Nine leadership questions for Abdul Vally, Chief Executive, Coface South Africa

Below are nine insurance business leadership questions for Abdul Vally, the recently appointed CEO of Coface South Africa. Vally joins Coface SA with decades of experience within the credit insurance space.

1. For how long have you been CEO of Coface South Africa?

I was officially appointed as Country Manager and CEO of Coface South Africa on 1 July 2025. While my tenure in this role is still in its early stages, I bring with me over 29 years of experience in the trade credit insurance industry.

2. How have your previous roles before Coface SA prepared you for this current role .... Any challenges, highlights or learnings?

I’ve held a range of leadership roles that have shaped my approach to strategy, innovation, and client engagement. These roles taught me the importance of a client-centric strategy, portfolio optimisation, and cross-functional collaboration. 

One key learning has been that innovation must be balanced with operational excellence, especially in a market as dynamic as South Africa’s. 

Challenges have included navigating economic volatility, regulatory shifts, and talent transitions, but each has reinforced the importance of agility, resilience, and purpose-driven leadership. These experiences have equipped me to lead Coface South Africa with a clear vision: to empower businesses with the tools to manage credit risk proactively, protect cash flow, and grow with confidence.

3. In leading a Coface South Africa, a leading trade credit insurer with a global footprint, what would you say are the top qualities for one to be an effective leader?

Effective leadership, especially in a global organisation like Coface, requires:

• Strategic clarity: Aligning local execution with global vision.
• Empathy and adaptability: Understanding diverse client needs and team dynamics.
• Resilience: Navigating economic volatility and regulatory shifts.
• Innovation mindset: Embracing data and technology to stay ahead.
• Integrity: Building trust with clients, brokers, and our staff.

4. What would you say are Coface South Africa’s top priority areas for the next three years?

Our priorities align with Coface’s global “Power the Core” strategy: 

• Deepening our trade credit insurance franchise.
• Accelerating digital transformation and data excellence.
• Expanding our Business Information services, as well as 3rd party debt collection.
• Driving sustainable growth through inclusive financial solutions.
• Strengthening our role in supporting SMEs and mid-market companies, which are vital to South Africa’s economy.

5. As one of the leading trade credit insurance companies, how does Coface South Africa attract and retain talent?

At Coface South Africa, we recognise that talent is our greatest asset, especially in a niche industry like trade credit insurance where specialised skills and deep market knowledge are essential. In essence, our approach to talent is deeply aligned with Coface’s “Power the Core” strategy, where talent thrives, innovation flourishes, and every team member feels empowered to shape the future of risk management in South Africa.

This year, we’ve undergone a significant transformation in our team structure, including changes at top management level, which have allowed us to bring in fresh perspectives, opportunities for growth and a re-energised culture.

To attract and retain the best talent, we focus on several key pillars:

• We’ve launched projects across departments to streamline operations, reduce inefficiencies, and empower teams to innovate. These initiatives are not just about cost-saving, they’re about creating space to live out our core values of  collaboration, innovation, client focus, engagement, accountability, growth and efficiency.
• We offer flexible work arrangements that support work-life balance and accommodate diverse employee needs. Our wellness initiatives include mental health support, wellness days, and access to resources that promote physical and emotional wellbeing. 
• Our recognition and reward system celebrates employees who embody Coface’s core values. Whether through peer nominations, leadership, client or broker acknowledgments, or performance awards, we ensure that those who go above and beyond are recognised meaningfully.
• We invest in our teams’ skills and expertise through bursary and training programmes that promote lifelong learning and ensure their skillsets remain future ready.
• We foster a culture of transparent dialogue, where both easy and difficult conversations are encouraged. Our MyVoice quarterly staff surveys are a cornerstone of this approach. They allow us to listen actively to our employees, identify pain points, and respond timeously with meaningful actions. 
• We’ve made collaboration a strategic priority. By breaking down silos and encouraging cross-functional teamwork, we ensure that every employee feels connected to the broader mission. This has been especially important during our leadership transition, helping us maintain continuity and build trust.
• We position Coface as a place where professionals can grow, contribute, and make an impact. Our global footprint and local agility offer unique career opportunities through our mobility programme. We’re also proud of our BBBEE Level 2 status, which reflects our commitment to transformation, as well as diversity and inclusion.

Trade credit insurance is a highly specialised field, and we understand the importance of attracting niche talent, from field credit analysts and underwriters to client relationship managers. We actively seek out individuals who bring both technical expertise and a passion for problem-solving, and we support them with tailored mentorship and development programs.

6. How do you see technology playing a much more significant role in how financial, including insurance products are developed and distributed in the next few years?

Technology is indeed reshaping every aspect of insurance and financial services, the way I see things developing in the next few years in our industry in particular, would be through enhanced risk assessment and underwriting, streamlined policy management, global reach and regulatory/compliance technologies.

I am proud to say that Coface is very much ahead of digital transformation in our industry - from underwriting tools and information systems to faster onboarding and claims processes. 

We’re embracing this transformation to deliver smarter, faster, and more accessible solutions to our clients.

• In 2024, we launched Coface South Africa’s new website, marking a major step in our digital transformation journey. The redesign focused on attracting direct enquiries across our business lines, accessibility, ensuring that users of all backgrounds and devices can easily navigate and engage with our content and an enhanced user experience. 
• We’re investing in platforms like CofaNet Essentials (Client portfolio management platform), Broker Portal, and Urba 360 (Business Information platform) to deliver smarter, faster solutions.
• Coface APIs, allow seamless integration with client and broker systems. These APIs enable real-time data exchange, faster risk assessments, and streamlined policy management, making it easier for partners to work with us and for clients to access our services.
• For SMEs, we will soon relaunch our EasyLiner Portal, a digital platform designed to simplify trade credit insurance. It allows for instant quotes, automated contract generation, and online policy management, reducing turnaround times and making insurance more accessible to smaller businesses that are often underserved.
• AI-driven risk assessment (automatic underwriter) and fraud detection processes are being enhanced continually.
• Business Information systems that offer real-time insights and seamless service.

These innovations are not just about convenience; they’re about empowering businesses with the tools they need to manage risk proactively and grow confidently.

As mentioned, Coface’s global “Power the Core” strategy, places digital technology and data excellence at the heart of our transformation. We’re committed to leveraging technology to enhance risk visibility, improve customer experience, and drive sustainable growth across South Africa and beyond.

7. What would you point out as key areas of concern for the insurance/ reinsurance sector - from an African and global perspective - in the next three to five years?

From a South African standpoint, the insurance sector faces a complex and evolving risk landscape shaped by both macroeconomic pressures and structural challenges.

Key concerns:

• Economic volatility and business fragility: South Africa currently holds a C country risk rating and an A4 business climate rating from Coface. This reflects persistent challenges such as high unemployment, low growth, and infrastructure deficits, particularly in energy and logistics, which directly impact business continuity and insurability. 
• Sector-specific vulnerabilities: Coface’s sector risk assessments show very high risk in industries like construction, metals, transport, and textile-clothing. These sectors are critical to the economy but are exposed to operational disruptions, regulatory uncertainty, and low investment confidence. 
• Institutional and governance risks: Declining state capacity, municipal governance failures, and regulatory unpredictability are major threats to resilience. These factors not only affect public trust but also complicate underwriting and claims management for insurers. 
• Cybersecurity and digital risk: Cyber incidents are now ranked as the top business risk in South Africa, driven by increased digitalisation and AI adoption. Insurers must invest in robust cyber risk models and digital infrastructure to protect both themselves and their clients. 
• Reinsurance market hardening: Globally, reinsurers are tightening terms and raising premiums due to climate-related losses and geopolitical uncertainty. This trend is transferring more risk back to primary insurers in Africa, challenging their solvency and pricing strategies. 

Across Africa, similar concerns persist, especially in markets with low insurance penetration, limited regulatory maturity, and high exposure to political and climate risks. However, there is also significant growth potential, particularly in East Africa, where digital innovation and inclusive insurance models are gaining traction.

In this environment, insurers must adopt data-driven, collaborative, and forward-looking risk management strategies. At Coface South Africa, we continue to leverage our global expertise and local insights to help businesses navigate these risks with confidence.

8. If you could go back and give your 18-year-old self one piece of advice, what would it be?

Keep doing what you are doing, because everything has led you to this moment and I am happy.

9. What is the one book you would recommend to your audience, and why?

This is a hard question to answer.  I have read hundreds if not thousands of books, and I suppose it all depends on your frame of mind and stage in life.  

However, recently being appointed as CEO, I can confirm that ‘Leading in a Changing World’ by two South African leadership consultants, Keith Coats and Graham Codrington has definitely broadened my view on leadership.