FORMER EMPLOYEES OPERATE KITCHEN

JWANENG: What makes three people with good jobs want to sacrifice all that, and step into the unknown? And what makes a fresh graduate with a sought-after qualification choose not to scan the vacancies pages of newspapers?

“We believed that if we didn’t take the opportunity, we might never have another one,” explains Victor Ratladi.

Photo: Maria(left), Ben and Victor

Victor is a director in Contempor – a restaurant owned and run by three former Debswana employees, and one time intern at the mine. It began with an advert that explained that Debswana wanted to outsource its kitchen and restaurant in Jwaneng, and invited any interested operator to apply to take over the running of the place.  

At the time, Victor together with other co-directors – Benjamin Bakwena, and Maria Kaisara – worked for Debswana. The fourth director, Thulaganyo Akanyang-Kebakile, was on attachment working towards attainment of a degree in Food and Beverages Management. 

Benjamin explains: “We had looked at the place, and we knew that with our experience and knowledge, we could turn it into a great restaurant.” 

Victor adds: “Though there were already other players in the market, we knew that we would compete effectively on service.” 

Initially there was a bit of hesitation about whether to go into business at all, given the risks that go with entrepreneurship. They had to consider that they would have to go for a while without salaries, something that would impact on their families as well. Benjamin, who is married to a Debswana employee, relates that after his resignation, the family had to move into a smaller house. The children’s initial excitement at the prospect of moving houses was somehow dampened by realisation that the new home had a single garage. 

“They wondered where the other vehicle would park,” Benjamin laughs. “But we sat them down and carefully explained what was happening. They wondered if their mother would afford school fees, food, and fuel since I would be without regular income. My wife assured them that we would live on what we had, and that things would eventually improve. They understood perfectly. That shows even in their demands; they don’t make excessive demands on luxuries.”  

On the other side of town, Victor had a similar, lengthy discussion with his wife. They weighed the options, and decided that the risk was worth taking.

If making the decision to quit employment was hard, raising the required capital proved even harder. They were turned down by the financial institutions. But since they were determined, they decided to contribute from their own pockets. Each had to make a contribution of P20 000. 

When the restaurant opened its doors for business on February 3, everyone was gripped by anxiety. Only three people came for breakfast that morning. For lunch, there were seven guests. The trend continued for a number of days. The sluggish start could have discouraged even the most optimistic businessperson. The partners rallied together.

“We encouraged each other not to give up,” recalls Benjamin. “Even though it appeared gloomy, we knew there would be light at the end of the tunnel.” 

Thulaganyo adds: “We reminded each other that business, we had to go through trying times.” 

Victor explains that the reason for the initial low turnout was due to lack of marketing. They had not really gone out to advertise their restaurant. With Valentine’s Day approaching, they decided to take advantage of the day. They printed fliers that were distributed throughout the township. The response was overwhelming. A lot of couples came for dinner, and since then the restaurant has experienced steady growth in clientele.  

As the business stabilises, Victor believes there is still a lot to be achieved in terms of realising the vision they have set for themselves, which is to be a trendy fine dine restaurant that offers a fine culinary experience. When the company first crossed the breakeven threshold, the partners avoided rewarding themselves. Instead, they chose to reinvest the money in further improvement to the restaurant. They have only been the company’s wage bill for two months. 

The restaurant’s major customer is, by far, the Jwaneng Mine. They also get good business from councils, government departments, and ordinary residents of the township.  

They are looking beyond this operation. Victor states that they are already thinking of ways to diversify. They have identified food processing as a possible growth area for the company. Benjamin alludes that when they eventually go that route, the processing plant would necessarily be in Jwaneng. 

“We are going to explore all opportunities,” he says. 

So, who is the boss around? 

“He plays the music,” Benjamin says pointing at Victor. “The rest of us dance.” 

When the laughter dies down, he explains that although the partners hold equal shareholding, they have appointed Victor the Managing Director. Benjamin is responsible for Projects and New Business, Maria is the Production Manager, while Thulaganyo’s forte is Sales and Marketing. 

“We acknowledge each other’s strengths and weakness, and try to complement each other,” says Benjamin. “We discuss our views openly, and try not to lose focus. We know what our goal is.”

Victor explains further: “We do everything in the best interests of the company. Everything revolves around the company’s vision. Because we have common understanding, we do not have a lot of differences.”