As a successful fashion designer, Elizabeth Zambonini could have built herself a lucrative clothing empire. But, instead, she chose to form a non-governmental outfit that helps troubled women from poor backgrounds.
Called The Hope Factory, the project empowers women by training them in a variety of job creation models so that they can become financially independent.
Founded in 2001 in Cape Town, the initiative was such a success that the department of labour adopted it as one of its flagship training providers of choice in the region. In the first year of its operation, the project’s turnover was just R12 000 but Zambonini has grown it to nearly R5-million over eight years. This success saw the project employing 27 full-time staff as well as 80 contractors with 100 people trained each year.
Apart from providing training in business, life and technical skills, The Hope Factory focuses on “rebuilding self-esteem and developing confidence, keeping the learners motivated and mentoring, advising and encouraging them to become the authors of their own success stories,” said Zambonini.
Faqua School of Business in North Carolina in the US was so impressed with Zambonini’s model that the school uses it as a case study. Other organisations have adopted it as an international template.
Asked how it feels to be among the world’s successful and inspirational businesswomen, Zambonini said: “I am fortunate that my role allows me to inspire others, whether to make a change to improve their own lives or to inspire others to make a social change within their community.”
But it was not always smooth sailing; the road to success was littered with obstacles that she managed to adroitly overcome and it was the Port Elizabeth operation that suceeded.
Financially, the company was very exposed and the risk was that “we could lose the whole company in our attempt to save Cape Town”.
She had no choice but to shut down the Cape Town office. “This meant retrenching loyal staff who had become my friends and allies.”
She was proved right because the project stabilised and then grew exponentially through the Port Elizabeth operation, she added.
When the department of labour changed its funding model, the operation was affected as The Hope Factory was left short of R1-million for the year. But, thanks to her foresight and business acumen, Zambonini was able to reposition the factory as an “enterprise development”.
Today, there are more than 100 companies that have partnered with The Hope Factory, helping to reduce its financial risks.
Although the factory is close to her heart, Zambonini does not allow it to interfere with her family time. “I try to focus on work when I am at work, and family when I am at home. So, between 4.30pm and 7pm, it is strictly family time.” She said her husband has been supportive.