Leadership forged in the decisions that matter.

A technical grounding that never left the work

Nozibele Tshobeni qualified as a Chartered Accountant, CA(SA), and later read for an MPhil in Corporate Strategy at the University of Pretoria’s Gordon Institute of Business Science. The first gave her the discipline of evidence: reconcile before you interpret, document what you assert, and be able to show your working to someone who disagrees with you. The second moved the question from whether the numbers are right to what the organisation should do about them.

Learning the business from its control environment

Her early executive career was built inside risk and assurance functions at two of South Africa’s largest corporates. At MTN Group she was Senior Manager for Risk, Audit and Insurance. At Standard Bank she served as Head of Fraud Risk Management and as Senior Manager, Audit.

Both roles meant looking at an organisation from the position of the person who has to find what is wrong with it — a vantage point that still shapes how she reads a board pack, an assurance report or a management assertion.

Public capital and a developmental mandate

At the Industrial Development Corporation she was Head of Financial Management, inside an institution measured twice: on financial sustainability and on developmental outcome. She also served on the audit committee of Arisa Group, an IDC investee company.

That experience informs how the firm approaches public entities and development finance institutions today, where governance is the mechanism that keeps both mandates in view at once.

Accountable for the answer, not only the analysis

She joined Sizwe Hosmed Medical Scheme as Chief Financial Officer — a role that also carried IT, cybersecurity and data protection — and was subsequently appointed Principal Executive Officer, the scheme’s chief executive, accountable to a board of trustees, to the Council for Medical Schemes and ultimately to members.

In those roles she led the scheme through a merger from transaction to integration, designed and executed a turnaround strategy under financial pressure, and delivered consistent unqualified audits throughout. The scheme carried revenue of approximately R4.5 billion.

This is why Tembeka Advisory is willing to take the executive seat rather than only advise from beside it. The firm’s sense of what an organisation can absorb, and how quickly, comes from having had to answer for it.

Oversight from the other side of the table

She chairs the Board of Trustees of the Dikuno Tša Sechaba Community Development Trust, a donor-funded mining-community trust, and sits on its audit committee. She is an Independent Non-Executive Trustee of the National Lottery Participants Trust, and a member of the Audit and Risk Committee of the Office of the Pension Funds Adjudicator.

Having sat on both sides, she knows what a board paper must contain to be useful, how much assurance a committee actually derives from a report, and where oversight tends to fail quietly rather than visibly.

Why Tembeka Advisory exists

Tembeka Advisory was founded in 2026 to bring these strands into a single practice: governance judgement formed at board level, technical depth in finance and risk, and the operational willingness to implement.

The firm is deliberately senior. Clients engage that experience directly rather than through a delivery layer, and where additional specialists are required they are brought in openly and on their own merits.