To Maré, leadership is not about authority but empowerment. He encourages mentorship and career progression at all levels, ensuring that promising talent is recognised and nurtured. Internal mobility is actively encouraged, allowing employees to grow within the group rather than seek opportunities elsewhere.

ISG also places a strong emphasis on recognition and well-being. “Hard work doesn’t go unnoticed,” he says. “We celebrate achievements because appreciation fuels motivation.”

Beyond recognition, ISG understands that well-being is multidimensional. The Group has implemented flexible work arrangements, mental health support, and wellness initiatives across its divisions, acknowledging that a healthy workforce is a productive one. These programmes include fitness challenges, counselling partnerships, and health-screening campaigns, ensuring employees feel valued beyond their job titles.

“When employees feel seen, heard, and valued, engagement follows naturally,” Maré adds. “A positive workplace culture is not built through policy, but through practice, daily acts of care, recognition, and respect.”

Navigating Partnerships and Mergers

Strategic partnerships are a cornerstone of ISG’s expansion strategy. Yet Maré approaches each one with a blend of optimism, structure, and realism. “Mergers are like marriages,” he says. “They work when there’s honesty, respect, and alignment.”

Before signing any deal, ISG conducts extensive due diligence to ensure both sides are aligned on goals, culture, and expectations. “It’s easy to agree on numbers,” Maré explains, “but values, leadership style, and communication are where most partnerships either succeed or fail.”

Transparency forms the backbone of his approach. “We put everything on the table, strengths, risks, and expectations. I’d rather walk away from a deal than enter one built on unrealistic assumptions.”

During integration, communication is constant. “People fear uncertainty,” he explains.

“So, we make sure everyone knows what’s changing, what’s staying, and why.”

The Group’s integration teams are trained to protect what makes each business unique. Rather than impose rigid systems, ISG enhances operational capacity through shared services, finance, HR, marketing, and compliance, while allowing each entity to retain its entrepreneurial edge.

“We bring governance, not bureaucracy,” Maré insists. “Our goal is to strengthen, not control.”

This collaborative model has enabled ISG to scale effectively while preserving innovation. Every partnership is a long-term commitment, built on trust, synergy, and shared purpose.

Adapting to a Changing South African Landscape

Operating in South Africa’s complex economic environment requires agility, foresight, and resilience, qualities that have become synonymous with ISG.

“We’ve built systems that turn compliance and governance into advantages,” Maré notes. “It’s what allows us to move fast while staying secure and efficient.”

From tightening labour laws to shifting consumer behaviour, ISG has learned to see regulation as opportunity. By embracing compliance early and embedding governance frameworks into every business process, ISG has turned red tape into a competitive edge.

Technology has been a major driver of this adaptability. Through data-driven insights, automation, and streamlined reporting, the Group has enhanced performance visibility and improved risk management across all its entities.

“We use technology as an enabler, not a replacement for people,” says Maré. “It helps us make smarter decisions faster.”

Diversification has further strengthened ISG’s resilience. With interests spanning staffing, hospitality, lifestyle, and sports, the Group remains balanced even when market conditions fluctuate. “When one sector contracts, another expands, that balance keeps us strong,” Maré explains.

Despite changing market dynamics, ISG’s core purpose remains unwavering: to empower people and build sustainable businesses. “That consistency has been our anchor,” he says. “We’ve built a company that doesn’t just survive change, it uses change to grow.”

Leadership Lessons in Resilience

Maré’s journey has not been without challenges. From managing cash flow in the early days to steering through economic downturns and global disruptions, each test has refined his leadership philosophy.

“You don’t learn resilience in theory,” he says. “You learn it by living through uncertainty.” Among the lessons that have stayed with him: stay calm, stay focused, and never lose sight of purpose. “It’s easy to panic when things go wrong, but perspective changes everything.”

Listening to others, learning quickly, and adapting fast are cornerstones of his leadership style. “The best solutions often come from your team,” he says. “As a leader, your job is to create an environment where ideas can surface.”

Maré emphasizes the importance of humility in leadership. “Success can make you comfortable, but comfort kills growth,” he reflects. “Every obstacle is an invitation to evolve.”

He also believes that failure, when approached with self-awareness, can be a powerful teacher. “You will make mistakes, it’s part of the process. What matters is what you learn from them and how fast you recover.”

In his view, resilient leadership means leading with courage, empathy, and adaptability. “True strength lies not in control but in connection, understanding your people, your environment, and yourself.”

The Future of ISG: Purpose Meets Progress

Looking ahead, Maré envisions an ISG defined by technology, sustainability, and human innovation. “The future of business lies in how we integrate people, process, and purpose,” he says.

ISG is actively investing in automation, AI-driven systems, and data analytics to sharpen operational intelligence and efficiency. These innovations are not just about cost-saving; they’re about creating smarter ecosystems that enable better decisions, faster responses, and stronger accountability.

The Group also plans to expand its footprint into renewable energy, sustainable logistics, and impact-driven ventures, sectors that align profitability with social and environmental responsibility. “We have a duty to build businesses that don’t just make money but make meaning,” Maré explains.

Equally important is skills development. ISG is working to prepare South Africans for the evolving job market by collaborating with training institutions, technical academies, and industry experts. “We want to help build a workforce that’s not only employable but empowered,” he says.

In the coming years, ISG’s focus will be on creating shared value, growth that uplifts not only shareholders but also employees, suppliers, and communities.

“Our mission remains the same: to build companies that are profitable, purposeful, and progressive, businesses that reflect South Africa’s resilience, creativity, and sense of community.”