Page 11 - CAO Annual Report 2024/2025

The Guest Speaker, Ms Iris Fynn, was then introduced by the MC.
Ms Iris Fynn gave us insight into how our actions have far greater impact than anything else learned.
She emphasized that it is how you present yourself in the world and how your words matter and carry weight as we often overlook how our leadership impact others entrusted to our leadership. She stressed that leaders should serve as a spotlight for others to be torch bearers.
She makes the claim that operating in the higher self is from the small things in life; being there for your children, being a good spouse, showing up for family and honouring your parents. The energy carried into spaces should energize, uplift and inspire, and you can’t do that on an empty cup. You cannot always be competing against others, and your energy should not be of a combative nature. Leaders find solutions, they use common ground, and your workplace should not be a battlefield.
She ended by reminding us to ask ourselves whenever we enter a room: “what is it that I carry?” Shine the light brightly and allow your presence to elevate and shift. Before you lead, you must first serve.
She was thanked by the chairperson for her insightful and encouraging talk.
The MC then called on the CEO, Mr George van der Ross.
The CEO greeted the gathering by stating that he wished to add his warm welcome to that already extended by the chairperson, Dr Gops Chetty. He affirmed his pleasure to be standing before the AGM guests, able to reflect on this remarkable voyage of exploration that he and the CAO have been journeying together for the past 13 years.
He paid homage to those adventurers whose vision was an organization that would make a lasting impact on the Higher Education Sector and the lives of many hundreds of thousands of young people. He mentioned that as we commemorate another milestone in CAO’s history we can proudly say that what we have achieved is way beyond the wildest expectations of those initiators.
There were many challenges along the way that we have had to overcome to get us from where we were to where we are today. Challenges such as systems that quickly became outdated as new technologies are introduced, overcoming a general conservative appetite for risk, hesitancy to change, and a workforce in constant need of stimulation as we change direction.
But instead of deterrents, these challenges were treated as opportunities for innovation and driving change. Continually reviewing, upgrading and replacement of technology and automation to streamline operations have become second nature, leading to enhanced efficiency and reduced wastage.
We have shifted from a watch-and-see evolutionary philosophy to adopting a more radical and revolutionary approach. Instead of waiting for changes in the environment to which we then react we moved to anticipating changes and addressing them proactively. In this way we have weathered political and student demands. We have survived the COVID-19 pandemic, embraced technological advancements, and navigated through unpredictable sector conditions.
Part of our radical approach is the manner in which we deal with diversification. This strategic diversification marks a milestone of entrepreneurial vision far beyond the vision of our founders. We renovated our premises to include a 70-seater call-centre that we used to generate funds by running campaigns for clients such as Regent, Clientele, etc.
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