From Founder-Led to Growth-Led

For many entrepreneurs, the biggest challenge isn’t finding customers. It’s learning how to lead a business that can continue growing without depending on them for everything.

That was the reality for Nozihle Cleaning Services.

Founder and Managing Director, Dolly Mbuyane, had built a business with an excellent reputation for service. Clients trusted her.  The quality of delivery set the company apart from competitors. But much of that success rested on her shoulders.

As the business grew, so did the complexity.

“The most difficult period was when the business got into its growth phase,” Dolly explains. “The requirements changed, how you manage your staff, how you deliver on site, payment terms. Every area of the business called for strategic thinking.”

Her greatest concern wasn’t winning work. It was making sure her teams consistently delivered quality service to our valuable clients.

“My main worry is my teams.  Without my teams reporting to client businesses to service them as per the contractual agreements, we don’t have a business.” This led me to placing a very high value on my teams.

The opportunity to work with Grow came through one of the company’s clients, Shell.

“Shell gave us a life changing opportunity, and we grabbed it with both hands. It is one of the most positive decisions we have ever made.”

What surprised Dolly most was not learning new management techniques. It was realising how much of the business needed to be rebuilt.

“We had to go back to the drawing board with regards to our strategy.  We literally had to start from scratch again.”

Like many growing businesses, operations had taken priority over building the systems and structure needed to support long-term growth.

“We realised we had been ignoring the administration part of the business while focusing on operations.”

When coaching began, the business had strong technical capability, but leadership was becoming the limiting factor.

According to their coach, Dolly was highly respected by clients and possessed deep industry experience, but she was carrying too much herself. Rather than enabling her team to perform, she was often stepping in to do the work herself.

The biggest shift was learning to lead people differently.

“I have changed from working in the business to working on the business,” says Dolly. “I now provide the strategy and direction for my team to execute.”

Holding people accountable proved to be one of the hardest leadership challenges.

“I used to take responsibility for everything.”

Working alongside their coach, the leadership team spent time reviewing every role, assessing talent, strengthening financial understanding, improving profitability reporting and introducing greater accountability through OKRs (Objectives and Key Results).

One of the most significant moments came when Dolly recognised that some members of the team were no longer the right fit for the direction the business was taking. Making those difficult decisions created space to build a stronger, higher-performing team.

Today she describes herself as far more confident, firmer in her leadership approach and more focused on driving growth rather than simply managing day-to-day operations.

Leadership changes quickly translated into business results.

With a clearer strategy, stronger financial discipline and greater accountability across the organisation, Nozihle Cleaning Services was able to focus on sustainable growth rather than simply keeping up with demand.

The business expanded and created new job opportunities.

We managed to retain our core customers while looking for more clients. Nozihle prides itself in giving each client individual attention according to their needs.

“We give our clients quality service and consistency in how we manage our contracts. Every client receives individual attention.”

By implementing some strategies, we managed to grow our revenue and keep track of the most profitable areas of the business and letting go of those that are not profitable, an exercise the business had never really had before.

“It means a lot that we can now track our growth, which is an eye opener. 

“Now we can confidently set new growth targets as we’re gearing towards growing even bigger.”

One of Dolly’s proudest moments came when Nozihle Cleaning Services was recognised as one of the best-performing businesses in the 2025 Shell LiveWIRE programme.

For their coach, another moment stood out and the result of our hard work is slowly bearing fruit.

After supporting the business in strengthening its leadership and strategic planning, Shell praised one of Dolly’s business presentations as the best feedback presentation they had seen.

It was tangible evidence that the growth taking place inside the business was becoming visible to Nozihle’s business partners.

For Dolly, the impact extends well beyond financial performance.

Creating sustainable jobs means poverty alleviation in our country and restoring dignity to families. 

“It’s about looking after families and sustaining them. It’s about taking part in growing the economy of our country.”

Inside the business, the culture is changing too.

“Working with Grow has been an eye opener. My team is now able to contribute meaningfully to the business strategy.  We’re using the team’s ideas, which has built confidence across the business.”

After 24 years in business, Dolly believes the journey is still only beginning.

Her vision is to build a national footprint and grow Nozihle Cleaning Services into a fully-fledged facilities management company.

Her advice to other business owners reflects the philosophy that has guided her own transformation.

“One step at a time. We’ve been around for 24 years and we’re still working on it day by day, looking at what we can do now that is achievable.”

“There is no silver bullet. Small improvements, made consistently, lead to big changes.”

• Leadership carried much of the operational responsibility.
• Limited accountability across the team.
• Growth was difficult to manage and sustain.

• Rebuilt the business strategy.
• Strengthened leadership capability.
• Introduced OKRs and greater accountability.
• Improved financial visibility and contract profitability.
• Strengthened the management structure.
• Focused on sustainable sales and operational growth.

• Over 50% increase in revenue
• Client base increased.
• Sustainable jobs created.
• Recognised as a Star Performer in the Shell LiveWIRE programme.
• A more confident leader building a business prepared for its next stage of growth and full participation in the country’s economic growth.