EXECUTIVE PROFILE: Ethics and conduct define survival

Nelson Gahadza

WINDMILL Private Limited chief executive officer Mr Kudakwashe Mundowozi’s life story is one defined by passion, dedication and a commitment to excellence.

His journey in life serves as an inspiration to young professionals.

It demonstrates the reward of hard work, teamwork and willingness to learn.

These qualities have seen him rise to become the CEO of Windmill.

With a strong background in sell-side securities trading, Mr Mundowozi has worked with prominent financial institutions, including Zimbabwe’s largest and oldest stockbroking firm, Imara Asset Management Zimbabwe.

Early stages in leadership

“My career began in investment banking, specialising in sell-side securities trading. I was privileged to work with one of Zimbabwe’s largest and oldest stockbroking firms, engaging foreign investors and introducing them to executives of major listed and unlisted companies, line ministries and industry associations,” he said.

“Those formative years taught me that capital isn’t just money; it’s strategy, confidence and policy converging in real-time.”

His experience at the Zimbabwe Stock Exchange was a defining moment in his career.

“I witnessed how companies earn trust, raise capital and build value that lasts. It was more than market mechanics; it was a masterclass in institutional credibility,” he said.

This foundation catapulted him into banking, where he began crafting financing solutions that were not just transactional, but also transformational.

“I learnt to align funding structures with corporate strategy, ensuring that every deal had a purpose beyond the balance sheet,” he said.

Mr Mundowozi said he learnt that leadership was humbling.

“Years ago, I was the young banker asking executives tough questions about strategy, ethics and governance. Now those questions are being asked of me, and I must have the answers,” he said.

Experience, he added, has reinforced the importance of teamwork.

“I have also learnt the power of patience, especially when working with long-serving colleagues. If given room, even the most sceptical will eventually embrace change,” he said.

“Equally, I have seen how ethics and conduct define survival. Unethical practices can quietly destroy a business. Restoring a culture of honesty and normalcy after years of shortcuts is difficult, but essential. Trust, once broken, is slow to rebuild. And perhaps most inspiring is the realisation that young people have so much to offer when they are trusted with responsibility. They bring energy, courage and imagination, things every legacy business needs to stay alive.”

Leadership philosophy

Mr Mundowozi’s leadership style is built on clarity, inclusion and accountability.

He believes in empowering people by explaining the purpose behind initiatives and encouraging collaboration across generations.

“My leadership style is anchored in clarity, inclusion and accountability. People give their best when they know why something matters,” he said.

“When I joined Windmill, I could see its challenges through every lens: financial, operational and national. I didn’t just see a company in distress; I saw a national asset with untapped potential.

“It wasn’t just another company to fix; it was a strategic asset in Zimbabwe’s agricultural and industrial fabric that needed to be renewed. A chance to reimagine agriculture and industry in Zimbabwe and to anchor the company as a pillar of inclusive growth.”

Windmill, Mr Mundowozi said, was a unique firm.

“Many of our employees began and will end their careers here. That loyalty is powerful and rare to find, but it can also make change difficult. My approach has been to listen first, then bring everyone along,” he said.

“We acknowledge the old strengths of discipline, precision and pride in workmanship while encouraging curiosity and openness to new ways.

“The most rewarding moments come when generations collaborate, a veteran foreman showing a young engineer the rhythm of the granulator, while the engineer introduces new data insights that improve efficiency. That’s the balance, respectful reinvention.”

Work-life balance

Mr Mundowozi is a strong believer in fitness. He believes a fit body nurtures a healthy mind and teaches discipline, focus and endurance, which are all essential qualities of leadership.

“Social interactions are also important; they keep me grounded and connected to real issues. Many of my best insights come from informal conversations with farmers, colleagues or peers outside the boardroom,” he said.

“And, of course, family and sport occupy a special place in my life. They give me perspective, a reminder that leadership is not about carrying everything alone but about sharing the journey. In soccer, I support the pride of London (Chelsea FC), who are the current world champions.”

Leadership roles have their own share of challenges, and for Mr Mundowozi, the biggest issue has been managing relationships amid reform.

“Entering voluntary corporate rescue was not easy. It was a painful, but necessary step to preserve the company and protect jobs. Inevitably, it complicated our relationships with suppliers, service providers and even within our own teams,” he said.

“At first, there was scepticism; people thought it was just another corporate escape plan. But over time, our intentions have spoken louder than our words. We are demonstrating consistency, transparency and a genuine commitment to honour every obligation. Our goal is to pay 100 percent of our creditors, even if it takes time. What matters is doing it in an orderly, fair and sustainable way.”

He said culture remained the quiet battlefield for business.

“The struggle between the old and the new continues daily, between what once worked and what must work now. I have learnt that the toughest part of leadership is not the financial turnaround but the cultural one. Systems can be changed; mindsets take longer. But step by step, belief is returning,” he noted.

Vision for Windmill’s future

Mr Mundowozi’s vision is to see Windmill reclaim its place as a modern, trusted agribusiness that underpins Zimbabwe’s agricultural transformation.

He believes this is a company woven into the country’s story, and his duty is to keep it relevant in a changing world.

“We are still firmly in the restoration phase, rebuilding capacity, restarting production consistently and restoring trust across our networks. That foundation work is slow but essential; stability must come before speed,” he said.

“As stability returns, we are gradually entering a phase of renewal, strengthening coordination, tightening processes and embedding a culture that values information, efficiency and collaboration. It’s a shift from paper to precision, from habit to insight, yet always rooted in the experience of our people.”

Mr Mundowozi believes the future of agriculture demands sustainability and innovation, organics, precision farming and climate-smart solutions; hence, Windmill must evolve with those trends to remain useful to the nation.

“Beyond fertilisers and feeds, we are also venturing into industrial real estate development projects like St Mannocks Industrial Park to create infrastructure that supports manufacturing and logistics,” he said.

“We see this as part of our broader mission to enable enterprise, build corridors of growth and contribute to Zimbabwe’s industrialisation story.”

Advice to young leaders, entrepreneurs

“Be inquisitive. Ask questions. Be daring enough to make mistakes because that is how you learn,” Mr Mundowozi added.

“Don’t wait for luck; you make your own luck through preparation and effort. But, above all, be good. Ethics may not yield instant rewards, but it always pays in the long run.”

He believes that in a world of shortcuts and quick wins, integrity remained the ultimate differentiator.

“Build your reputation on it and it will carry you further than any opportunity that comes by chance.”