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EF: What factors drew you to this opportunity?
SS: I started Ample Resources with an employer leveraging government policies for business promotion for previously disadvantaged people. However, after about two years, we realized that the business model needed more sustainability. We were competing with our suppliers, who always beat us on price, so we had to pivot to other products. Let me backtrack a bit. I took the opportunity to start the company because it reduced my commute from an hour to just 10 minutes. I had support from Mr. Blackbeard at Southern Implants, a local manufacturer of medical devices, whose premises were a short walk from my home. This convenience was a major factor in my decision.
I come from a large family with seven siblings. My mother was a qualified nurse, while my father had only a grade 2 education. Despite his limited schooling, he valued education highly and encouraged us to pursue it. He often said, "Whatever you do, make sure you don't have to say 'moré baas,'" which means good morning boss in Afrikaans, even when you don’t feel like it. He wanted us to be independent. This advice and the desire to be flexible for my family and travel with my husband solidified my decision. I understood early on that money wasn't everything. I could have stayed in the corporate world with better financial prospects and security, but I valued the flexibility of my time more. Even though I earn less now, independence is worth it. Starting the business had its challenges. We were small, and everyone, including myself, did all the chores. However, in 2019, our two sons joined the business, which was a game changer. Our eldest son, with a degree in mechatronics engineering, brought in expertise that significantly relieved my IT stress while the youngest, with a degree in behavioural sciences, attended to the corporate image and visibility.
We want to manufacture locally to grow our business, but South Africa makes up only about 1% of the world market. This small market size doesn't justify starting local manufacturing, so we need a longer-term plan that includes exports. When I started the business, it was just me and my niece. We decided to source only quality products, not just what would win tenders due to low prices. Now, we have excellent products that compete with the best in the world. One of our products is manufactured by a UK company, the only one of its kind globally. This gives us peace of mind about quality and reliable support for customer service.
Regarding SAMED, when Tanya joined, she was very young. At that time, I was the chairman of SAMED representing my then employer. We (Ample Resources) joined SAMED last October because we evaluated all associations and found that SAMED offered the best value. SAMED has evolved significantly, providing constant communication, information access, and assistance. Whenever I have industry issues or complaints, my first contact is Tanya, who always helps. When someone asks about women in health technology, I recommend Tanya as the go-to person.
The two programs that truly resonate with me are the YES Program in South Africa, which provides graduates/young people with work experience and employment opportunities, and SAMED's drive for diversity in the industry. SAMED is part of the YES Program, and we are currently trying to get a link to their website to hire one or two people.
Our wound dressing business is our biggest segment, but we also have world-class stoma care products, with one range coming from a company that is the sole manufacturer of its kind. We aim to expand our product range and increase our employee count, especially sales representatives, which is challenging. We're grateful for the support from SAMED members who have contributed to our infrastructure development through grants from two companies. This assistance allowed us to improve our infrastructure, compliance with regulatory requirements and various other areas of the business. Now, customers can recognize both our products and our company. SAMED's leadership's commitment and ability to instill this dedication within its members base is remarkable.
EF: What are your priorities and objectives for growing your product portfolio for 2024?
SS: Our current priorities are focused on growing the business. One unique aspect of our company is that we have not hired anyone already employed elsewhere. We hire unemployed individuals, some of whom may not have all the qualifications we need, but we give them opportunities to learn and grow. My proudest achievement is developing my former domestic helper in computers and office skills, eventually making her our receptionist and office administrator. She has now moved on to run her agricultural co-op, a major success, in my opinion.
In 2024, our main goal is to grow the business to a point where I feel comfortable leaving it in my sons' hands. As indicated earlier, our top priority is to ensure absolute compliance with regulatory requirements.
EF: What advice would you give to other small family-owned businesses looking to grow and succeed in a competitive market?
SS: Be willing to have challenging conversations with your family. Integrity and honesty are crucial. You can make and lose money, but regaining your integrity and people's trust is nearly impossible once you have lost it. It's not worth sacrificing your integrity for money. I tell young people to think about why they're in business. They're in it for the wrong reasons, if it's just for money. For me, it's about quality of life. My loved ones come before the business. Good morals are essential. Treat your customers and patients like your family, providing your best. I refuse to sell products whose quality I’m not happy with. In all our years in business, we have not had a single recall. This speaks well of our products.
For those entering business, have a dream and aim high. The country needs both industrialists and small businesses. Small businesses build the nation and support families. In South Africa, we must create opportunities, especially for educated individuals, otherwise we lose valuable skills to other countries. When given a chance, jump in with both feet. Opportunities are fleeting, so make the most of them. If you fail, at least you tried your best. Always look for opportunities and seize them with both hands. Finally, don't forget the people out there.
EF: What legacy would you like to leave for the company in the next five years? How is the company creating opportunities to access through distributing different sourced products locally, and what are the various strategies you're using?
SS: In five years, I’ll be 74 and retired, with our sons managing the business, hopefully. One thing that made me happy was starting with one supplier in the UK and then expanding to three. We developed such good relationships that when one contact moved to a new company, they brought their latest products to us. This speaks volumes about our initial partnership. My vision is to focus on technologically advanced products, like wearables that monitor health and sync with cell phones. This fits perfectly with my son’s expertise in technology. We specialize in honey-based wound care products in South Africa, where we’re known as the "Honey Badgers." Honey is effective not only for wounds but also in cosmetics.
I also want to accommodate my younger son, who is responsible for our remarkable marketing and branding efforts. He's truly put us on the map. We aim to expand our range to include high-tech medical and other technologically advanced products. We will only bring in products that meet the highest standards. Looking to the future, we’re exploring innovations that could revolutionize healthcare, especially in rural areas by allowing enabling access to specialists, who are mostly based in major centers, for interpretation. This would make healthcare more accessible across the country.
EF: In the past 23 years that you've managed the company, what are some of the accomplishments you feel most proud of for yourself and the company?
SS: We don't owe anyone, not even the bank. Being debt-free is a major accomplishment. My legacy is personal, and I want to share a touching moment. At a recent SAMED event, I spoke about the importance of family. My elder son remarked that he didn't know how I managed my time when he was young, as I attended every school event he participated in. That statement moved me deeply, highlighting that my true legacy is being there for my family.
On the business side, our major achievement is that we are still having survived COVID. Additionally, we own our premises, which was a conscious decision to avoid the uncertainties of renting. The legacy I want to leave, especially for women, young men, and our sons, is that, as the late Mr Mandela said, "It always seems impossible until it's done." some things seem impossible until you do it. As a pharmacist with no formal wound or stoma care training, I entered this industry and learned on the job. I thank all the healthcare professionals in this field who taught me what I know today. My advice is to seize opportunities and give your best effort. Despite many failures and disappointments, I’m still standing.
