Rachael Cowin

After studying engineering, Rachael spent over 20 years in the chemical industry, leading teams to deliver change within busy production environments while also serving as a member of a site management team. While technically interesting, it was always the people side of her work that was of particular concern and motivation for her. She thus took every opportunity to become involved in coaching and development.

Half way through her career she was exposed to the Legitimate Leadership framework. She recognised this as the leadership approach to which she had been aspiring.

In 2016 she became an independent consultant, assisting clients in delivering successful engineering projects through interim management, supporting studies, team capability and systems.

Rachael lives with her husband in the lovely Ribble Valley in the north west of England. Outside work she is keen on getting plenty of exercise, and jumps into any creative craft that comes her way. Recently, for instance, she has turned her enjoyment of doodling towards work-based visual facilitation and sketchnoting (note-taking using both words and visuals).

Andrew Turner

Andrew has over 30 years of experience of working as a leader in human resources management.

After completing an initial degree in industrial psychology, he embarked on his HR career in the mining sector, where he worked in training and industrial relations.

He then returned to university to complete a post graduate diploma in management. He then briefly worked in the banking sector.

He later worked as the regional human resources director responsible for 20 African countries for an international security services and facilities management organisation. He then took on a larger role as the regional HR director for the Asia-Middle East region of the business. Based in Hong Kong for four years, he was responsible for 37 countries spanning Australasia, south east and south Asia, and China. He gained great experience in culturally-diverse environments.

On returning to South Africa, Andrew worked in the biotech sector.

Andrew has experience in HR strategy, business mergers and integration, change management, leadership development and organisational development. He has been a consultant in HR strategy, policy and leadership since 2015, and joined Legitimate Leadership in March 2021. Andrew spends his spare time reading, hiking, fishing, camping and doing wildlife photography.

Joolz Lewis

Growing up as a dual British-French national in the UK, Joolz developed a cultural sensitivity that has shaped her work as an adult. After graduating she joined a consulting firm which relocated her to California at the height of the dot com era to work with Cisco. There she led and launched their global Channel Training Partner sales certification program, before moving on to similar work with other Telecoms giants.

This was followed by the opportunity to set up and run a team in Houston for Compaq (pre-HP merger), to support their Enterprise-wide customer relationship management (CRM) roll-out. After identifying the change barriers and working with leaders across the US and UK sales organisations to drive adoption she then worked for the start-up arm of the consulting business to develop a CRM sales ‘plug-in’. In hindsight this was a very early version of an app!

Many sleepless nights later, she took a sabbatical to train as a yoga teacher and travel across Peru and to India (which she still loves to visit whenever possible).

Back in the UK, she continued to work as a project manager, business analyst and change management consultant in the CRM space. In 2008 she became an independent consultant focusing on leadership and culture.

Joolz has always believed that organisations need to become more human-centred, purpose and values-led. When she was introduced to the Legitimate Leadership Model, she instantly recognized that it addressed all the challenges her clients wrestled with, while translating the theory into practice in a real and structured way.

Now living in Somerset, England, Joolz loves walking in nature, yoga and gardening. She volunteers for an India-based charity that offers education and empowerment programmes to women who have no other means or livelihood. She lives with her husband, has a stepson and is an adoring aunt to her four nieces and nephews.

Wendy Lambourne

Wendy was brought up in Zimbabwe, Malawi and Britain. She is married and lives in Wiltshire, England.

Wendy was head girl of her high school, Chaplin High in Zimbabwe. She was a competitive swimmer, squash and hockey player before taking up long distance running. After running the Comrades Marathon (87kms) in 1987, she pursued the greater pleasure of running in the veld around Johannesburg (South Africa) with her two Irish setters. Initially she studied English Literature and Psychology, then completed an MA (Industrial and Organisational Psychology). In the late 1980s she qualified as an industrial psychologist with the South African Medical and Dental Council.

Her first job was on a research project sponsored by South African companies which aimed to advance at work people who had been disadvantaged by the apartheid system She was then employed in the human resources department of what was, at the time, the biggest explosives factory in the world (African Explosives and Chemicals Industries (AECI), Modderfontein). After three years she bought a one-way ticket to India in order to take her retirement in instalments (a piece of advice which she had been given). In the two years she spent on the road, mainly in Asia and the Middle East, she discovered two abiding passions: mountains and the human qualities which enable different people across the world to live meaningful lives.

Back in South Africa, she was engaged to set up a pioneering accelerated development programme sponsored by the Paris Chamber of Commerce in partnership with South African institutions. Launched in 1986, this programme made a significant contribution to nurturing management talent in South Africa for the next 15 years. She returned to the world of explosives manufacturing, which was beset by productivity, quality and, above all, safety concerns – at the core of which was a failure in leadership. In a senior organisational development role in AECI, she worked with leadership to transform the organisation. The golden thread was the care and growth leadership model.

She has since consulted across a wide range of organisations both locally and internationally on the implementation of the Legitimate Leadership Model.

In 2014, she formed Legitimate Leadership to further support organisations, both in South Africa and internationally, to apply the Legitimate Leadership Model. Over the past two decades she has become an internationally-recognised authority on practically achieving transformation in organisations using the care and growth leadership model. A client said: “Wendy embodies the values of Legitimate Leadership of people in the workplace, her actions are invariably consistent with these values. In her extensive consultancy work with us, she has on all occasions added value to the specific issue at hand, at the same time consolidating the leadership ethos, both as a philosophy and as integral to our day to day leadership practices.”

Tony Flannigan

Tony began his career as an apprentice draughtsman in the shipyards in north-east England. He was nominated to join a graduate development programme at Newcastle University, where he attained the only first class honours degree in naval architecture in the UK in 1992.

After 10 years of designing and building ships he joined ICI (Imperial Chemical Industries) at its Teesside (Middlesbrough) ethylene cracker as a technical engineer. He was subsequently promoted to maintenance management and then operations management roles.

In 1995 he moved to ICI’s catalyst business, initially in a techno-commercial role, selling consultancy services. In this role he gained valuable experience in various cultures in many regions, including the Americas, Europe, the Middle East and Asia-Pacific.

Tony was then appointed as the site manager in ICI’s UK catalyst manufacturing plant. He soon took on extra duties involving the acquisition and integration of new businesses and joint ventures, and had a role in the acquisition of ICI by Johnson Matthey (JM).

Soon thereafter he became global operations director of JM, during which time he gained a masters degree in manufacturing leadership at Cambridge University. It was there he came across the care and growth leadership framework, which he subsequently introduced in the JM operations function.

Tony then joined JM’s head office to implement a global manufacturing excellence programme. He was asked to focus on leadership aspects and so further introduced the framework into the global management development programme for JM.

Tony’s final position at JM was talent and development director, in which he further refined his skills in people development. After 42 years of full time employment he retired in 2021 to work as a consultant with Legitimate Leadership.

Tony’s other interests include property development. He fulfilled a lifelong wish to build his own house by converting a derelict barn which provides space for other hobbies such as older car and motorbike restoration, and getting stung by the bees he keeps!

Sylvania Sheppard

Sylvania studied and worked in Cape Town, gaining a B Tech degree in  Business Administration. She then worked in administration for Ernst & Young, and thereafter in labour law for the Commission for Conciliation, Mediation and Arbitration in the Arbitration Department as a Professional Assistant.

She subsequently lived in the United Kingdom, Russia and Greece. Following her return to South Africa, she was a Business Manager for an independent school, Pecanwood College in Hartebeespoort Dam.

Sylvania joined Legitimate Leadership in 2016. She has been co-developer of the Afrika Tikkun-Legitimate Leadership Give to Grow programme aimed at developing and growing the youth in South Africa. Her main roles in Legitimate Leadership are project management, client project quality management, sales and marketing management and development of associates.

Sylvania grew up in Cape Town, the youngest of 10 siblings. She now lives in Johannesburg; she is married with three children. Her interest includes, most importantly, family – followed by community service, cooking, hiking and running, and yoga.

Nonhlanhla Nyoni

After university, Nonhlanhla began her career in the South African mining industry. She worked for Anglo American, formerly South Africa’s largest mining company. In this job, she particularly conducted conduct quality assurance and control research on projects. She later also worked for a smaller geology consultancy, and thereafter for a postal and office administration franchise.

Nonhlanhla joined Legitimate Leadership in 2019. Her main roles in Legitimate Leadership are business administration and managing the many surveys which the company conducts.

She was born and raised mainly in the Durban area. She now lives in Johannesburg. She is married with two sons. She is fascinated by mid-century furniture and architecture, interior decorating, exploring parks and driving around residential neighbourhoods – as well as trying out new cooking recipes.

Mixo Mayimele

Mixo Mayimele has over 20 years of experience in South Africa and internationally in consulting engineering, telecommunications technology and investment. He has founded and managed companies in technology project management and venture capital investment.

His tertiary education was in South Africa and The Netherlands. He has worked in Johannesburg, Shanghai and Amsterdam.

In 2015-2019 he was MD of the Southern African-Netherlands Economic Chamber and was a director of the Euro Chamber in South Africa (whose membership is primarily European multinationals).

He has also headed Pepperfield Ventures, a boutique advisory venture capital firm focused on supporting early-stage African companies in their growth and being investor-ready. He particularly does deal sourcing and corporate finance, and provides leadership and strategic direction to early-stage companies.

Jim Furstenburg

Jim held leadership positions at South Africa’s Potchefstroom Boys High – head of house, cricket captain and rugby captain. He represented his province in cricket and was awarded a cricket bursary to study at Nelson Mandela University. He wanted to become a professional cricketer.

There he played for various leading South African cricket teams – and graduated in social sciences with three majors: psychology, industrial psychology and sociology.

Jim’s first job was as a labour relations officer at what is today Bridgestone Firestone South Africa. The labour relations environment in the early 1980s was a virtual war zone – the workplace was the only legal platform for the expression of black aspirations during latter-day apartheid.

Jim was appointed as the youngest director (HR) at Bridgestone Firestone at the age of 32.

In 1995 Bridgestone International bought Firestone International. A condition of purchase was that the local operation would be closed if it was not turned around within six months. Appointed as manufacturing director, Jim led the turnaround process. Six months later the plant had improved productivity by 60 %, and it is still in operation today. This was the first time Jim was exposed to the care and growth framework.

In 1998 Jim established his own business specialising in interim leadership and turnarounds. He has led various successful turnarounds, most notably at AECI Explosives and AEL Coatings, where he again applied the care and growth framework. He has continued to use the framework in subsequent assignments and projects.

Jim has also been involved in the renewable energy industry since 2005. Jim is married and lives in Johannesburg.

Dave Stevens

Dave’s career before joining Legitimate Leadership was primarily in high-pressure project environments where delivery within time and budget constraints is critical. In these environments leadership is crucial in ensuring delivery.

He has worked in various sectors: mining, electricity (distribution and billing), banking (both retail and investment), insurance, and telecommunications and broadcasting.

He has led and taken accountability for many successful project implementations. He is particularly passionate about digital transformation in personal productivity.

His first appointment as a consultant was at Accenture in 2004. Before joining Legitimate Leadership he was the Delivery Lead in a global IT consultancy in which he headed a team of technology consultants and was responsible for their HR as well as delivery.

At boarding school in South Africa, he was a keen sportsman and was head prefect in his final year.
He is married and has two young sons. He lives in Johannesburg and his non-work interests are scuba diving, cooking, carpentry and architecture.

Dave was introduced to the Legitimate Leadership model in 2006 and has moulded his leadership style on many of the principles with overwhelmingly positive results.