There is a new CEO in the building, but as far as forward focus, strong leadership and stronger partnerships go, it is business as usual at Die Klubhuis. We spoke to Armond Boshoff about taking over from founding CEO Louis van der Watt, his vision for success, and what the future holds for Atterbury.

You are stepping into very big shoes as Louis van der Watt’s successor. What is the most important lesson you feel you learnt from observing him run Atterbury for all these years?
Fairness. One thing that I can say in dealing with Louis, whether in transactions or in general, is that he is always fair.

You’ve had the benefit of obtaining an MBA from the University of Oxford’s Saïd Business School. How do you believe that enviable experience has added to your development and ultimate success?
I found that South Africans, in general, have a very narrow way of thinking. Certain things happen in certain ways at certain times. But the Oxford MBA has taught me to always consider others’ ways of thinking and doing. I don’t always agree with it, but it adds to the formation of my own ideas and allows me to better my decision-making.

What element of the Van der Watt legacy do you believe is most crucial to carry forward into the future?
Louis’s fairness, generosity and treating people with respect.

You no doubt have your own individual vision for Atterbury’s future. Can you share what excites you personally about the potential that lies ahead, during your tenure as CEO?
I believe that there is a lot of opportunities in South Africa. Whereas in the past, property businesses could literally develop anything and make money, you now need to be a lot more focused. So, we are focusing on the most attractive opportunities and ensuring we deliver those successfully. In addition, Atterbury has always been nimble enough to make decisions and correct any mistakes we make, which certainly helped us be successful. This is something I want Atterbury to retain, but it will obviously be a challenge as we continue to grow.

What do you think are the most significant differences between the environment Atterbury was first born into, and the business landscape it operates in today? What can the future learn from the past?
Atterbury started small with everyone being involved in all aspects of the business.. This has now naturally evolved into specialised areas (asset management, developments, leasing, treasury management and so forth), where people focus on what they know best. So there needs to be a lot of trust and collaboration to ensure the business is run efficiently.

In 1994, when Atterbury was founded, there was also a lot of political and economic uncertainty, similar to what exists in the current South African business landscape. As a result, there is a lot of experience that we are able to draw on, to ensure we remain relevant in the future. There are a lot of attractive opportunities in SA, but one needs to be innovative and focused to ensure that the business succeeds.

How have you been conducting the handover in practical terms, and when will it be complete… when do you take over the reins completely from Van der Watt?
When I re-joined Atterbury in 2017, I started taking over some of the operational responsibilities from Louis. From 1 January 2019, I have taken over all day-to-day operational responsibilities in the running of Atterbury. Louis is still very much involved in the deal-making and strategic functions of the business. In essence, my involvement frees up Louis’s time to do what he loves – doing deals!

Atterbury has embraced the inner-city redevelopment concept with great enthusiasm and early success. Do you think this is something that can be rolled out into other territories?
At this point I couldn’t say, but nothing is impossible! For now, we are focusing on developing our inner-city fund, Divercity, and ensuring we capitalise on the opportunities. There are so many that I believe it will be a while before we start thinking of expanding to other territories outside of South Africa. Other cities in South Africa first!

Everyone has their favourites… which is your favourite of Atterbury’s current projects; and why?
Castle Gate. It will in time become an iconic precinct in Pretoria and the greater Gauteng area. I am looking forward to seeing a piece of vacant land being transformed into a vibrant mixed-use precinct.

And finally, as you embark on this new role, what is the legacy that you yourself would like to leave behind, as CEO of Atterbury?
I want the strong culture that we have to remain intact. The brand, culture and reputation of Atterbury remains one of our strongest attributes and I will do everything possible to strengthen this. In summary, our slogan “It’s a matter of association” should always speak for itself.