The question of who will eventually take over from Louis van der Watt has been answered with the naming of Armond Boshoff as Deputy CEO of Atterbury, with the aim that he moves into the CEO role in the years to come. Previously the head of corporate finance for Atterbury Europe, Armond recently returned to South Africa, after completing his MBA at the University of Oxford. We quizzed him about the challenge ahead as he prepares for the new position from 1 August.

Firstly, congratulations on your new position! Was it in any way expected – when were you first approached about the possibility?
Thank you, I am very humbled and excited about this opportunity. The possibility of succession did exist as part of the young leadership development programme at Atterbury. However, the intention for me joining the company was to focus on helping Atterbury Europe grow, which I did. I left Atterbury temporarily in August 2016, to start the MBA in Oxford.

In December 2016, between breaks from studying and while on holiday in Glentana, Louis and I had a discussion about me returning to South Africa post the MBA, instead of joining the European team in the Netherlands. So this is when it became a real possibility.

Atterbury started small under Louis van der Watt and it grew into a very successful company with a very particular culture. How do you feel about the challenge to step into those big shoes?
It is a very exciting opportunity and definitely a challenge. Firstly, the culture is very specific, and this is what makes Atterbury successful. Secondly, I am looking forward to further gain some invaluable insights from Louis and the other executives at Atterbury. We have such a great team, with a huge amount of knowledge and experience, which we should leverage.

There is no illusion that the shoes I am stepping into are big, and the challenge is great, but I am up for it. My wife, Mari, and I had a long discussion around whether this is where we should be in this season of our lives, after Louis approached me in December and we concluded that this is a challenge we want to engage in. Also, the fact that Louis and the rest of the executive team has the confidence in me stepping up to the plate is sufficient motivation for me to work as hard as possible to make it a success.

How did you first become part of the Atterbury family?
I joined Atterbury in June 2015 and prior to this worked at Rand Merchant Bank’s investment banking division, as a deal maker in the metals and mining space. Henk Deist, the current CEO of Atterbury Europe, headed up the resource finance team at RMB and we stayed in touch after he left for Atterbury in 2014. Henk approached me in May 2015 to head up mergers, acquisitions and treasury for Atterbury Europe. I was excited about the new challenge and sector and haven’t looked back since.

Did you ever foresee that you might head up the company one day? Why do you think you were chosen as Louis’ successor?
When approached to join Atterbury, possible leadership wasn’t part of the motivation. My focus was on the task at hand, to develop the business in Europe. Shortly after joining, Atterbury did implement their leadership programme and the possibility was on the horizon but not yet in my mind as a reality.

For the second part of your question, Louis and the rest of the executive team are best placed to answer… however, I presume it relates to my deal-making experience. Can’t be the looks…

How do you think your career so far has prepared you for the new role, and what do you still hope to experience before you finally assume the responsibility?
My degree in actuarial and financial mathematics provides me with an educational background which is very analytical by nature. However, at RMB deal-making and negotiation skills were developed, which should be of great value in my new role. Also, the experience gained as part of a smaller team at Atterbury, versus a large corporate, provided me with a slightly different perspective on entrepreneurial deal-making. My wish is to further develop entrepreneurial skills alongside Louis and the team. Atterbury did not become as successful as it is by accident, and I am keen to add this skill.

The last time we spoke you were just a few months into your MBA at Oxford. Now you are finished. What has the experience been like for you and your family?
My final exam, Mergers, Acquisitions and Restructuring, was written on 27 June. So technically I am done, only awaiting final results, which is expected in November. We have now returned to South Africa. The experience was an enriching one for us as a family. Mari and I were blessed to spend the year together in a city as beautiful as Oxford. It was tough on occasion, missing our family and friends, but we will also be sad to leave. It has been a blessed year, but we are looking forward to be back in the most beautiful country in the world.

What have been the highlights? Meeting Pravin Gordhan must be one…
Wow, there were so many exceptional moments during our year here in Oxford. Starting with matriculating in full academic dress, in the Sheldonian theatre, with the whole ceremony being conducted in Latin – a 700-year-old tradition. My time as a rugby player on the University of Oxford Rugby Club Whippets team was another highlight. Meeting all my peers on the MBA programme definitely helped shape my view on the world. Diversity in opinion and cultures should be embraced, however I have learnt to always be true to yourself. I have also made a couple of friends for life, which certainly assisted in getting us through the year. And then, as you mentioned, meeting Pravin Gordhan here in Oxford and being reminded that there is hope for South Africa, despite all the bad publicity currently.

When you return in August, how will your responsibilities change as you prepare for the succession?
My new responsibilities commence on 1 August, and initially there will be a lot of shared responsibility between Louis, the executive team and me. But over time, the intention is for me to take over more operational and managerial responsibilities, with Louis focusing primarily on deal-making. Luckily, the other executives will remain put and this will assist in creating the continuity needed in succession.

There is also a great depth of young, experienced leaders within the group, which should provide for a smooth transition. I am excited to work more closely with this group of people.

Why do you think Atterbury has been so successful in the past 24 years?
There are a couple of reasons for our success. The people and the culture is definitely a key element. It is really a nice place to work, with the best people in the industry – humble, hardworking and always ready to challenge the status quo.

Then, the business acumen that the people possess is brilliant. I remember telling a good friend of mine shortly after joining Atterbury that the deals we do here benefit all the parties involved. This is a different mindset to many corporates out there.

And finally, where would you like to take the company? What do you foresee will be the big challenges going forward into the next decade and where would you like to see Atterbury in 10 years’ time, under your leadership?
The one obvious thing we don’t want to change is the culture within Atterbury. One of the big challenges will be for people to accept that Atterbury will change (except for culture), as someone takes over. No-one, I mean no-one, will be able to replace Louis and the current executive team. However, this doesn’t mean the end of success and growth. The plan is to use the excellent platform created over the last 24 years to take the company to new heights.

My goal is to continue to grow Atterbury, without compromising our values and culture. Obviously, the real-estate industry in South African is currently under pressure, especially in the retail space and this will be a common challenge in the industry. We will continue to find the best sites and together with our partners create exceptional work, living and retail spaces across the continent and beyond; but where our entrepreneurial nature will take us remains to be seen and that is the exciting part!

The entire Atterbury team will be key to our success and thus maintaining the fantastic environment within the organisation will be one of my primary focus areas.