What is the scope of your new responsibilities?
My role is to translate Isuzu Motors South Africa’s long-term strategy into coordinated execution. My portfolio includes overseeing corporate strategy, research, sustainability and public policy advocacy.
I partner with executive leadership and cross-functional teams to keep our strategic priorities agile, measurable and aligned with market dynamics. I also serve as the strategic bridge across all functional areas, enabling the organisation to anticipate disruption, drive data-backed decision-making and secure sustainable competitive advantage.
What are your short-term priorities?
My immediate priority is to strengthen the link between strategy and execution, ensuring that functions understand the organisation’s priorities, can translate them into practical actions and that progress is tracked consistently. I am also focused on improving strategic governance, strengthening the quality of business and market insights and supporting the organisation’s response to changes in technology, customer expectations, policies and regulations. Another key priority is to continuously improve sustainability integration.
How important is sustainability to Isuzu and to you?
Sustainability is important because long-term business success depends on creating value while managing environmental and social impact responsibly. For an automotive manufacturer, this includes emissions, energy and resource use, supply-chain resilience, localisation, transformation, skills development and community impact. The strongest sustainability strategies are practical, measurable and embedded across the organisation.
How have the different positions you have held at Delta, GM and Isuzu prepared you for the current, complex, role?
Each stage of my career has given me a different view of the business. I started in finance, where I built a strong foundation in budgeting, forecasting, reporting and cost management. I later moved into product planning, pricing and programme management, where I had to balance customer needs, product competitiveness, investment, profitability and manufacturing requirements.
These roles taught me that complex outcomes depend on strong cross-functional alignment. They also taught me to test whether an idea is not only strategically sound, but also commercially viable and operationally achievable. That experience now helps me connect decisions across the organisation and keep teams focused on a common outcome.
How would you describe your leadership style?
I would describe my leadership style as collaborative, direct and focused on development. I believe leaders must set clear expectations, create space for honest input and hold people accountable for delivery.
Collaboration matters, but it should not delay decisions.
My own experiences have shaped the leader I want to be. I value fairness, consistency, courage, empathy and presence. I am also committed to coaching others. Leadership is also about building the confidence and capability of the people around you.
How important is Isuzu’s supplier-development programme?
Supplier development is important because a competitive automotive industry needs a strong and resilient local supply base. Effective development goes beyond access to contracts. Suppliers need the systems, technical skills, quality standards, financial discipline and scale required to compete sustainably. Manufacturers must create clear development pathways and access to opportunity, while suppliers must deliver consistently on quality, cost and timing.
For South Africa, supplier development also supports localisation, transformation, employment and entrepreneurship. The real measure of success is whether suppliers become sustainable businesses.
What are the prospects for the South African motor industry and are there realistic expectations that AfCFTA will bolster SA exports into Africa?
The South African automotive industry has a strong base, but its future will depend on competitiveness, policy certainty, localisation, infrastructure and the ability to respond to new technology.
AfCFTA has the potential to support greater trade across Africa, but success will depend on practical implementation. Clear rules of origin, efficient borders, strong logistics and consistent policy will be essential.
Africa remains strategically important for Isuzu. Our vehicles are well suited to demanding operating conditions, and there are opportunities linked to infrastructure, agriculture, logistics and industrial growth.
Over time, AfCFTA could strengthen the business case for South Africa as a manufacturing hub serving more African markets.
Is Isuzu engaging national government regarding the need for greater clarity on EV policy and on how subsidies are allocated to semi-knocked down and completely knocked-down manufacturing?
Policy certainty is important because automotive investment decisions are capital-intensive and made over long periods.
The move towards lower-emission mobility requires close engagement between government, manufacturers and industry bodies. South Africa needs a policy framework that reflects global developments while considering local affordability, energy constraints, manufacturing capability and employment. Incentive frameworks must also support meaningful local manufacturing and provide enough clarity for future investment decisions.
Isuzu participates in the relevant industry and stakeholder platforms. Our focus is on supporting a practical transition that strengthens South Africa’s automotive manufacturing sector.
What advice would you give a young woman starting out?
My advice would be to build strong technical and commercial credibility, remain open to new opportunities and do not let self-doubt make decisions for you. The automotive industry is complex, so broad exposure across functions is valuable.
I would also encourage young women not to treat every “no” as a final answer. Rejection may point to an area for growth, or it may redirect you to a better opportunity. Seek feedback, find mentors and sponsors and be willing to take opportunities that stretch you.
What does meaningful advancement of women require?
Meaningful advancement requires more than representation. Women must have access to the experience, visibility and responsibility needed to progress into senior roles.
This includes exposure to technical, commercial and operational assignments, as well as decision-making forums that build executive capability. Women need leaders who will support their development and advocate for their readiness.
Organisations must actively challenge assumptions about leadership style, family commitments and who is truly ready for demanding roles. Women do not need lower standards. They need fair access to the opportunities that allow them to meet and demonstrate those standards.
Biography
Fundiswa is responsible for shaping long-term strategy, business transformation, research and sustainability. With more than two decades in the automotive industry, she has held roles across finance, planning and product lifecycle programme management.
She previously led planning for LCV and SUV portfolios, including the R1.2-billion Gen 7 ISUZU D-MAX business case. She holds a Bachelor of Technology (BTech) in Cost and Management Accounting, is pursuing an MBA at Nelson Mandela University and is passionate about collaborative leadership and sustainable growth.
