need to take interest in people – ask questions about where they are from…and work through the layers that help us ultimately understand their worldview.’

Knowing your people is key

Leaders need to know their people, including the moral and cultural framework that drives their behaviour, Edwin asserts. To illustrate this point, he contextualises this idea of ‘taking initiative’ – a typically ‘telltale sign’ of natural leadership within the western worldview – against the backdrop of other cultural worldviews.

He notes that people from individualistic cultures are usually high on initiative and therefore regarded as great leaders. In non-western/sharing cultures, however, it is not that simple – your right to take initiative depends on where you rank in the family, your age or your social standing. In essence, initiative is granted, not assumed – invited, not taken.

‘That’s why leaders have to know their people… if someone from a collectivist culture doesn’t take initiative, it doesn’t mean they are not a leader, they just need to be given permission,’ Edwin explains. He notes that he has seen this dynamic on a global scale where great leaders won’t say a word, unless they are invited to speak. If leaders don’t make an effort to get to know and understand their people, they will never get the best out of their teams.

‘People are never supposed to be objects to be used or problems to be solved – but mysteries to be explored,’ says Edwin. ‘Jesus clearly demonstrated this… to Him, people were never a means to an end, they themselves were the end goal. That’s why He said ‘I don’t call you servants, I call you friends’. ‘Understanding this relational dynamic is so important,’ he adds.

Practical tips on leadership

Edwin gives a couple of practical tips for those who lead in multicultural environments:

  1. Use language that people will understand, in their particular setting and context: Jesus demonstrated the effectiveness of using idioms and parables to communicate to people in a way that they could understand. Make an effort to understand the cultural dynamics and use stories and idioms accordingly to teach and train.
  2. Servant leadership transcends culture: Few things are as important as teaching leaders the value of servant leadership. Again, who better demonstrated this than Jesus himself? In addition, using contextual idioms may be very helpful in teaching about servant leadership. Maybe for the Basotho leader from Lesotho the idiom ‘a good prince lights the fire for his people’ hits home, while the same message may need slight tweaking to speak to the heart of a Swiss or South American leader.
  3. Authentic, indigenous leadership is key: Leadership is synonymous with being yourself: being comfortable about who you are, your history, heritage and culture. Leaders need to focus on training and raising up indigenous leaders who will naturally have greater impact in their own cultural context.

When leaders have cultivated hospitable hearts that make an effort to know and understand their people, whilst refraining from making value judgements, their leadership journey might still be challenging, but it will certainly come with great rewards.

To learn more about leading in multicultural environments, listen to the full podcast here.

The Elevate Leadership podcast series is also available on all other major podcasting platforms such as Apple, Google, Overcast and YouTube.

All rights reserved. Copyright 2018 Mergon Group.

Practical perspectives on redeeming the supply chain

Through her award winning company, of eyeSlices®, founder and CEO Kerryne Krause is making a tangible contribution to the social justice landscape in South Africa. In this summary of her interview with Ziwani’s Sibs Sibanda, she offers a few practical examples of how Christians can operate as what she calls, a ‘community of conscience.’

Practical perspectives on redeeming the supply chain

‘Linking the supply chain to social justice is not a new idea, nor is it limited to Christian businesspeople,’ says Kerryne. ‘The global retail sector, for example, is putting more and more pressure on brands to audit their supply chains regarding issues such as child labour, minimum wages, mistreatment of minorities, environmental consciousness, and so on.’

So how does redemptive engagement by Christians in business look any different from what ethical business is already doing?

Kerryne answers, ‘The first thing that comes to mind, is motive. God looks at the heart. Many businesses fall in with emerging trends, or contribute to various causes, purely for the sake of positive brand association. But the ‘why’ behind our actions matters – is our aim to be compliant, or to be transformative?’

She continues, ‘God’s Kingdom is often counter-intuitive. In tough economic times, business leaders feel justified in cutting their labour force, or cutting salaries. But would the CEO be prepared to take a salary cut, in order to retain more staff? It is important to be wise, but are they willing to do what is right, as opposed to what is acceptable?’ As a Christian business leader, you are sometimes called to make big sacrifices, without anyone else knowing about it.

Many Christians feel that their role in society is to point out everything that is wrong or evil. Kerryne disagrees, ‘We need to realise that part of our role as agents of redemption is to affirm what is good. Ethical business is already doing so much with respect to auditing the supply chain – and as Christian business leaders we can affirm that it is good, and add momentum to it. Then, we can trust God for even more creativity and wisdom to address social justice issues, and be even more generous in spirit.’

Supporting social justice through manufacturing

Kerryne explains how eyeSlices® supports social justice through redemptive practices in manufacturing.

‘As business owners, even when we don’t have a lot of resources, the one area where we can make a difference is skills development. We need to see the potential in people,’ she says. ‘But I have to confess that this is sometimes a thankless task – you go through all the effort of finding someone, training them, and then they leave you when a better opportunity comes along.’ She continues, ‘At one time, I became disillusioned. I just wanted to employ someone who already had the skills, who could just do their job. I would pay them a good wage, and treat them fairly, but didn’t want to go the extra mile anymore.’ She felt God speak to her, saying, ‘This is not only about your business. You’re putting skills back into the economy, and making a difference in people’s lives. I care about them, too.’

It is good to keep that perspective, Kerryne realised. ‘It isn’t always about us, about our efforts, about our little business ecosystem. Every redemptive action has a knock-on effect, and we shouldn’t become weary in doing good, for at the proper time we will reap a harvest if we do not give up,’ as is written in Galatians 6:9.

Another way Kerryne and her team supports social justice through manufacturing, is to support local business. ‘We source 99% of our ingredients, packaging and other manufacturing requirements from South Africa, as opposed to importing from China. We visit our suppliers in person, we know their values – so that we can authentically audit our supply chain, while also stimulating the local economy.’

Even this is not a fail-safe approach. Kerryne remembers, ‘Besides sourcing from local suppliers, we looked for other product packing companies to pass on our overflow work. We were so excited when we found a company that employs people with disabilities, because we believed it would give their staff the opportunity to be economically active, and to have dignity. When we asked a few questions about their cost structure, we realised they were paying their staff way below the minimum wage. The company had concocted a system where they qualified for government subsidies, as well as earning from market-related pricing, but without passing on the financial benefits to their staff.’ In the end, eyeSlices® didn’t do business with them.

Social justice impacts the individual

Kerryne comments, ‘We are confronted with social justice issues and poverty on such a massive scale in South Africa, that we feel we have to make a difference on a massive scale. It can sometimes feel like we’re trying to fill up an abyss. But whatever efforts we make in engaging redemptively in society, makes a difference.’

She smiles, ‘One of our staff members started working for us about 9 years ago. She was completely unskilled, and had missing front teeth. Even though she rose through the ranks of the company she was always self-conscious and stayed in the background. We realised that she could never afford the dentistry, so we paid to have her teeth fixed. It created an astounding turnaround in her life – she became confident and outgoing, and is now one of our factory supervisors.’

Kerryne encourages other Christians in business to keep engaging the issue of social justice. ‘Sometimes we get tired or disappointed, sometimes we fail to help when we had the means to do so. But it’s never too late to try again. God wants to guide you – in the season of your business, with the resources you have, in the changes you need to make, where you need to step out in faith. Don’t look at what other people are doing – focus on your own journey, on what God is saying to you, and walk that out in obedience.’

For more articles like this visit https://ziwani.com/.

All rights reserved. Copyright 2018 Mergon Group.

Why partnerships are key to Impact Management Reporting

When people join their efforts to accomplish a shared vision, they can go so much further than if they were to go alone. In Mergon we believe in the power of partnerships to unlock the potential for disproportionate impact. Because God’s design for human flourishing requires the participation of all God’s people, the act of taking hands and ‘going together’ is a crucial strategy that underpins everything we do.

Why partnerships are key to impact management reporting

Over the years we have asked ourselves what it means to stand beside others in our efforts to bring about real change. How do we position ourselves as true partners who bring not just our finances, skills, knowledge and networks, but our very selves to the relationship? Likewise, as our partners offer their expertise and very selves to the relationship, how can we keeping learning from their wisdom and experience? These are questions that shape our partnership journey, whether in the Foundation, investment team, or alongside business leaders with whom we partner in South Africa and across the continent.

Within the social impact sector, where Nation Builder serves, social investors and non-profit organisations (NPOs) recognise partnership as the foundational context within which effective and sustainable social impact takes place in South Africa. The following is taken from Nation Builder’s Impact Management Reporting Guideline, and specifically the learnings acquired in fostering healthy, sustainable partnerships between social investors and implementing organisations.

Impact management reporting is a communication vehicle to capture insights and lessons learnt along the partnership journey. It can serve as a powerful tool to foster trust, credibility and transparency while improving future work and decision making between partners in the social impact sector.

Have a look at the below diagram which unpacks the partnership process, followed by a description of each critical phase:

  1. Internal strategic planning

In this original phase, investors start by defining their purpose, requirements and impact objectives. What exactly is the problem they want to address and what steps need to be taken to address this problem? What will the solution look like along with the strategies, outcomes, outputs, and activities to see this vision come to life? This will require not only robust research to help guide a responsive strategy – it will require investors to define their ‘why’ which in turn defines their ‘who’ within the context of partnership.

  1. Define and design

Along with the initial planning phase, this early define and design phase is where organisations and businesses determine ‘who they are’ and what they stand for. Like in marriage, the idea that two halves make a whole doesn’t really work. You want partners who have clarity about their identity, coming together to work into an area where there is synergy and alignment. By defining a clear purpose and mandate, both social investors and implementing organisations set the stage for more efficient and targeted sourcing, screening and assessment down the line.

  1. Sourcing, screening and assessment

In this phase investors implement a partner sourcing strategy – either through referral, existing relationships, public disclosure or applications. Communicating your selection criteria clearly and publically is vital during this phase – prospective partners should be able to easily access and understand your conditions for eligibility. For example, depending on the sourcing strategy, this information could be made available on your website, along with application documentation and guidelines. Screening and assessment phases may include multiple stages in order to determine whether this relationship would be a ‘good fit’.

  1. Negotiation and formalisation process

It’s important that both parties bring their concerns, questions and expectations to the table in this formalising phase of the partnership. Both sides must feel comfortable to consider, negotiate and clarify their needs, so that they can confidently agree to all terms and conditions and how they will be practically implemented. It’s recommended to compile an ‘expectation checklist’ (see the Guideline’s example), so that courageous conversations can be had in the effort to lay strong relational foundations.

  1. Implementation, progress tracking and reporting

Having parameters and expectations clearly defined and funding allocations confirmed, this is the stage where partners ‘get to work’ – implementing the vision and seeing it come to life. Monitoring and tracking (data collection, analysis, insight development and reporting) happens continually, which in a healthy trust-based relationship allows for honest assessment and adaptive learning along the way. This phase will typically end with a close-out or summative assessment report to reflect the overall results achieved across the life of the partnership and its implementation. The final Impact Report will play a critical part in informing decisions during the partnership review and evaluation.

  1. Partnership, review and evaluation

This phase gives both parties an opportunity to reflect on how they have experienced the partnership to date. Were the goals, objectives and targets met, for example? If not, then why not, and what can we do differently into the future? Are the needs and context still the same, and are activities aligned and mutually beneficial? The answers to these questions will help determine the longevity of this partnership.

Are you interested to know more about impact reporting within the context of funding partnerships? Download your free copy of the Impact Management Reporting Guideline here.

Amongst other case stories included, you’ll learn about the Mergon Foundation’s strong relational approach to ministry partnerships, which lays the foundation for authentic relationships and sustainable social impact.

Want to know more about Nation Builder and how we inspire and equip South Africa’s business community to lead in effective social impact? Visit https://proudnationbuilder.co.za/.

All rights reserved. Copyright 2018 Mergon Group.

Growing your organisational health

Mergon Foundation’s Operations Manager, Werner Momberg, speaks to us on the critical role that strategy plays in nurturing healthy organisations and teams. In this overview of an Elevate podcast, takes us through some of the thinking that has shaped our understanding of organisational health and the tools we’re currently developing at Mergon to promote it. With extensive experience in international missions and leadership, Werner brings an expertise to the table as well as a clear perspective on what’s needed to assess and strengthen the health of your organisation.

Growing your organisational health

The energy of impact

God is most glorified when leaders and leadership teams point the energy of their people outwards, towards that which God has called them to do. If an organisation isn’t fully healthy, or if a leader is ill equipped for the task, the energy is conversely drawn inward and prevents the organisation from achieving its intended impact on the ground.

How do we ensure that we’re using our energy most effectively and releasing it towards the mission?

Werner says we focus on developing our organisation’s strategy – one that captures both the granular and bird’s eye view perspective of our organisational health.

To gain this kind of comprehensive perspective, however, doesn’t happen accidentally. It steadily unfolds, as the organisation and leader mature with time. Particularly when an organisation is just starting out, the leader may bring to the table nothing other than passion and commitment to the calling. With time, the organisation can grow, along with the complexities of stewarding that growth. As a result it starts to function like a machine or vehicle that needs constant service and maintenance. Without knowing, the leader’s focus shifts; their primary energy is given to keeping the vehicle moving forward rather than assessing its pulse and scope of impact.

Organisations are like jet engines

So how do we anticipate mission creep and ensure our leadership can grow in pace with our organisations? William Meehan and Kim Jonker’s book, The Engine of Impact, offers us some clues.

In the book the authors identify seven components of strategic leadership that they believe are essential to nurturing high impact organisations: mission, strategy, impact evaluation, insight and courage, organisation and talent, funding, and board governance.  Together, these components form an ‘engine of impact’—a system that leaders must build, tune, and fuel if they hope to make a real difference in the world.

Werner draws from the jet analogy to highlight some aspects of these essential components. ‘The airflow into the engine is essentially its life,’ he explains. An organisation’s mission is much the same. It generates meaning and vision, which mobilises life. Strategy is what comes out on the other side of the engine – compressed, like oxygen, and transferred into energy that fuels the mission forward.

Jets are obviously required to insert the fuel into the engine. This ‘fuel’ refers to your financial inflow, talent (your human resources or your team) and board of governance. Thrust indicators offer a dashboard to monitor your engine’s status – much like the tools and resources we use for impact evaluation. Lastly, turbines can be likened to the leader and teams who, through courageous leadership and vision setting, ensure the organisation is continually ‘thrust’ into its mission with measurable and growing impact.

How perception plays a role

Adding to this rich analogy, Werner suggests yet one vital component is still unaccounted for: seeing the organisation’s health through the lens of perception*. You can have all the parts of your engine firing, he argues, but if the perception of the team is negative or unhealthy, the organisation will struggle to have meaningful, sustained impact.

Perception has the ability to touch every aspect of your organisation – and yet it can often go undetected. Take money, for example. Werner says, if there is a perception that the organisation does not have enough funding to do the work, the team cannot naturally nurture a culture of innovation. They will feel demotivated to think outside the box or experiment with new ideas, because they will have adopted a scarcity mentality that squelches courage and creativity.

How then can we acknowledge and measure the critical role that perception plays in organisational health?

Introducing the OSP

The Mergon Foundation has developed an organisational self-perception (OSP) scan which identifies 11 dimensions of organisational health. Over time, Werner and the Foundation team have been working through the OSP scan with a number of different ministry leaders to help them determine and evaluate the health of their organisations.

Leaders need not feel they have to be proficient in all 11 dimensions. Few leaders are excelling in every area of their organisation, Werner reminds us. The most important thing is to be willing to learn and grow and engage with your teams on these various aspects of organisational health.

‘The most important responsibility of a leader is to lead people,’ Werner concludes , ‘and to see them do well and release energy towards the mission. To achieve that, it’s not about giving tasks but working alongside others to help them make a positive contribution towards a calling.’ The OSP is a practical and valuable tool to help you do just that.

To learn more about organisational health and how your organisation can benefit from the OSP, listen to the full podcast here.

The Elevate Leadership podcast series is also available on all other major podcasting platforms such as Apple, Google, Overcast and YouTube.

* Read more about the the role of perception in organisational health here: ‘Understanding and evaluating perception: the key to unlocking organisational health

All rights reserved. Copyright 2018 Mergon Group.

The role of generational purpose in building a prosperous Africa

In this interview summary, Ziwani’s Sibs Sibanda speaks to Nelson Ashitiva about the concept of a God-given multigenerational purpose and the unique role this current generation can play in Africa’s transformation. He addresses the continent’s economic crisis as the number one challenge facing the current generation and inspires us to believe that ‘we can also change our story, our fortunes – and learn from those who have gone before us.’ 

This article is one of many you’ll find in Ziwani’s Knowledge Hub – a growing collection of excellent, Biblically aligned resources that are co-created and contextualised to Africa’s unique contexts. Browse our site, www.ziwani.com, to access these resources and engage with other business leaders by joining an X-Change community. 

The Role Of Generational Purpose In Building A Prosperous Africa

 

“My business journey is as a result of the generational blessing that was passed on to me by my parents, and to them by their parents,” Nelson Ashitiva states by way of introduction.

“Although my mom and dad were not business people, there were certain aspects of our household that had a business component. My mom was a teacher, and a farmer on the side. She planted cabbages and maize, and supplemented the family income by keeping cows and selling the milk to hospitals and schools. My father was the principal of a school, and very focused on the role that good leadership can play in transforming a school, and a community. So, from my mother’s business acumen, and my father’s leadership traits – I received a blessing.”

Building with the next generation in mind

He strongly believes that there is an urgent need in Africa to establish transgenerational businesses. Quoting Proverbs 13:22, he says, “A good man leaves an inheritance to his children’s children.” This doesn’t mean that our children have to work in the family business, but we do need to teach them how to embrace a business culture, so that they can progress beyond us. We need to set up our children, and their children, for success.”

Nelson is passionate about the concept of a God-given generational purpose – that each generation has its own contribution to make, while being connected to a bigger narrative.

He explains, “When you consider God’s relationship with Abraham, Isaac and Jacob, as well as with Joseph – you realise that they each had a different role to play. The same when you consider David and Solomon. David wanted to build the temple, but God said to him, ‘You may not build a house for my name, for you are a man of war and have shed blood… Solomon your son is the one who will build my house and my courts, for I have chosen him’” (1 Chron. 28:3, 6). To ensure that the temple would be “exceedingly magnificent, of fame and glory throughout all lands,” David still gathered all the required materials and made preparations for it on behalf of his son (1 Chron. 22:5).

Overlaying this generational purpose onto the African context, Nelson points out that “our grandparents played their role in advancing the continent by gaining independence from colonial rule. The result is that our generation doesn’t have to deal with the question of whether or not we are fully-fledged citizens living in a sovereign state – we are enjoying the benefits of their sacrifice.” He continues, “The struggle of our parents’ generation was to gain wider access to better education, and to transform the political environment from despotism to democracy.”

Fulfilling our generational purpose

Now the important question is, Nelson says, “In Kenya, Uganda, Tanzania, Ghana, South Africa, Morocco – what will our generation be known for? How will we advance the continent? Our grandfathers dreamed of a free Africa, our fathers dreamed of respect for human rights, what is our dream?”

For Nelson, the number one challenge the current generation needs to overcome is Africa’s economic crisis.

He laments, “We lost our ‘best brains’ through slavery, then we lost our ‘best brains’ through despotic rulership – we cannot continue to lose our ‘best brains’ through the lack of economic opportunity.” There is an urgency in his voice. “We have to fulfil our God-given purpose as David did, ‘…for after David had done the will of God in his own generation, he died’” (Acts 13:36).

“Every generation needs leaders. Africa has natural resources and intellectual property that we can harness – we have something to bring to the table. We can sit together and plan a growth trajectory, similar to what China and the Asian Tigers have done. We have to reimagine Africa as an economically empowered continent,” he asserts.

Since the 1980s, “China has undergone a structural transformation from a rural agricultural country to a more urbanised and service-oriented economy. The wealth of the Chinese population as measured by annual per capita income, has increased more than a hundredfold in both rural and urban areas” (GED). The four Asian Tigers (Hong Kong, Singapore, South Korea, and Taiwan) have achieved high levels of economic growth since the 1960s. “We can also change our story, our fortunes – especially since we can learn from those who have gone before us,” Nelson comments.

Living the faith we preach

Such a transgenerational vision is powerful, and sacrificial – in contrast to modern individualism. Often, we live our own small stories, without reference to a larger story. For many Africans adversity is a daily reality, and adversity can have two outcomes: It can bring us closer together, or it can isolate us from one another. It can show us the value of community, or it can increase our selfishness. When we hear news of African migrants drowning in their attempts to cross over into Europe, do our hearts bleed, or do we simply shrug and carry on with our own lives? Do we care that our neighbours have a roof over their heads, good food on the table, access to quality education and healthcare?

It is important to realise though, that this is not a call to a social gospel, to ‘make this world a better place’. This is what it actually means to “love your neighbour as yourself” (Mat. 22:39). Nelson reminds us, “When Jesus spoke to the lady at the well (John 4), he spoke to her first about natural water, before he spoke about eternal water. We demonstrate that we love our neighbours when we empower them to have dignity. It creates the opportunity for a credible gospel to be preached – that we’re not just saying ‘God loves you,’ but we’re demonstrating it in word and deed.”

For example, Nelson is active in the law, structured finance and energy sectors. He states, “As a lawyer, part of my responsibility is to promote economic justice. I want to create a more equitable economic reality, because access to wealth enables families to create a better future. Incidentally, they also make better political decisions, because they’re not simply voting for the person who gave them a handout. And people who are economically empowered are less susceptible to abuse.”

“As an advisor in the energy sector, I keep in mind the major role that affordable and efficient energy plays in stimulating economic growth. But I also consider its environmental impact, for the sake of future generations,” he continues. “As an advisor to corporate companies, I keep in mind ethics and sound business principles.” As a trustee of the Hesabika (meaning ‘stand up and be counted’), he has joined fellow Christian professionals in various industries who are working together to transform Kenya into a more prosperous nation.

Nelson offers this encouragement, “Remember that we are not the first generation to deal with disruption. The current technological disruption doesn’t compare to the cultural disruption that our grandparents had to navigate. We have been taught the foundations of the faith since childhood, and have many advantages they didn’t have. So, believe in the potential of our continent – we can transform Africa into a prosperous place for all.”

This is about how we as Christians engage redemptively in and through our work – to demonstrate the wisdom and glory of God in every sphere of life, and in so doing bring about human flourishing, from generation to generation.

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