C O PRIME The Most
Empowering &
Impactful
Leaders to Follow
Natasha Camhee Group CEO Arenkwe Holdings
From Vision to Execu on The Hallmarks of Transforma onal Leaders
The New Leadership Paradigm Agility, Empathy, and Impact
Natasha www.cioprime.com
Camhee
Leading with Governance, Powered by Values
Leaders Who Empower, Leaders Who Inspire
I
n an era defined by disruption, complexity, and constant change, leadership is no longer measured solely by authority or scale—it is defined by impact, empowerment, and the ability to inspire meaningful progress. The leaders featured in this edition exemplify these qualities, standing apart not only for what they have achieved but for how they elevate people, organizations, and communities around them. These empowering leaders lead with purpose. They foster cultures of trust, inclusion, and accountability, ensuring that growth is shared and sustainable. By investing in talent, encouraging innovation, and championing ethical decisionmaking, they create environments where individuals are motivated to contribute, collaborate, and lead with confidence. What makes these leaders truly impactful is their capacity to translate vision into action. They navigate uncertainty with resilience, align strategy with values, and deliver results that extend beyond financial success. Whether driving business transformation, advancing social change,
or redefining industry standards, their influence is measurable, enduring, and far-reaching. Equally important is their role as role models in a rapidly evolving world. These leaders challenge conventional thinking, embrace diversity of thought, and remain committed to lifelong learning. Through mentorship, advocacy, and transparent leadership, they inspire the next generation to lead with courage, integrity, and clarity of purpose. As organizations and societies seek direction in a complex global landscape, the leaders recognized here offer a compelling blueprint for modern leadership—one rooted in empowerment, impact, and responsibility. They are not only shaping the present; they are defining the future, making them the leaders most worth following today and tomorrow.
Editor’s
Note
C O PRIME Editor-In-Chief - Sara Nethan Senior Editor - Johncy Michael Executive Editor - Andrea Glasgow Visualizer - Robert Smith Art and Design - Vishal Gaikwad Vice President - Andrea Clarke Sales Manager - Vaibhav Shisode BDE - Arpita Thombare Assistant Manager - Bhagyshri Bhandwalkar Operation Manager - Teresa Mills Technical Head - June Stewart Digital Marketing - Hazel Smith
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10.
Cover story
Natasha Camhee
Leading with Governance, Powered by Values
ARTICLES
18 24
From Vision to Execution The Hallmarks of Transformational Leaders
The New Leadership Paradigm Agility, Empathy, and Impact
Natasha Camhee Group CEO Arenkwe Holdings
Cover
Story
Natasha Camhee
Leading with Governance, Powered by Values
For me, success is not only about performance; it's about stewardship, trust, and leaving institutions stronger than we found them.
On a Mission to Strengthen Businesses Through Ethical Leadership!
I
n corporate life, rules and ethics often look like paperwork until something goes wrong, and then they become the only thing standing between stability and chaos. Governance exists to protect people, reputations, and businesses from avoidable damage, which is why leaders in this space have to think clearly, act early, and stay consistent even when pressure pushes for shortcuts. Natasha Camhee has spent more than 25 years doing exactly that, building her career in a way that centres integrity, accountability, and long-term thinking. A big part of Natasha's strength comes from the mentorship she received from women in leadership, business, and entrepreneurship. She speaks about that support with genuine respect, because it helped her develop the guardrails that matter in business. It taught her how to spot pitfalls early, how to take pit stops when needed, and how to face blind spots before they become setbacks. That kind of guidance shapes decision-making in real time, especially when leadership feels heavy and the stakes feel personal. Alongside her professional experience, Natasha carries a steady inner foundation. Her faith in God remains her anchor, guiding her choices and keeping her focused on purpose, wisdom, and integrity as she continues to build Arenkwe's path with intention. Natasha's leadership is also backed by serious learning, because she believes strong leaders stay teachable. Her qualifications include a postgraduate qualification in Corporate Governance and Company Secretarial, a
My long-term vision for Arenkwe Holdings is to be the most trusted governance partner for organisations operating in complexity where regulation, reputation, technology and ethics intersect.
Higher Diploma in Corporate Law, and a Certified Ethics Officer credential from the University of Stellenbosch. She later expanded her leadership capability through the Strategic Woman in Leadership Programme at GIBS, reinforcing her commitment to continuous development. Natasha Camhee's journey proves that real leadership is rarely loud. It is built through principle, preparation, and the courage to stay ethical when it would be easier to bend. The Foundation Every leadership journey has a starting point, and Natasha's began in a space most people underestimate: governance, risk, and compliance. What set her apart early on was how she treated this work, not as background support, but as the backbone of performance and sustainability. Early in her career, Natasha worked at the intersection of governance, risk, compliance, board and executive advisory experiences that sharpened her belief that governance is not a “back-office” function, but a strategic enabler of sustainable performance. That conviction ultimately led her to establish Arenkwe Holdings in 2010, with a clear purpose: to redefine how organisations approach governance and ensure it remains commercially grounded, decision-centred, and fit for an increasingly complex world. A defining milestone in her rise to Group CEO was intentionally positioning Arenkwe at the convergence of governance, technology and accountability, particularly as emerging risks such as AI governance, cyber risk and data ethics began reshaping the responsibilities of boards and executive teams. Over more than 15 years, leading the firm through evolving regulatory landscapes, economic cycles, and rising organisational complexity has been a masterclass in disciplined decision-making and principled execution supported by a resilient team that shares the same standard of integrity and excellence. Arenkwe's North Star: Trust in Complexity A serious long-term vision is not built on ambition alone. It is built on clarity, alignment, and knowing exactly what the organisation stands for, even when the market keeps shifting. Natasha's direction for Arenkwe is rooted in trust, relevance, and governance that holds up in complexity.
Trust is built through consistency, transparency, and doing the right thing, especially when it's difficult.”
Her long-term vision for Arenkwe Holdings is to be the most trusted governance partner for organisations operating in complexity where regulation, reputation, technology and ethics intersect. She wants Arenkwe to continue redefining governance as a strategic enabler of sustainable performance, not a reactive “tick-box” function. Strategic alignment across leadership, operations and innovation starts with one thing: clarity of purpose. They anchor their work in governance, ethics and compliance, and ensure that every service line advisory, secretariat support, and professional development reinforces the same outcome: stronger decision-making, better oversight, and long-term institutional resilience. Innovation at Arenkwe is intentional and responsible. Natasha remains especially focused on the evolving relationship between governance, accountability and technology, including how organisations govern AI, cyber
risk, data ethics and emerging regulatory expectations. These are no longer “future” issues; they are board-level priorities now, and their role is to equip leaders with frameworks and tools that are practical, real-time and commercially grounded. A key part of Natasha's long-term vision is expanding Arenkwe's footprint beyond South Africa into Europe, North Africa, the Americas, and key Asian markets such as China and Hong Kong regions, where boards are facing increasing pressure to govern complex risk, technology, and regulatory change with greater speed and precision. Their expansion strategy is intentional: they are building a globally relevant governance advisory platform that is grounded in regulatory excellence, ethical leadership, and practical board support, while adapting to diverse jurisdictions and governance cultures.
The goal is to partner with organisations operating in highly regulated and fast-evolving environments, offering the same trusted governance, risk and compliance capability that has shaped Arenkwe's credibility over more than 15 years. Ultimately, Natasha's vision is to build an organisation that endures, one that develops courageous leaders, strengthens ethical cultures, and enables responsible growth. For her, success is not only about performance; it is about stewardship, trust, and leaving institutions stronger than they found them. Tech With Oversight, Not Chaos Digital transformation is often reduced to tools and systems. Natasha treats it differently. For her, technology must sharpen oversight, strengthen accountability, and make decision-making faster and clearer, especially in environments where risk moves quickly. Technology, digital transformation, and data-driven decision-making influence Natasha's leadership by helping her move from “managing activities” to governing outcomes with clarity, speed and accountability. She views digital transformation as more than a systems upgrade; it is a strategic lever that strengthens oversight, improves execution, and enables better board and executive decisions in real time. That is why her approach is anchored in using technology responsibly, while ensuring governance remains practical, commercially grounded, and aligned to what leaders face in fast-changing and highly regulated environments. At Arenkwe, they integrate data and digital tools to support stronger decisions, smarter controls, and better transparency, while still protecting integrity and trust. She also believes technology should simplify access to expertise, which is why they are building toward solutions like a learning management system and a director
enablement app that can guide boards at the click of a button. Arenkwe Board Effectiveness Index™ (ABE Index™): A New Standard for Board Evaluations in the King V™ Era In today's governance environment, boards are no longer judged by what they intend to do. They are judged by what they enable, prevent, challenge, and deliver. The governance landscape has evolved rapidly driven by stakeholder expectations, regulatory scrutiny, technology disruption, and a new level of accountability that cannot be managed through traditional oversight alone. At Arenkwe Holdings, we have witnessed this evolution over decades across boardrooms, industries, and jurisdictions. We have also studied major corporate governance failures globally, including the Steinhoff scandal and other landmark collapses that reshaped director accountability, audit committee expectations, and trust in governance frameworks. The outcome is the Arenkwe Board Effectiveness Index™ (ABE Index™) a next-generation, outcomes-based evaluation tool designed to change how boards evaluate performance, identify gaps, and execute meaningful improvement. Empowerment Without Losing Control Empowerment can fail when leaders confuse freedom with a lack of standards. Natasha's leadership style gives people room to grow, but the outcomes still matter and the accountability stays sharp. Empowering leadership, to Natasha, means creating an environment where people feel trusted, equipped, and genuinely responsible for the outcomes they deliver, not just the tasks they complete. It is leadership that gives
clarity and direction, but also leaves room for growth, initiative, and courage.
stakeholders, while ensuring that governance remained practical and effective.
She has learned through years of working with boards, executives and high-performing teams that empowerment must be intentional: it requires strong governance, clear communication, and the confidence to delegate with purpose while holding standards consistently.
In roles such as Group Company Secretary at Reunert Limited, Board Company Secretary at ABSA Group and ABSA Bank, and Executive: Ethics & Governance at Telkom, the complexity was constant from regulatory obligations and board dynamics, to ethics, ESG strategy, and organisational culture.
To foster accountability, innovation and ownership within her teams, Natasha focuses on four principles: curiosity, clarity, capability and culture. They set clear expectations and guardrails, ensure people have the training and tools to deliver with excellence, and build a culture where ethical leadership, inclusivity and continuous learning are nonnegotiable. Natasha encourages teams to think ahead, challenge assumptions and solve problems proactively because in governance, risk and compliance, innovation is not about disruption for its own sake; it is about creating smarter, stronger ways to protect value and enable responsible growth.
What helped Natasha navigate these challenges successfully was staying anchored in clarity and discipline: clarifying what the organisation stands for, what decisions must be made, and what risks must be managed without compromise. She learned to lead with calm certainty, communicate with precision, and create structures that enable accountability, not just compliance. Ultimately, her approach has always been about building governance that supports performance and resilience, while strengthening ethical leadership and long-term institutional trust. Executive Decisions that Must Hold Up Under Scrutiny
Leading Through Complex Systems and Competing Forces In large organisations, the toughest battles are not always about systems or frameworks. More often, the challenge is human trust, alignment, competing priorities, and decisions made under pressure. Natasha has worked in environments where complexity is constant, not occasional. Leading teams within large and complex organisations has taught Natasha that the hardest challenges are rarely technical; they are often about alignment, trust, and decision-making under pressure. In highly regulated environments such as banking and telecommunications, and JSE Listed entities, she has had to navigate competing priorities across boards, regulators, executives and
At an executive level, decisions rarely sit in a clean, comfortable space. They come with scrutiny, consequences, and trade-offs. Natasha's decision-making is guided by a principle that holds, even when it costs more in the short term. Governance, compliance, and ethical responsibility guide Natasha's decisions at the executive level by keeping her anchored to one core principle: trust is built through consistency, transparency, and doing the right thing, especially when it's difficult. She does not see governance as a “rulebook”; she sees it as a strategic framework that protects value, strengthens accountability, and ensures decisions stand up to scrutiny from boards, regulators, stakeholders and society.
This approach has been shaped by years of leading and advising in complex, highly regulated environments across banking, telecommunications, public sector and JSE-listed structures, where credibility is earned through disciplined oversight and ethical clarity.
Natasha balances innovation with operational stability by treating governance as the anchor, creating clear guardrails, disciplined execution, and strong accountability, while still giving teams the space to improve, evolve and build smarter ways of working.
In practice, that means every major decision must balance performance with responsibility, ensuring compliance is met, risk is understood, and ethics remain non-negotiable. At Arenkwe, they are intentional about promoting governance that is commercially grounded but principled, including how organisations respond to emerging areas like AI governance, cyber risk and data ethics.
She believes the future of leadership will be defined by ethical, tech-enabled decision-making, where leaders can confidently govern emerging risks like AI, cyber and data ethics while still driving performance with integrity and long-term vision.
Ultimately, ethical responsibility is not an add-on to strategy; it is part of the strategy because it shapes reputation, resilience, and long-term sustainability. Culture that Holds Under Pressure
Industry impact is not only about titles or recognition. It is also about who gets pulled up behind you. Natasha contributes to mentorship through practical development, real-world platforms, and leadership that builds capability, not dependence.
Culture becomes visible when pressure shows up. That is where discipline either collapses or gets stronger. Natasha treats culture as the foundation of execution, and she uses it to grow future leaders with real exposure, not theory.
She contributes to mentoring and ecosystem development by sharing practical governance insight, investing in capability-building, and creating platforms where emerging professionals can grow with confidence and discipline.
Culture becomes most visible under pressure, and that is where discipline either breaks or gets stronger. Natasha sees culture as the foundation of execution, built on trust, inclusion, ethics, excellence, and accountability. Through the Arenkwe Academy, the company also develops future leaders by running a one-year graduate incubation programme that gives young talent real governance exposure, structured mentorship, and the confidence to lead with purpose.
Through her directorships and leadership in initiatives such as Arenkwe Academy, she focuses on building ethical, future-fit leaders and strengthening the broader governance ecosystem through real-world exposure, mentorship, and structured development opportunities.
“My governance journey began at the Arenkwe Academy Incubation Lab, where I gained practical governance experience, structured training, and strong mentorship. The programme helped me understand corporate governance frameworks, board and committee processes, and stakeholder engagement, while also building essential skills like communication, critical thinking, and ethical leadership. It prepared me for my first professional role and laid the foundation for my career, and I remain grateful for the guidance and opportunity,” said Noni Ncube. Innovation that Still Feels Safe to Scale Innovation is easy to chase. Stability is harder to protect. Natasha balances both by treating governance as the anchor: strong guardrails, disciplined execution, and accountability that holds even when growth demands speed.
Mentorship that Strengthens the Whole System
Words of Wisdom Some leaders focus only on what they achieve. Natasha's view of legacy carries a different weight: leaving people, institutions, and systems stronger than they were and building continuity that outlives any one title. Natasha's advice to aspiring leaders is to lead with integrity, stay committed to continuous growth, and never underestimate the power of disciplined governance as your anchor in complexity. A great leader understands that they are only as smart as the people they employ, and deliberately builds an organisation by appointing subject-matter experts who are smarter than them, trusting that collective intelligence always outperforms individual brilliance. The legacy she hopes to leave is one of trusted leadership and generational impact where her daughter, Tamlyn is already practising in the industry as a professional company secretary, her sons, Tristan and Travis intend to pursue law and AI innovation, and has recently joined Arenkwe Holdings as a Specialist: Company Secretariat.
From Vision to Execu on
The
Hallmarks of
Transformational
Leaders
T
ransformational leadership receives praise because it achieves visionary goals through its ability to inspire others. Organizations require more than visionary leadership because they need implementation of their vision to achieve transformation. The true measure of transformational leadership lies in the ability to convert aspiration into sustained execution. Successful leaders who create organizational transformation start from current company status to reach future business objectives while they implement operational processes and manage employee relationships and organizational values. Leaders create lasting results through their work, which exists beyond their public speeches and written strategic plans. Anchoring Vision in Purpose and Reality
Transformational leaders begin their work with a strong vision which they establish through their understanding of organizational conditions. Vision exists as a future state which organizations can achieve through their current market position and operational capabilities and their understanding of stakeholder requirements. Effective leaders establish change requirements through their explanations of necessary changes and the advantages these changes bring about. The purpose of disruption becomes understandable to people through the clarity which exists in the system. When a vision connects with people on both emotional and intellectual levels, it transforms into a unifying force which brings people together instead of remaining as an unattainable goal. Translating Vision into Strategic Clarity Transformational leaders demonstrate their primary leadership quality through their capacity to make complex situations understandable. The vision should be transformed into specific strategic priorities which will direct decision-making processes throughout all organizational levels. The process needs to establish which elements will undergo modification while maintaining certain aspects and determining necessary compromises. Transformational leaders establish organizational direction through their selection of essential priorities which they will focus on instead of presenting multiple initiatives. The strategic framework enables organizations to direct their resources towards activities which will generate maximum organizational results.
Aligning Structures, Systems, and Resources The process of transformation will not succeed when an organization lacks the necessary infrastructure to support its vision. Transformational leaders understand that successful execution requires all organizational elements to work together with processes and resource distribution. The organization uses governance model changes and workflow redesigns and capital redistribution to strengthen its strategic goals. Performance metrics are aligned with desired outcomes, ensuring that people are rewarded for behaviors that support transformation rather than legacy practices. The organization establishes operational procedures to transform its vision into an active operational system.
ground between urgent action and methodical evaluation. The team executes operations at a fast pace when they possess high confidence while they conduct careful assessments during times of risk and uncertainty. Organizations establish operational discipline through their use of milestones and feedback loops and performance reviews which enable them to maintain necessary flexibility. The established balance between two opposing forces enables transformation to progress without interruptions caused by rapid movement and backward movement. The established balance between two opposing forces enables transformation to progress without interruptions caused by rapid movement and backward movement. Leading Through Resistance and Setbacks
Mobilizing People Through Trust and Engagement Human beings are responsible for all aspects of transformation work. Transformational leaders understand that change will produce three outcomes which include uncertainty and resistance and emotional reactions. The organization invests substantial resources into its communication and listening and engagement activities to establish trust with its stakeholders. The team establishes ownership through their decision-making processes by empowering individuals to determine their path forward. The combination of open communication and regular organizational updates together with active leadership involvement, create an environment where fear decreases and commitment increases. When people believe in their leaders' goals, they become more willing to change their behaviors and assist others. Empowering Execution at Every Level Transformational leaders distribute execution work to their teams instead of keeping it for themselves. Teams receive decision-making power together with specific responsibilities and the freedom to operate within restricted limits. The process of empowering employees leads to faster work completion together with improved organizational skills. The leaders establish organizational direction while delivering support services without engaging in detailed work supervision. Transformational leaders trust their teams to handle local challenges which enables their companies to achieve both fast response times and continuous innovation. Balancing Speed with Discipline The process of transformation needs maintenance because rapid movement without proper control causes system collapse. Transformational leaders establish a middle
Any transformation process requires resistance as its fundamental element. Transformational leaders view resistance as a source of information that needs to be comprehended instead of seeing it as a threat to be destroyed. They distinguish between healthy skepticism and entrenched obstruction. Their response to setbacks includes accepting responsibility instead of shifting blame to others. The process involves extracting lessons from failures which leads to necessary changes and upkeep of progress. The process of transformation strengthens organizational credibility and demonstrates that transformation processes remain robust instead of being vulnerable. Conclusion The process of transformational leadership begins with a specified vision and ends when that vision becomes a reality. The process demands leaders to establish a clear mission and create strategic plans while maintaining connections with their team members through essential organizational systems. Leaders who master this transition process develop their ability to generate sustained results through their work which goes beyond their initial inspirational capacities. Transformational leaders need more than a great vision because their success depends on their ability to handle challenges and show commitment to their goals through constant effort. The organization achieves permanent change when its leaders execute their vision through ethical practices and dedicated execution. The process of transformational leadership begins with a specified vision which leaders use to create their organizational development plans. The process of transformational leadership begins with a specified vision which leaders use to create their organizational development plans.
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Agility, Empathy, and
Impact T
he current definition of leadership is experiencing a complete transformation. The existing leadership models, which depend on hierarchical structures and authoritative power and controlling mechanisms, fail to meet the needs of organizations that operate in environments with unpredictable and fast-changing conditions and require greater human capabilities. Modern organizations need leaders who can maintain their path through fast changes and establish close relationships while keeping their professional distance and achieve their mission goals with complete honesty. The new leadership model which has developed from this transformation depends on three essential elements which work together: agility and empathy and impact. From Control to Adaptability The past method of assessing leadership effectiveness used stability and predictability as measurement standards. Leaders were expected to plan extensively while they needed to reduce operational deviations into enforced standardized procedures. The current world exists as a collection of dynamic systems that operate without established boundaries. The market environment experiences sudden changes while technological progressions and disruptive events occur without any advanced notice. Leaders need agility as a fundamental leadership skill.
The New Leadership Paradigm
Agile leaders implement real-time strategy alterations while they test their existing beliefs and handle all changes that occur. The process requires organizations to establish their objectives before they can implement operational changes. Agile leaders maintain their core objectives while they permit their operational techniques to develop. Agility modifies the entire process of making decisions. Leaders use informed judgment to make decisions instead of waiting for complete information which they use to conduct their evaluation work and subsequent modifications. The organization maintains its operational flow through its iterative processes which build momentum during unpredictable conditions while it transmits confidence to its teams who are dealing with organizational changes. Empathy as Strategic Strength Organizations now consider empathy as a critical business requirement instead of treating it like an unimportant leadership quality. Organizations function as human systems which experience change because it creates emotional effects and operational impacts. Leaders who fail to recognize this reality face challenges with resistance and disengagement which leads to employee burnout. Empathetic leadership requires leaders to understand other people's viewpoints while they recognize their emotions and treat them with genuine respect. The process demands authentic listening yet it does not require people to agree with every opinion. When people experience acknowledgement for their existence and opinions they build stronger trust relationships which lead to better collaborative work. Leaders who understand how their decisions affect others make better choices because they can predict outcomes and handle risks while keeping employee satisfaction intact. Empathy functions as a stabilizing force for teams during stressful situations while it creates an environment of psychological safety. The Interdependence of Agility, Empathy, and Impact The three elements of the system depend on each other because they create mutual reinforcement between themselves. Agility without empathy creates an experience which feels like a loss of control and a lack of personal connection. People who practice empathy without agility will experience a state of comfort but they will not achieve any advancement. Impact without either component will result in temporary effects that do not last.
The combination of agility which delivers quick response times together with empathy which builds trust and impact which establishes mission objectives creates effective results. Leaders who combine all three elements will successfully lead through complex situations while keeping human relationships intact and achieving their goals. Modern leaders who want to achieve effective results need to implement this method of combination.
C O PRIME
