Leadership · Governance · Ethics · Strategy · Culture

Walking alongside leaders at their

inflection points

Brave Inflexions partners with boards, executives, and senior leaders to navigate complexity, strengthen ethical cultures, and become better versions of themselves — for the organisations and societies they serve.

Brave Inflexions is a proudly South African company, with a Level 1 BBB-EE status, wholly black female owned, and with global reach. National Treasury Supplier database number: MAAA0883654

Leadership

Directors
Executives
Senior Managers

Governance

Governance Training
Induction

Ethics

Training
Ethical dilemma navigations

Strategy

Strategic Advice
Facilitation

Culture

Culture turnaround

What sets

Brave Inflexions apart

#01 - MORE THAN 30 YEARS OF EXPERTISE

The Founder has walked the talk. With more than 35 years of leadership experience, which includes executive, non-executive and international experience. Leaders who work with Brave Inflexions are assured of a level of competence that they can rely on.

#02 - BLENDED APPROACH

Leadership interventions cannot be one-dimensional. Brave Inflexions looks through multiple lenses when assessing the client’s needs and brings to the table a multi-dimensional approach in its interventions.

#03 - MULTI-DISCIPLINARY

In serving the client’s needs the following disciplines are incorporated:

Leadership, Team Dynamics and Performance Management
Lessons from the field of Neuroscience
Lessons from the field of Epigenetics
Ethics
Governance and Risk Management
Lessons from the Enneagram

#04 - CUSTOMISATION

All interventions are customised, to ensure that the client’s needs are met. The Brave Inflexions approach is to acknowledge that all organisations have their own nuanced challenges and need tailored programs that take the nuances into consideration. First, we listen, then we propose solutions or interventions.

#05 - CROSS-SECTORAL

We make a point of bringing leadership lessons from other sectors while zoning in on the particular dynamics of the client’s sector. This helps the client to think broader than the box they may have been operating in.

#06 - COURAGE AND TRUST

We don’t shy away from having the difficult conversations, especially where the client has to deal with ethical dilemmas, conflict resolution, complex inflection points and the like. This, we are able to do because our clients trust us to work in their best interest and that conversations are always deemed confidential

MESSAGE FROM THE FOUNDER

First, lead yourself

Leadership is key to humanity’s survival. However, we need to redefine our understanding of leadership and what is required as we move into an ambiguous non-linear future that requires a fluidity we are not accustomed to.

I created Brave Inflexions in response to a growing distress I was feeling in watching humanity dealing with increasing complexity in a less than optimal way. That is a complexity which we have created and are collectively allowing to spin out of control in some key areas.
Every day I see things that deepen my belief that strengthening our leaders to navigate today’s challenges, while shaping a better future for all, is an absolute imperative. I think deep down we all know it, but in the busyness of daily life we are not giving enough attention to it and are therefore lagging in bringing about the necessary changes.

what makes us different

Our Services

Board Services

Executive Support

Culture Transformation

Strategic Advice and Facilitation

Conference Keynote

Our clients

Trusted by Industry Leaders

BLOGS

Thought Leadership

Our Blog

When Leadership Wounds the Conscience

The last thing I expected that day was an apology. For a few seconds that felt like an eternity, I was at a loss for words. The young man sitting opposite me had just admitted that he had helped fabricate stories about me because his boss had instructed him to do so. I remember my anger. What I did not understand then was the injury he had suffered himself.

When reputational damage penetrates the skin of an organisation

That conversation fundamentally changed the way I think about organisational reputation…
There are two stories about organisational reputation that occasionally surface in my memory. They stuck with me primarily because I was somehow in the thick of things. These stories are stark reminders of how negative organizational reputation has an impact on the innocents in the organisation. Reputation is never confined to the boardroom, and ethical failure always creates collateral damage.