Q: What was the specific spark or moment of realisation that convinced you to transition your talent for communications into a formal business in Botswana?
A: I was studying Visual Communications at Cape Town Creative Academy, and noticed something that didn’t sit right with me: there was a clear gap between talented young creatives who needed experience, and small businesses that lacked accessible strategic marketing support options. That realisation became the foundation for what would later grow into Hatherleigh Co., which I formally registered in Botswana in 2023 after operating independently within southern Africa for several years. This idea evolved into what is now our ‘Intern Ecosystem’ programme.
Q: Setting up a venture often involves navigating a steep learning curve. Please share a story from the early days of your business that tested your resilience.
A: One of the biggest early challenges was building trust with small business owners. Many entrepreneurs had previously worked with agencies that overpromised and under-delivered, so they were understandably cautious about investing in marketing or branding services again. As a young founder, convincing people to trust both my work and my vision required persistence; I often had to prove the value of the work before expecting meaningful financial returns. That period taught me that resilience in entrepreneurship is often less about dramatic breakthroughs and more about consistently delivering value until credibility builds.
Q: Branding is frequently misunderstood as just aesthetics; how do you define the role of impact in your work, and why is it essential for the local market?
A: Branding is often mistaken for design alone, but in reality, it is about clarity, positioning and communication. Many businesses already have excellent products or services, but they struggle to clearly communicate their value to the market. Branding provides the strategic framework that helps a business explain who they are, who they serve and why they matter. Many small businesses operate with limited resources, so every interaction with their audience needs to count. When storytelling, strategy and design align, branding becomes a tool that helps businesses build trust, stand out in competitive markets and create long-term visibility. In that sense, the true impact of branding is not visual; it is economic.
Q: Looking back at your first major project, what was the most significant lesson you gained about the power of storytelling within the Southern African context?
A: Our first project taught me that effective communication is not about copying global trends, but about understanding the environment you are operating in. Southern African audiences respond strongly to stories that reflect real experiences, cultural context and community values.
Q: Many young entrepreneurs face a lack of mentorship. How did you go about building a support system?
A: For me, building a support system started with one simple habit: asking. Whenever I met someone whose career or journey I found interesting, I would approach them and ask if we could exchange contacts, connect on LinkedIn, or if they could offer any advice or guidance. You would be surprised how many successful people are willing to share their time and experience when someone shows genuine curiosity. Another important lesson for me was intentionally putting myself in rooms where I felt slightly out of place. I used to feel intimidated being the youngest person in professional spaces, but over time, I realised that standing out in that way often sparked conversations. Being the youngest person in the room sometimes became the very reason people wanted to engage with me. Beyond those personal interactions, opportunities such as the Standard Chartered Dream Factory Accelerator and recognition through initiatives like Women in Tech also provided mentorship and exposure to experienced entrepreneurs who helped shape my thinking as a founder.
Q: How has your experience of working with diverse clients shaped your understanding of the unique branding needs of businesses in remote or underserved areas?
A: Working with diverse clients has revealed that the challenges businesses face are often deeper than marketing alone. Accessibility and affordability are certainly factors, but another major element is confidence. Many small business owners believe in their product, but they are not always convinced that the wider market will believe in it too. As a result, a significant part of the work often involves coaching, encouraging and helping founders rediscover the value of what they have built.
Q: Can you describe a particular campaign where you felt your work truly moved the needle for a client or a community, and what that success meant to you personally?
A: We worked with a small business that experienced rapid growth after implementing a focused branding and social media strategy. Seeing the company expand its team and scale its operations was incredibly rewarding. We recently began working with a well-known family whose business had long been established in the market, but felt that their brand was slowly becoming forgotten. Rather than simply promoting their products, we focused on telling a deeper, more emotional story about their journey, their legacy and the meaning behind their work. It was a story that had never been shared publicly in that way before. The response was remarkable. Not only did it bring renewed attention to their business, but it also attracted new audiences who connected with the emotional value behind their products and story. What struck me most was seeing how much that campaign meant to them personally.
Q: What is your perspective on the current opportunities for women in the creative industries give how Botswana is making great strides in digital and economic transformation?
A: Botswana is entering a very exciting period where digital tools are lowering many of the traditional barriers that once limited access to creative industries. Women are now able to build personal brands, launch digital businesses and access global markets directly from Botswana. Social media platforms, digital marketplaces and remote work opportunities are making it possible for creatives to operate internationally while remaining locally based. However, for these opportunities to truly benefit women-led businesses, we also need stronger support structures. This includes mentorship networks, accessible funding for creative entrepreneurs and training programs that help women transition from freelance work into scalable business models. With the right ecosystem in place, Botswana has the potential to become a hub for creative talent across the region.
Q: As you look towards the future, what are your primary goals for expanding your reach into the wider SADC region and what challenges do you anticipate?
A: One of our immediate goals is to establish a physical presence in South Africa, which we hope to achieve later this year. From there, the longer-term vision is to expand the ecosystem we are building across other parts of the SADC region. This includes strengthening the ‘Intern Ecosystem’, developing technology platforms that make marketing knowledge more accessible, and continuing to support businesses that may not traditionally have access to professional branding expertise.
Q: If you could leave one piece of advice for a young woman currently sitting with a business idea but fearing the first step, what would that be, based on your journey so far?
A: Fear is a very natural part of entrepreneurship. The biggest lesson I have learned is that clarity rarely comes before you start; it usually comes because you start. My advice would be to start small, stay curious and focus on progress rather than perfection.
