Grace Harding’s journey to the top of the business world has been anything but conventional.
Today, as Global CEO of Ocean Basket, she is taking one of South Africa’s best-known restaurant brands into new international markets. But her rise was not built on prestigious qualifications or a carefully mapped-out career plan.
Instead, Harding describes a path marked by uncertainty, setbacks, and determination. Speaking at the UJC’s Business Breakfast in late June, she explained how growing up with a parent living with bipolar depression shaped the people-centred approach she brings to leadership.
“Being exposed to people’s suffering early in my life made me far more sensitive to the need for care for others. That has translated into deep empathy for those I interact with,” she says.
“The uncertainty and lack of a sense of safety I experienced as a child motivated me to want to change that – both for myself and for others.” She believes the impact leaders have on others is determined by the way they behave.
That drive, together with a willingness to keep learning, has defined her career. Harding credits mentors including Spur CEO Val Nichas, Ocean Basket founder Fats Lazarides, and business coach Gaby Rajak with helping her along the way.
“I have no ego, and will not accept defeat,” she says. “I am one of those crazy ones who believes I can make some positive dents in the world.”
Unlike many corporate leaders, Harding did not follow the traditional route of obtaining a university degree before climbing the corporate ladder. Instead, she worked her way up, developing skills she believes will become increasingly valuable.
“The world of work has changed,” she says. “We’ve moved from the Industrial Age to the Digital Age, and many of the things we studied for will no longer be done by humans. Work will be defined less by job titles and technical knowledge, and more by human skills such as self-awareness, critical thinking, deep listening, and the ability to simplify complexity.”
She also stresses the importance of collaboration – not only within organisations but with competitors, suppliers, regulators, and other stakeholders.
Before joining Ocean Basket, Harding spent more than a decade running an internal communications consultancy that helped organisations connect business strategy with employees. The experience taught her the importance of partnerships, confidence, and understanding every aspect of a business rather than focusing on a single area of expertise.
Harding believes effective leaders must combine compassion with high standards. She describes her leadership style as “kind and tenacious”, expecting people to take ownership of their work while providing support when needed. “Adults are responsible for themselves, so the business leader should give them the space to take ownership of their own work.”
While many business leaders focus on South Africa’s economic challenges, Harding believes mindset plays a critical role in success. Rather than dwelling on factors beyond their control, she argues businesses should focus on what they can influence. She notes that although the economy is tougher than it was a few years ago, Ocean Basket is stronger than it was before the pandemic.
“It’s all about how you frame things,” she says. “The negative stuff will burn you to the ground.”
Despite leading a major international company, Harding recently began a Global MBA through Henley Business School. She says the programme has strengthened her existing capabilities while exposing her to new ideas and perspectives.
“The value is also about the people I am with. Young, dynamic South Africans from all kinds of industries, challenging my thinking and teaching me new dances.”
For Harding, leadership is a continuous journey of growth, curiosity, and service. Her story suggests that success is shaped not by where someone starts, but by a willingness to keep learning, adapting, and moving forward.
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