Tell us about yourself, your background and your journey to the CEO of The Seventy Ninth Group
My background has predominantly been in regulatory frameworks, compliance, mergers and acquisitions, and business growth strategies.
I actually took my first role here as a ‘gap year’! I finished my previous role on brilliant terms, having worked for them throughout COVID as a key critical worker. Like most people, I hadn’t spent a lot of time with family and friends. I decided that I wanted to take a step back. In peak operation, I was managing up to 2,000 people at one time across different sectors.
I saw The Seventy Ninth Group’s job advert and interviewed with Dave Webster, the Chairman, thinking it would be a quieter role! I had another interview elsewhere that day, too. I rang my mum while I was on my way to the other interview. I said, “Mum, I don’t think I should go.” She encouraged me to go, but I already knew that I could work with the Webster family and that it was the right decision for me.
Dave told me about the company’s growth strategy, and that’s what I love: building something. I initially joined The Seventy Ninth Group as their Compliance Manager, then moved to Head of Compliance and built a small team around me. I then transitioned to Chief Operating Officer.
Around two years ago, they offered me the position of Chief Executive Officer. Having worked closely with the family, I understood what they needed, and my experience allowed me to deliver that for them. I believe that’s why they thought I was the right person for the role, and hopefully, they still do!
What does The Seventy Ninth Group do?
Fundamentally, it’s an asset management company. We acquire undervalued assets and redevelop them into their true potential.
The unique thing about The Seventy Ninth Group is that we aren’t afraid to hold an asset. Typically, most organizations acquire an asset and have an exit strategy with immediate effect; they don’t have the capacity or financial control to maintain that asset for a long period of time.
Whereas the Group’s strategy is that we’re able to acquire and retain an asset until the right moment. It’s a fantastic model to work within because we have the breathing space to endure market fluctuations.
What are your core responsibilities as CEO?
The running joke is that I’m the Chief Everything Officer!
Despite the company’s massive growth in a short period of time, it’s still very much a family business at heart, I’ve built a tremendous team around me, and I can delegate work a lot more effectively than I could – maybe – five years ago when there was a small team.
My responsibilities include leading the owners and the wider board to key decisions. Sometimes, I joke that it’s like herding kittens, trying to keep them all on the same path! Effectively, I’m an internal negotiator, getting the right people’s attention at the right point during a project and ensuring the long-term strategy is always considered.
As a CEO, what key values do you believe are integral to your role?
Five years ago, it would have been very much KPI-driven. I’ve always been a numbers girl, focusing on my variance and conversion rates. I’m not afraid to say that it took me time to grow into this position, where I realized that the role is more about leading with empathy and integrity, not just focusing on the data.
I do believe that having a background in compliance can make you risk averse, but for me, there’s always an upside to risk. It depends on your risk appetite. Now, as a leader of such a large organization, I place a lot more onus on integrity being at the forefront of all decisions. I think that’s a strong trait that you must have for people to follow you as a leader. Otherwise, they simply won’t.
What exciting projects are you currently working on?
My main project is the IPO for Seventy Ninth Resources. It’s the biggest project I’ve probably ever worked on in my career. I’ve never publicly listed a company, but just because I haven’t done it before doesn’t mean I can’t do it. My job is coordinating and building a team to deliver that project on my behalf, with me overseeing the strategy. You can’t be an expert at everything, so you must leverage your network.
We’re extremely excited to announce that we’re on track for IPO by Q1 of 2025.
I also have many projects specific to the communities in which we operate, focusing on a sustainable future for the locals in terms of education, living standards, and career opportunities. This includes the Fombek orphanage in Guinea, which is very close to my heart.
What has been your biggest success since taking on your current role?
Since taking on this role, our most significant accomplishment has been building a foundation from the ground up in Africa. We started with no geologists or in-country team, but through strategic hiring and building relationships on the ground, we now have a solid operational presence. Over the course of just two to three years, we’ve not only acquired these assets but are preparing to bring them to the public market. It’s a transformative success, and to be part of such a pivotal phase for the company has been the most rewarding experience in my career.
As a female leader breaking barriers, what is the biggest obstacle you have overcome?
The biggest obstacle I’ve had to overcome is imposter syndrome. There are moments where I question, “Should it really be me leading this?”
Like today, I’ll be chairing a meeting with some of the top professionals in the industry, and it’s easy to feel that doubt creeping in. While I may not have the same depth of sector-specific experience as some of them, I constantly remind myself that my role is to bring this talented team together, keep us on track, and provide the vision and direction we need to move forward. It’s all about trusting my leadership and what I bring to the table.
What are the current trends in investing in the Middle East?
Real estate continues to be a consistent investment theme in the Middle East, particularly in the UAE, but I don’t think it’s the most sustainable long-term strategy. The market is becoming increasingly saturated, which may limit growth potential.
What’s exciting, though, is the shift toward commodities, particularly in the precious metals sector. Investors are exploring international commodities beyond oil, aligning with the UAE’s economic diversification plans. This shift is a sign of broader market maturity as investors seek out more resilient, global opportunities that fit into the region’s evolving financial landscape.
What would make a good portfolio for an individual in the Middle East?
A good portfolio for someone in the Middle East needs to embrace diversification, especially given the fluctuations we’re seeing in different markets. Gold is a prime example—there’s been a lot of buzz about its continued upward trajectory, making it an attractive investment. But you can’t rely on just one asset class. A commodities-based portfolio offers a great way to balance things out, particularly with gold and other metals performing well. A mix of property and commodities is key, as it spreads risk and gives you more stability in an unpredictable market. Diversifying is the smartest way to de-risk your portfolio and adapt to changing economic conditions.
Is Gold still a good investment for those based in the Middle East?
Gold is a strong investment, not just for those in the Middle East but on a global scale. It’s one of the few assets that has consistently shown upward trends over time and is known for its stability, even during economic downturns. Take my parents, for instance—who are in their seventies and have never considered themselves investors. They had regular jobs, and a modest pension, and didn’t dabble much in financial markets. But even they’ve started investing in gold, which tells you a lot.
The demand for gold is remarkable, drawing in people who are usually quite risk-averse. It’s interesting to see how those who would typically avoid risks are recognizing the value in gold, especially as it continues to perform so well. It’s almost impossible to overlook its appeal as part of a balanced portfolio in today’s market.
Sustainability is a core value for The Seventy Ninth Group; what actions do you take as a company take to reflect this?
I’m a big advocate for sustainability. For example, I don’t believe that anybody should rely on me being part of this company. If I were not to be a part of this company tomorrow, I would want to build initiatives beyond reliance on me or specific individuals. A lot of our work is focused on transferable skills, specifically in Africa, where we employ locally.
We’ve been able to give them skills and knowledge that they can utilize with other companies and operations because that builds a sustainable future for them.
Our long-term strategy with the Fombek orphanage is to develop it into an educational hub, incorporating agriculture, geology, and exploration to create career opportunities for future generations.
What are your goals for the next 5 years?
Over the next five years, my main goal is to see The Seventy Ninth Resources division successfully listed on one, if not multiple, stock markets, which will be a major milestone for the business. We’re already making significant progress in building our asset portfolio, but expanding it further remains a top priority. I’m confident that this will strengthen our position and open up new growth opportunities. Additionally, I foresee our real estate division eventually following a similar path. While it may take time, I believe we’re laying the groundwork for a future public listing of that arm as well.
There’s such an exciting future ahead for The Seventy Ninth Group as a whole. We’re in a solid position to grow across multiple sectors, and that diversification will be key to our long-term success. The momentum we’ve built so far is only the beginning, and I’m really looking forward to seeing where we can take the company. The next five years will be about scaling our operations, growing our presence in new markets, and continuing to evolve as a leader in both the resources and real estate sectors. It’s a thrilling journey, and I can’t wait to see what we’ll achieve.
How can readers find out more about you and The Seventy Ninth Group?
We’re all over LinkedIn and every social platform! But ultimately, we’re people, and we’re approachable. We don’t like to communicate only through a screen! We have fantastic client care and management teams that are on hand to assist our community. We put the time and effort in because, ultimately, meeting people is what makes the business grow.
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