Reshaad Sha: Digital Maverick

From the time he was 13 years old, Reshaad Sha knew that he wanted to be working in the technology sector. In high school he was preoccupied with computer studies and his fascination for computer programming.

He stayed the course by studying programming at Natal Technikon and an Executive MBA from UCT’s Graduate School of Business. Later, he served as Director of Cisco, Chief Strategy Officer at Dark Fibre Africa, director and chairman at SA Digital Villages and more recently, founded and served as CEO of SqwidNet, the fastest growing IoT operator in South Africa. Currently, he is the CEO of Liquid Telecom.

Reshaad grew up in Durban, but says his actual growth only took place after he moved to Johannesburg and lived on his own. “As soon as I started working in the telecommunications space in 1998, I started travelling intensely. This also contributed significantly to my growth.”

However, Reshaad never considered working in the telecommunications field initially. His only observations of the industry were what he saw in the street while growing up: the ‘Post & Telecommunications’ vans fixing the telephone systems. “That was not appealing.”

He got his start in the sector when he was working at a software development house. “I was really passionate about systems implementation, operating systems and database management.

“A UK-based software company was looking for those specific skills as they were trying to meet the demand that emerged from mobile operators popping up across the African continent. I joined them to start implementing billing platforms for the newly built mobile network operators.”

When he was approached for the role at Liquid Telecom, he had no intention of pursuing the position. The only thing he was certain about was that he was not willing to stay at the company where he was employed. “I was about to embark on a life-changing experience at the Harvard Business School, on a nearly two-month programme, after which I was going to focus my efforts on Artificial Intelligence businesses and their emerging role.

“After discussing the role with the Group CEO of Liquid Telecom and thinking about the transformational change that a truly African company can undertake across the continent and more importantly, the role I could play in that, my mind was made up.”

After taking over as CEO, Reshaad was able to better understand Liquid Telecom – which had acquired Neotel in South Africa. He began the diagnostic process using both the data that was available within the business, as well as what their customers were experiencing. He notes that an operating model shift and deeper segment focus were required.

Some places where I have worked tend to label my [leadership] style as rebellious. That was and remains a compliment...

“There were also a number of distractions occupying management’s time and rapid resolution was required. We are now implementing what I call a digitally enhanced operating model, resulting in a massive restructure of the organisation.”

The now and next for Liquid Telecom will be to transform their customer experience, while also making changes to their operating model. In pursuing this, Reshaad predicts that their pace of innovation will rapidly increase to better service the future demands of their customers.

Describing his leadership style, Reshaad confesses that it’s hard for him to label. “What informs the style that I adopt is situationally driven, and the ability to not have to stick to a specific conventional approach in leading or problem solving. I avoid the routine-based, traditional, safe and familiar methods of leading in these highly turbulent times when competition is at its highest.

“Some places where I have worked tend to label my style as rebellious. That was and remains a compliment, primarily due to the results that I have been able to deliver with my style of leadership.

“As a leader I am constantly learning and encourage those around me to pursue their learning objectives. Conversation remains a core component of how I lead. It is often a mechanism to share and learn from colleagues at all levels within the company. I glean insights from these conversations that inform, to an extent, how I should lead situationally.”

When it comes to his business philosophy, Reshaad says that being data-informed, in everything he does, is a core principle from which to operate, while acknowledging that there are many variables in an organisation that shift outcomes.

“My leadership philosophy is driving the need to ensure that my management team relentlessly pursues the closing of the loop in accountability, no matter the task.”

Speaking to the challenges he has faced in recent years, Reshaad says that the transformation of a semi-construction-infrastructure company to a telco, against the will of the company and its entire senior management team, is one of the biggest.

“I can easily put this down as one of my biggest challenges and successes. In terms of revenue, growth in profitability, its customer experience and associated customer base, it is significantly different from what it was.”

After his management course at Harvard, Reshaad notes that going forward there will be very few leadership challenges that will surprise him, but also looks forward to those surprises which will contribute to his learning.

His advice for young people starting out in the information communication technology sector is for them to master the art of learning. “Find ways to appreciate and enjoy the learning process and retain and practise it. It is a skill that will prove invaluable in your journey through life.”

By Saarah Survé

Photographs by Paul Shiakallis