A Conversation on Leadership and Legacy with JET CEO, James Keevy

In a recent conversation, James Keevy, CEO of JET Education Services, shared his leadership philosophy and his career journey. James also shared personal stories that have shaped his approach to leadership and the values he upholds at JET.

James Keevy began by stressing the importance of organisational culture, drawing inspiration from a well known quote by Peter Drucker: “Culture eats strategy for breakfast.” Nurturing JET’s internal culture is a key priority for him: "One of my main jobs as a CEO is to take care of the company culture. When the culture is healthy, everything else falls into place."

James acknowledged that adapting to JET’s dynamic environment can take time, noting how some new staff members need extra time to adjust. “It's important to understand the rhythm of the organisation. It's not just about JET’s work - personal factors play a role too," he said, emphasising the complexity of organisational life. He reminded us that “JET is a busy place. If you find your rhythm, you thrive. If not, you struggle."

James' career is rooted in education, with a legacy spanning four generations. "I’m a third-generation teacher,” he stated, reflecting on his grandfather, a principal in Durban, who played a big role in shaping his early life. “He was strict with his students, even outside school. I remember being a small boy and witnessing how he would admonish a learner for littering in the shopping centre. That attention to detail left a lasting impact on me.” The teaching gene has continued into the next generation, as James’s son has also chosen the teaching profession, marking the fourth generation in their family committed to education.

James’ journey in the education sector began in the classroom, where he taught science and mathematics at a secondary school before transitioning to a Physics lecturer role at a teachers' training college. His passion for education policy led him to a 14-year tenure at the South African Qualifications Authority (SAQA), where he grew through the ranks from assistant director to senior leadership roles.

Joining JET was another defining moment in his career. Having a secure job at SAQA at the time, barely three kilometres from his home in Pretoria, transitioning to the non-profit world at JET, based in Parktown, Johannesburg, was a leap into uncertainty. “When I joined JET, the organisation was going through an incredibly difficult period”, James recounted. Despite the high stress, he attributes JET’s progress to where it is today to a dedicated management team, committed staff and a very supportive Board.

When asked about the importance of fostering a culture of innovation, James responded: “If your sustainability is at risk, you innovate. In the non-profit space, you innovate or you perish. There’s always pressure on us to think outside the box, look at efficiencies and find new ways to do things.”

Looking forward, James envisions JET becoming less reliant on physical infrastructure, with an agile, digital-first approach. “We’re moving towards a future where everything is electronic, no paper, much more digital,” he said, anticipating a younger leadership team taking over as JET evolves.

With his vision for a future-ready, agile JET that continues to make meaningful contributions to education in South Africa, James's focus remains on fostering a dynamic, forward-thinking culture that positions JET as a business with a nonprofit orientation that impacts positively on education, training and workplaces in South Africa and Africa.