You were a print and broadcast financial journalist for many years and now run an advisory firm in Mauritius. Tell me about the transition from journalism to business owner.
I worked as a print and radio journalist for about 20 years, concluding my career in 1994 after eight years as finance editor of The Star. Concurrently, I hosted the radio programme Financially Speaking on Radio 702 from about 1988 to 2002.
While at The Star, I advocated for greater emphasis on personal finance and established The Star Investors Club, which I chaired and managed for many years. The success of this club led to the idea of starting an investment advisory company, in partnership with The Argus Group. We even registered the name as Pritchard Street Securities. However, they had a change of heart at the last moment and I received all the shares. At that time, I had already resigned and had to navigate the challenges of this new venture.
Fortunately The Star continued to publish my articles, which greatly benefited my fledgling business. In 2004 I rebranded the company as Brenthurst Wealth. Today, the trademark belongs to the shareholders, which include my wife Sue and our MD Brian Butchart.
How does your background in journalism inform the work you do now?
During my tenure as a journalist and editor at The Star, I quickly recognised that ordinary investors were frequently confounded by the investment industry. They struggled to comprehend the technical and legal terminology commonly employed by the dominant insurance industry of that era.
I realised that the clearer and more effective the communication about what investors were getting into, the greater their chances of success. I continue to uphold this philosophy and have three golden rules when it comes to investments: communicate, communicate and communicate.
What are some of the challenges of running a family business?
It can be exceedingly challenging to separate a family business from one's personal life, often leading to conflicts. Work hours frequently spill over into family time and many small, start-up business owners struggle with this balance. However, there comes a point when you need to close the computer and take your children to the park.
What mistakes at work have taught you important lessons that you still use?
Commencing a new business and simultaneously having to pursue clients and maintain a payroll at month's end presents a substantial challenge. It doesn't leave much time for paperwork, an area in which I initially struggled. I soon realised the necessity of hiring competent individuals to manage the company's affairs and personal documentation.
I once came perilously close to being arrested and facing incarceration for failing to submit a zero-VAT return, which eventually led to a court summons. This experience made me acutely aware of the importance of maintaining accurate paperwork. To this day, I continue to employ individuals to ensure my business and personal documentation remains well-organised.
What did you want to be when you were a child?
During my teenage years, I devoted a significant amount of time to playing golf at Huddle Park golf course in Linksfield. At that time, I entertained the idea of becoming a professional golfer and even managed to secure a couple of amateur titles during my university years. However, my aspirations took a different turn after a few rounds with Gary Player. It quickly became apparent that I did not possess the skills required to compete at that level.
What advice do you have for young people at the start of their careers?
I am fortunate that the majority of the individuals working at Brenthurst are young, well-educated and exceptionally energetic. My advice (always) is to never cease learning, reading and studying. We reside in a fast-paced world that offers no respite for those who lag behind.
Would you like to comment on this article?
Sign up (it's quick and free) or sign in now.
Please read our Comment Policy before commenting.