Ken Borland

The Sharks produced a display so lacking in elan and polish against Cardiff on Sunday night that CEO Eduard Coetzee took the unprecedented step of apologising for the performance at the post-match press conference.

Getting spectators to the ground on a Sunday night is a hard enough ask, but it then poured with rain at Kings Park and the Sharks dished up one of their worst performances in several years, being thrashed 35-0.

“I would like to apologise for that display to the fans who came here and sat in the rain, more than 7000 of them, and to our sponsors and stakeowners, they don’t deserve that,” Coetzee said at the start of his surprise statement to the media.

“A lot of effort has gone into this franchise and we will not just leave this there. We will turn it around and we will rectify that. That was unlike the Sharks and we will do everything possible to rectify this as soon as possible,” Coetzee said.

The CEO also praised Cardiff for their “unbelievable” display, but the magnificence of the visitors’ performance lay not so much in dazzling rugby but in simple clinical execution of the right plan for the conditions, and plenty of passion.

“They managed the game a lot better and we couldn’t do the same, so we were pinned in our 22,” Sharks director of rugby Neil Powell said. “We also made a lot of basic errors.

“If you can’t even do the basics well then you are not going to do well at this level. If you’re not going to be accurate or clinical, then you will find yourself in trouble.

“Needless to say it was a massive disappointment and just not good enough. It was an opportunity for guys to show they can play at this level, but now we will have to take a hard look from an individual perspective at players and management.

“It’s going to be hard work and it will be great if we can show the character to bounce back from this quickly,” Powell said.

Former Cricket South Africa acting chief executive Kugandrie Govender’s days of working in cricket were thought to be over after she was fired from the organisation for dishonesty and incompetence, but now Border Cricket want to appoint her as their new CEO.

Govender, who replaced Jacques Faul as acting CEO in August 2020 following the suspension of Thabang Moroe, was dismissed in July 2021. She was found to have lied in the disciplinary hearing that saw former Protea Clive Eksteen lose his job as CSA’s head of sales and sponsorship. In December 2020, the CCMA ruled that Eksteen had been unfairly dismissed.

Border Cricket’s efforts to shop around for a new CEO after Andile Mxenge was dismissed in June also saw them apparently consider former CSA board member Eugenia Kula-Ameyaw for the post.

But the affiliate’s decision to appoint Govender could not be more embarrassing for their mother body, especially since current board members and former staff are busy testifying against her in the CCMA case she has brought against CSA.

While the evolution of that labour hearing is still ongoing, CSA confirmed to The Citizen that they have expressed their concern to Border Cricket over Govender’s potential appointment.

“CSA has not been formally notified of the appointment of Ms Govender by Border Cricket. However, having become aware that this may occur, we have been in contact with Border Cricket to highlight our concerns that flow from the termination of Ms Govender’s employment with CSA, and in particular the on-going legal process at the CCMA,” Lawson Naidoo, the chairman of the board, said.

Border Cricket president Simphiwe Ndzundzu is a non-independent director on the CSA Board, but is a controversial figure who was being investigated for an alleged assault on two women related to a colleague, the former player and umpire Sinethemba Mjekula, at the time of his election.

Border Cricket did not respond to a request for comment.

What strikes you most when chatting to Cricket South Africa’s CEO Pholetsi Moseki is that this man just loves the game so much and also feels he has a responsibility to it, which explains why he stuck it out through the organisation’s most problematic years.

Moseki first joined CSA in July 2019 as their chief financial officer. By the end of that year, the organisation was in an administrative shambles and Moseki found himself fulfilling various extra roles until he was ultimately appointed acting chief executive in December 2020, succeeding the likes of Jacques Faul and the shortlived Kugandrie Govender.

CSA then made that appointment permanent, on a five-year deal, in March this year, a decision which, by all accounts, is a popular one with the staff and the organisation’s stakeholders.

“I was introduced to cricket in the mid-90s by my cousin and it was huge fun watching the Proteas back then. The beauty of it was being able to watch five days of cricket on SABC and Test cricket is still my favourite format,” Moseki told The Citizen.

“So when I joined CSA as their CFO, I felt I was doing something I love and the first three months were lovely. Then all the chaos started and I thought ‘What have you done?!’

“I don’t know how many times I was deciding whether to stay or go, but by the time I thought I should go, in late 2020, I was the only executive left and I felt a responsibility.

“I was the last man standing, but I was fond of the organisation and the people working there, and I love cricket. So for 18 months it was the sense of responsibility that kept me going.

“It’s not just about head office, there are 1800 people employed in our affiliates around the country. I did not want all of that to collapse so I committed to contributing to the rescue operation.

“It meant sometimes I was having three hours of sleep a day to do it, Graeme Smith had to step up and the staff as well, and I was extremely proud of their efforts.

“There were bullets flying all over, but we kept out heads down. We understood what was at stake. Cricket is not just a hobby, it pays for peoples’ school and medical fees,” Moseki said.

Apart from cricket, the chartered accountant says family are his other great passion.

“I was born and bred in Soweto and I went to school there until Standard 7, when my parents decided, with all the 90s chaos in the townships, to send me to school in the city centre of Johannesburg – St Endas College in Hillbrow.

“The only subject I really liked was accounting, maybe because I had a lovely teacher, young and pretty,” Moseki chuckled. “And then I did my CA through Unisa.

“I am married with a son who is 16 but believes he is in his 20s. They keep me sane and I am very close-knit with my siblings and my Dad is still around too.”

Having begun his working career as a Natal Building Society teller, he says a stint at Deutsche Bank was “when my ambition formed, investment banking was the place to be and it was the most amazing time of my life”.

Since then he has run his own consultancy and advisory businesses, as well as being a CFO at one of Denel’s divisions and, before joining CSA, at Magalies Water, which meant driving to Rustenburg every day.

Our cricket is in the hands of someone who not only knows how to count those all-important beans, but also how to grow and sustain them.

“Our new T20 competition is going to be key to our sustainability going forward. But like any new product, you don’t expect it to make money in the first few years.

“But if, after five to 10 years, we get 5% of the revenue the IPL is making, that would already be more than our current revenue. Our two previous editions cost us hundreds of millions of rand, but now we have a long-term plan with great partners like SuperSport.

“The nature of the cricket calendar means you’re always competing against someone’s T20 league, but we’re backing ourselves. In January people are still in holiday mode, the varsities haven’t opened yet.

“We need to get our fans’ hearts and souls back. We will make it the best we can and back our local market,” Moseki said.

Which is where the new partnership with Roc Nation comes in. The entertainment and events brand are experts at reaching urban youth and there is going to be a real focus on improving spectator experience and using digital to drive CSA’s vision for the game.

“New technology is absolutely important and digital is so crucial – the IPL has just sold their digital rights for $4 million per match, more than the TV rights. We don’t want to get left behind.

“We’re going to go big on our app, there are a lot of amazing things planned for that, linked to the sort of amazing stadium experiences you have in the U.S.

“It’s all about connectivity and over there you can order food on your app inside the stadium, book specific seats; the digital experience of the game is key.

“Over the next few years, there are going to be a lot of changes in South African cricket, and technology will be front and centre of that, to improve the stadium experience,” Moseki said.

But as Moseki beavers away in his Melrose Estate office, he knows that CSA’s most important property is the game. The cricket must come first.

“For the last two years we have not been focused on cricket but on everything else. It’s actually amazing that our Proteas teams and our staff and members are doing so well.

“But our attention needs to go back to cricket, developing more players, improving our relationships with our stakeholders and improving the stadium experience.

“We want to make sure we are the partner of choice and the employer of choice, and that our fans and the media want to come to our events,” Moseki stated.

Eduard Coetzee admits that, during his playing days, he moved to France for nine years because he did not believe, as a White player, that he had a future in South African rugby. Now, as CEO of the Sharks, he is spearheading one of the most ambitious and successful beacons of transformation and inclusive culture in the game.

The former Sharks and SA A prop left Durban in 2005 and played for Bayonnais and Biarritz, before returning to Durban in 2012 and working in the financial sector. He was appointed as the Sharks’ commercial and marketing manager in 2014, chief operations officer in 2015 and became CEO in July 2019.

Coetzee’s business savvy – he has a doctorate in Inclusive Business Model Innovation – and vision certainly played a part in one of the biggest investments ever in South African sport when the MVM consortium became private equity partners of the Sharks.

But the Sharks don’t just have plenty of financial capital; there is also the sense that they have tremendous moral capital in the bank because of the nation-building project that is going so well at Kings Park.

“When we discussed transformation back in the day, all the heads – Black and White – used to drop in the team room,” Coetzee recalls. “It was seen as a punitive thing.

“Whites would feel they had no future in the game and agents played a big hand in that. I was in France for nine years because I believed I had no future here.

“But transformation, in terms of gender, race and mindsets, is a business priority. A lot has changed and ‘I See Colour’ is the cornerstone of our culture. I’m White, you’re Black and that’s cool. We can’t act as if colour doesn’t exist.

“It’s not about apologising for who I am but about being sympathetic to other people. And I had an upbringing that paralleled Steve Hofmeyr’s – Affies, Tuks, the Bulls,” Coetzee points out.

The 42-year-old knows, of course, that on-field success is what the Sharks will ultimately be measured on, however, and even there, ambitions are high.

“We have ambitions of being global competitors. We want to win the Heineken Champions Cup. Previously we were just trying to survive as South African franchises, we would build players up and then lose them.

“But we weren’t an unsuccessful franchise, we were happy enough. But MVM have brought an attitude of we want to try to be the best. They are thinking big.

“We want to invest in people and uplift the community. It’s not about turfing out our history but amplifying it and the global reach of what they believe is an undervalued team,” Coetzee says.

One of the notable gifts of the married father of three sons is the ability to see the potential in others.

“There are guys here who really come from nothing and when you discuss their previous life with them, you realise what that actually means.

“And then you throw them into a situation with lots of money and pressure and no support. That’s where our life coaching and educational development programmes come in.

“I’m still studying and I tell the players that if I have time to do it, then so do you. We have created a structure that gives them enough time to study, with the help of tutors.

“If they do want to go into business, we help them with seed capital through our business development office and our investors draw people of influence into the Sharks environment,” Coetzee points out.

Next time you’re in Durban, pop into the coffee shop at Kings Park, which is run by players, or the local chicken shop which the Sharks have invested in and which has 10 franchises in KZN and five others in Gauteng and the Western Cape.

It is all part of the Sharks’ policy of treating their players unbelievably well … and thereby getting the best out of them on the field and hopefully keeping them in Durban.