From global FMCG giants to financial services, Lindiwe Gumede has built a career defined by adaptability, impact and an unwavering commitment to empowering others. In this candid conversation, she reflects on leadership, intuition, mentorship and why opening doors for others is deeply personal
Glamour: Your career has spanned some of the most iconic brands in the world, from apparel to beverages. How have these different industries shaped the leader you are today?
Lindiwe: My career across different categories in FMCG and now financial services has shaped the leader I am today in very profound ways. Each category comes with its own pace, culture and way of thinking, and I’ve learned to embrace that diversity rather than resist it. One of the biggest lessons has been staying open to learning every single time. No matter how much experience you carry, every business brings a new ecosystem, a new consumer nuance and a new way of operating. I’ve become very comfortable with not knowing it all, and instead leaning into curiosity, asking questions and allowing teams closest to the work to guide my understanding.
Working across different industries has made me far more receptive to different perspectives and schools of thought. A strategy that works brilliantly in beverages may not translate into apparel, and what makes an FMCG brand win can look very different from what drives success in financial services. This exposure has honed my ability to adjust quickly, to listen deeply and to pull the best thinking from a wide variety of disciplines. Ultimately, these experiences have strengthened my adaptability. I’ve learned to read environments, learn from others at every level and grow from the knowledge each business brings. It’s made me a more agile, empathetic and open-minded leader — one who sees change not as disruption, but as a catalyst for growth.
Glamour: With advanced academic training and global leadership programmes behind you, how do you balance formal knowledge with intuition and lived experience in your decision making?
Lindiwe: For me, the balance comes naturally. My academic training gives me frameworks and theory — it provides structure and a solid starting point. But real decision-making is just as much about intuition and lived experience. Over the years, I’ve developed what I call a “trained gut.” You learn from the wins, the setbacks and everything in between. Every time I bring a vision to life, it affirms that my instincts are guiding me in the right direction. I’m also a feeler by nature, so I trust that inner voice and allow answers to surface in their own time. I use academic tools as my compass, but intuition, experience and emotional awareness help me choose the path. That blend keeps my decisions grounded and human.
Glamour: You are known for building impactful brands while solving complex problems. What does impact mean to you beyond commercial success?
Lindiwe: Impact goes far beyond commercial success. It’s about making a meaningful difference in people’s lives; whether at work or in my personal life. Through the Metropolitan Collective Shapers programme, now in its fourth season, I get to live my purpose in a very real way. Empowering young entrepreneurs with holistic skills, mentorship, emotional support and market access doesn’t just grow their businesses; it strengthens their confidence and mental resilience. Watching them evolve is one of the most fulfilling parts of my work. As a leader, impact also means creating opportunities for others: sharing knowledge, opening doors and helping people step into the best version of themselves. When someone grows because I believed in them or invested time in them — that’s impact. On a personal level, it’s about being intentional — being a present mom, partner, friend and sister. When the people I love genuinely feel my support, that matters just as much as any professional milestone.
Glamour: People development is central to your leadership philosophy. Why is empowering others such a non-negotiable for you?
Lindiwe: Empowering others is non-negotiable because I know firsthand what it feels like to need just one person to believe in you. After graduating, I couldn’t get into marketing, the field I had studied for. I worked as a bank teller and later as a call-centre agent. My breakthrough only came because one individual, Sipho Nembula at Distel, saw potential in me. He took a chance on me in a male-dominated sales environment, even when doors had closed. That moment changed the trajectory of my career. It taught me the power of someone opening a door for you. Ever since, I’ve been committed to paying it forward. As a leader, giving people opportunities and helping them grow isn’t optional — it’s core to who I am. I want to be for others what Sipho was for me: someone who sees beyond the CV and invests in potential. But I also remind people that opportunity must be met with work, commitment and continuous growth. Opportunity is the spark, but ownership sustains the fire.
Glamour: As a mentor to young professionals, what patterns do you notice in the challenges they face today?
Lindiwe: Young professionals, especially Gen Z, are entering the workplace with expectations that differ from those of senior managers. They prioritise purpose, flexibility and boundaries, while many leaders were raised in environments where success meant long hours and climbing the ladder step by step. Neither side is wrong — we just need to meet halfway. I focus on understanding what drives them and emphasise emotional intelligence: the ability to read a room, collaborate across generations and find common ground. At the same time, fundamentals like commitment, quality, resilience and accountability still matter. When both sides meet in the middle, collaboration becomes richer and workplaces unlock more diverse thinking.
Glamour: How do organisations create environments where young people truly thrive?
Lindiwe: It starts with intention and follow-through. It’s not enough to bring young people in; we must give them meaningful work with accountability and tangible outcomes. Thoughtful onboarding, depth in project allocation and active coaching are key. Guidance, patience and consistent support make all the difference. If we genuinely believe every young person deserves to thrive, we must create space and meaningful experiences for them. It’s not complicated — it requires intention, consistency and heart.
Glamour: Curiosity and lifelong learning are values you live by. How do you stretch yourself while carrying significant responsibility?
Lindiwe: I believe you can never know enough. Different seasons require different knowledge. Some years I focus on academic learning through courses; other years I hone leadership skills.
I also set holistic goals. At the moment, I’m reading Atomic Habits by James Clear, which has prompted deep reflection on habits I want to unlearn. Growth requires acknowledging what isn’t working and using tools to address it. Reading introduces me to new concepts that help me evolve continuously.
Glamour: Leadership roles demand intensity. How do you protect your sense of self outside of work?
Lindiwe: Family is everything to me. Going back home to Kwa uMhlabuyalingana grounds me. There, no one cares about boardrooms or titles — I’m simply their child. I do chores. I fulfil family responsibilities. I receive love that isn’t transactional. My 96-year-old aunt cooks my favourite meal and sends me home with a small bag of peanuts — her way of contributing to my life. That space humbles me and reminds me who I am at my core.
Glamour: How do adventure and time outdoors influence how you show up as a leader?
Lindiwe: It’s my escape and my moment of rest. When I’m rested, I show up better — clearer, calmer and more present. Some of my best ideas come while hiking. When you pause and release pressure, ideas flow. It’s also a space for reflection and course correction. I fill my cup so I can give to others.
Glamour: What does your creative side bring into your professional world?
Lindiwe: Music evokes emotion — and so does creativity in business. Different genres trigger different feelings, just like different brand strategies do. Creativity must evoke something. It must stimulate the senses and create a response. That emotional connection is what makes brands memorable and impactful.
Glamour: When you look at the next generation of women stepping into leadership, what do you most hope they will do differently?
Lindiwe: Step in with more confidence. Many of us were among the first to receive certain opportunities, and imposter syndrome often accompanied that. We questioned whether we were truly deserving. The next generation must know they belong. They are equally qualified and capable. It’s also about opening doors for others and debunking the myth that women can’t collaborate. Some of the most influential leaders in my life have been women who continue to shape me personally and professionally. We need to elevate one another and prove, through our actions, that the narrative of women not supporting women simply isn’t true.
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