Sponsored: Turning negatives into positives
The past few years have been tough ones for the hospitality industry, but have underlined the importance of ICT’s role in service delivery to its clients, driving ICT to factor in a more holistic approach to client service delivery, including tailoring marketing efforts and products and services to meet client expectations.
01 November 2024
“Covid-19 accelerated the advancement of digital technology trends, forcing us to look at the future of gaming and hospitality and the use of artificial intelligence and the metaverse, including metatravel,” says Pragasen Pather, Sun International’s CIO. “We have become more client-centric now than product-centric, applying IT to meet the needs of online and in-venue (land) clients. “We have seen and experienced the impact of socio-economic and political pressure. For example, the impact of load shedding led us to implementing renewable and eco-friendly alternatives installing solar at some of our bigger properties, which has addressed both unstable supply and increased energy tariffs. This is just one way we have turned negatives into positives.”
Pather’s outlook into the future is positive, believing that the improvements in 2024 have been for the better and saying there has been a steady increase in clients and a “soaring uptake” in conferencing – evident at Sun International and elsewhere.
“The reduction of interest rates and the evolution of the Government of National Unity (GNU) raise possibilities and a positive ratings adjustment would add to a more positive outlook.”
Asked about his role at Sun International, Pather says while he has a seat on the exco and reports into the CEO, he believes reporting lines don’t really matter – it’s about having your voice heard.
“Today’s CIO wears multiple hats, from keeping the lights on and advancing the digital journey and applying new trends for institutional value; to keeping clients and employees safe in an uncertain cyberworld. What matters is business enablement, constantly reinforcing the message that technology is a commodity that supports innovation through enabling an entrepreneurial mindset.
“Outside of known pain points is creating cyber trust from all stakeholders; that investment in new technologies is not seen as a grudge purchase. As CIO my role involves knowing how to demonstrate and translate IT value going forward, and its tangible ability to be a differentiator.
We know our clients require an omnichannel approach that enhances the customer experience, such as being able to transact whether via online or land gaming, with a single wallet.” Sun International has an indirect relationship with MTN through connectivity partners, however, Pather says MTN’s reinvention from being a telco to being a technology provider definitely offers further opportunities to explore its technology services.
Stakeholder relationships
Pather’s leadership style is openminded and grounded in top-to-bottom team involvement.
“All potential leaders must realise the importance of stakeholder relationships – detractors and allies can impact on your ability to maintain faith and trust in technology. Ambitious IT professionals should also develop sound knowledge across all aspects of the business.
“I am fortunate that early in my career I worked and lived in London. This exposed me to international markets and gave me the foundation to modify digital concepts for Africa. I am also a keen tennis player and had the opportunity in London to qualify as a tennis coach with the British Tennis Coaching Association. This really helped develop my skills with people of all ages and my ability to adapt, translate fundamentals and add versatility to the organisation,” he concludes.
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