Starting a law firm was not in the immediate plans for ShathaniSomolekae. After leaving a reputable legal practice, she expected to take time to explore her next steps. But a call from a former client changed everything.
“She insisted that I represent her in an upcoming trial,” she recalls. “At the time, I had not seriously considered launching a practice, but I could not ignore the opportunity,” she tells Executive Lifestyle. Somolekae said that case became the foundation for what would soon grow into a fully fledged legal firm.
In August 2022, Somolekae officially opened her own practice—a move she describes as both unexpected and empowering.
“Once I stepped into that space, I realised I could thrive in it,” she says. What began as a reactive step evolved into a broader vision. Through experience and reflection, Somolekae began defining what she wanted her firm to represent—not just in service delivery, but in culture and purpose.
“Over time, I became more intentional about what kind of firm I wanted to build,” she says. “For me, it is more than just legal representation. I want to create a firm that leads legal consciousness and innovation, but also one that redefines what a healthy, empowering workplace looks like.
“I am very passionate about building a culture that supports both the personal and professional growth of everyone on the team. Ultimately, my vision is to build one of Africa’s leading law firms—not just in reputation, but in impact,” she tells the Business Weekly & Review.
When Somolekae launched her firm, she knew the road would not be easy. Still, some of the challenges came with sharper edges than expected.
In an interview, she opened up about the realities of starting out in the legal sector, where late payments quickly became one of the biggest hurdles.
“It directly affects cash flow and, by extension, day-to-day operations,” she says.
Beyond financial strains, structural barriers added another layer of difficulty. Many institutions, she explains, require managing partners to have at least ten years of experience or to meet strict eligibility criteria—standards that newer firms, no matter how capable, often cannot yet fulfill.
“These kinds of requirements create a ceiling for startups like mine,” Somolekae says. “They limit access to meaningful opportunities, even when we are more than ready to deliver.”
Despite the obstacles, Somolekae remains grounded in a deeply personal definition of success—one that goes beyond financial metrics or industry recognition.
“For me, success is defined by how well we meet and exceed our clients’ expectations,” she says. “It’s also about being part of their growth stories—walking alongside them, helping them achieve their goals.”
It is that consistent impact, she adds—both in tangible results and in lasting relationships—that means the most.
“That’s my true measure of success as a business owner: knowing that our work doesn’t just end at the legal solution, but contributes meaningfully to the bigger picture for our clients.”
Somolekae also reflected on her leadership style, which she describes as rooted in feminine leadership—a framework grounded in empathy, authenticity, and attentiveness to the well-being of her team.
“I’ve become much more intentional about nurturing the whole person, not just the professional,” she explains. “Early in my career, I assumed I had to emulate male leadership styles to be effective, but I’ve since learned the power of leading in a way that is true to who I am.”
Part of that leadership approach includes encouraging self-awareness as a foundation for empowerment. Somolekaeactively promotes practices such as therapy and meditation, which she believes help individuals better understand themselves and advocate for their needs.
“I want each woman in the firm to confidently express what she needs to thrive,” she says. “Even among women, we are not a homogeneous group. I find that a tailored, human-centered approach is far more impactful than a one-size-fits-all model,” she tells the Business Weekly & Review.
