CFO Brenda Baijnath’s story is not just about breaking glass ceilings, it’s about reimagining the room entirely. From navigating cultural expectations to leading the financial strategy at Motus Holdings, Brenda’s journey is marked by courage, clarity and a fierce commitment to authenticity.
Brenda Baijnath remembers the moment she stepped into her first pair of jeans. She was 19. “I grew up in a very conservative Indian family. Wearing jeans was not allowed. You followed the rules, stayed in the box, and did exactly what your parents said,” she says.
That box was tight, filled with tradition and expectations. But even then, it could not contain her curiosity, independence and drive. Today, Brenda is the chief financial officer of Motus Holdings, South Africa’s largest automotive group, steering an empire that includes Imperial Select, Hyundai, Mercedes and Renault dealerships across the country. But the journey to this leadership position wasn’t linear, it was layered with slight defiance, discovery and deeply personal decisions that shaped who she is.
Unspoken duties
Brenda was born in Durban, KwaZulu-Natal, as the eldest of three siblings. That role came with unspoken duties: setting the standard, carrying the responsibility, and sometimes, dimming your own light for the sake of family peace.
“I suppose I do have a bit of eldest child syndrome. You feel like you have to do everything right,” she says smilingly.
She did. Brenda was always academically gifted. In her first year at university, she earned the Dean’s Award, which meant her tuition was covered. That relieved her parents of the financial strain, something that mattered deeply in a family where education was respected, but career paths were tightly policed.
“My dream was to study law. But my dad said no, ‘A girl can’t be a lawyer’. So, we sat down as a family and decided that accounting would be more acceptable. Being the obedient child I was then, I went along with it,” she explains.
She laughs at it now, but the moment represented a crossroad, one where she shelved her own vision to protect the unity of her family. “I think a lot of women, especially from conservative homes, will understand that. There’s this invisible box you’re expected to live in.”
Brenda went on to become a qualified CA and completed her MBA in record time with 10 distinctions.
Breaking free, one risk at a time
Her first major act of rebellion was subtle but seismic. After landing a spot with Deloitte in her second year, she was asked to select her preferred city. Without telling her family, she chose Johannesburg.
That move opened her world. Her talent and work ethic quickly got her noticed. Not long after joining, she was offered a secondment opportunity in the United States. It was 2002, just after the 9/11 attacks, and many South Africans declined. Baijnath didn’t flinch.
“To me, it was an adventure. I’d never even been on a plane before. But I said yes.”
What started as a three-month stint in Cincinnati became a multi-year journey across the US. She lived and worked in several cities, embracing the freedom of being on her own and forming her adult identity.
But life, with all its twists, called her home.
Coming home
In 2005, during a short December visit to South Africa, Brenda met the man who would become her husband. “We met, we emailed, and a few months later, I moved back for good.”
However, returning wasn’t easy and she says that her career in the US was reaching its peak, but love brought her back home.
She joined Sasol and what followed was an 18-year career filled with evolution. Starting in finance, she gradually moved into leadership roles that demanded more than number-crunching. Her mentors at Sasol saw potential that extended beyond spreadsheets and soon she was pushed into strategy which encompassed a deep understanding of the key drivers of the business, operations and sustainability. That changed everything.
Brenda eventually led Sasol’s entire Southern Africa energy operations, a vast, complex portfolio. Her leadership was tested during restructuring processes, retrenchments and economic shifts. Through it all, she remained deeply people-centred.
“It’s not just about the numbers. It’s about the people who make those numbers possible. That’s something I’ll never forget,” she says.
But by 2024, after nearly two decades with the company, the time had come to move on.“I’d grown immensely, but I needed a new challenge.” She remains thankful to the Sasol CEO and executive team for investing in her, believing in her capabilities and providing her with opportunities for rotation and exposure to different leadership roles.
New roads at Motus
In 2024, Brenda joined Motus as CFO, a leap from the energy sector to the automotive world. The learning curve was steep, but the change re-energised her.
She found that Motus was leaner, faster-paced and more entrepreneurial. “There’s a lot less red tape. Decisions happen quicker. And the culture is incredible, people here care deeply about the business and about each other.” Brenda’s love for cars and speed shows through in her passion for the business. It really is a dream job.
In a very short period of time, Brenda has come to love Motus and feels very proud to work for such a dynamic company, describing it as being like being part of a family; which is the work culture that she feels blessed to have and experience.
She delivered her first budget and strategy conference with such enthusiasm that one could believe that she had been there for years and much of it is attributed to the new CEO who ensured that the transition was seamless, and Brenda was welcomed into the organisation.
“There is a fresh synergy between the management team and good alignment on the strategy and future of Motus, which makes a CFO role much easier,” she says.
While many new CFOs focus solely on the numbers, Brenda has taken a broader view, using her experience in operations, strategy and transformation to shape how the group moves forward.
“Finance is the heartbeat of any organisation, but it can’t operate in a vacuum. You need to understand the business holistically.”
She’s also passionate about nurturing young professionals, particularly women, adding that mentorship is what changed her life. She believes that if she could give someone else that push, that belief, she undoubtedly and absolutely will.
She is also committed to her team and tries to form special bonds with each of them by getting to know a little something about them. She fosters team work by ensuring that every team member feels valued and understands their role in the organisation.
Motherhood, marriage and balance
Beyond the boardroom, Brenda’s life is full and fiercely grounded in family. Her son is currently in matric, her daughter is 15, and her parents still live in Durban. She visits them as often as she can.
“My kids are my biggest joy and my highest priority. Being a working mother isn’t easy, especially in demanding roles. But I’ve learnt that it’s okay to ask for help. It’s okay to not be perfect,” she says.
She credits her husband for being an unwavering support system, describing it as amazing, and as a strong team that has enabled her to pursue her career without guilt.
Her version of balance isn’t rigid,it’s dynamic. Some days, work wins. Other days, family takes the front seat. “It’s not 50/50 every day. But over time, it balances out!” she says.
Looking back, Brenda sees a clear thread in her life: breaking barriers without breaking bonds. “I didn’t want to disappoint my parents, but I also didn’t want to disappoint myself.”
She’s still deeply respectful of her roots, but no longer feels confined by them, saying that the box taught her discipline, but life taught her how to step out of it, and because of this realisation, she’s also more open now to things she once thought she couldn’t have.
“I used to tell myself, ‘I can’t do that. That’s not for me’. But now? Now I ask, ‘Why not’?” she says. “My mantra is simple. Nothing is impossible until it’s done.”
