When Barry Dell reflects on his journey, it’s clear that his life’s work has been about more than just managing people – it’s been about nurturing potential.
Born in Zimbabwe to a father with dreams of playing cricket for the national team, Atlas Finance Human Capital partner and team lead Barry Dell’s early life seemed destined for adventure. His path, however, was not a conventional one.
“I was conscripted into military service at 18,” Barry recalls, “and this evolved into an amazing period where I was a core member of a pretty elite diving recovery unit, saving lives and experiencing adventures along the way. So university was never an option for me.”
Though he didn’t follow a traditional academic route, Barry’s career in human resources has been anything but limited. With an innate curiosity for people and a passion for unlocking potential, his career took off when he emigrated to South Africa at the age of 23.
His first significant role came at Edgars, where he worked his way up from trainee retail manager to divisional human resource manager. “I worked damn hard, long hours, but my passion for coaching and training carried me through,” he shares. This spark for developing talent would fuel his career for decades to come.
From retail to leadership in HR
Barry’s most notable years were spent with Edcon and the JD Group, where his expertise in HR went beyond the ordinary. It wasn’t just about managing staff; it was about creating cohesive teams and aligning human capital with business strategies.
“The pinnacle of my career at JD Group was centralising the credit functionality across the entire organisation. This involved building large contact centres and creating rapid turnaround learning and development capabilities for over 6,800 employees across three countries. It was my biggest, most testing project to date,” he says.
Despite the intense workload, Barry thrived. His leadership was instrumental in consolidating policies and payrolls, managing pension fund transitions, and, most importantly, developing teams that could rise to the challenge of such a vast reorganisation. Yet, after 15 successful years in leadership roles, he wasn’t quite ready to retire. “When I hit 65, Covid hit too, and I knew I wasn’t done yet. I spent 18 months with Partners for Possibility, working with school principals to grow leadership. It was incredibly rewarding.”
A new chapter at Atlas Finance
His next adventure came when he was invited to lift the human capital performance at Atlas Finance. “In 2022, I was brought in to make some recommendations for Atlas Finance, and two years later, I’m still here. It’s a family-owned business growing at an extraordinary pace, and I couldn’t be more thrilled with the progress we’ve made.”
Atlas Finance has allowed him to combine his years of experience with his core passion: developing young talent. “At Atlas, we’ve built an incredibly effective leadership, training, and e-learning capability. I’m particularly proud of our staff recognition programme, which is unlike anything I’ve seen before. We challenge our teams to aim high, and when they succeed, we celebrate intensely.”
This recognition programme isn’t just about certificates or financial rewards, although those are certainly part of it. “Our approach is personal,” he explains. “We tell our people, ‘I see you, and I recognise you.’ The simple act of acknowledgment – especially in a high-performance environment – has had a significant impact on employee engagement and satisfaction.”
The programme uses an innovative blend of gamification, performance metrics and open communication to keep employees motivated and aligned with the company’s goals. This approach, along with Atlas’s commitment to continuous learning, has made a profound difference in performance and morale.
A passion for people and progress
When asked about his passion in HR, Barry’s answer is clear: “Sourcing and growing young talent, and unlocking their potential. I’ve had the pleasure of discovering amazing, committed, ethical people throughout my career, many of whom I’m still in touch with decades later.”
This focus on nurturing future leaders is part of what keeps Barry driven, even in the later stages of his career. “You’ve got to be genuinely interested in people,” he advises. “Understand the dynamics across different generations and how they see the world. Coaching and mentoring are invaluable, but young people need to know that hard work is essential for progress.”
Like all leaders, he has faced significant challenges. Perhaps the most difficult was balancing his career with personal loss. “I lost my son after a long battle with illness. Balancing work and home during that time was incredibly difficult. But I’ve always been someone who believes in solutions. Even during tough periods, hard work is ultimately rewarded.”
His faith, he says, has been his foundation through all of life’s tests. “I count my blessings daily, and I strive to be positive no matter the circumstance.”
For young people aspiring to a career like his, Barry’s advice is simple: “Pin your colours to the mast of ethical management. Be the custodian of values – yours and the company’s. And remember, attitude is a choice. You can decide to be positive or the opposite, which is toxic negativity.”
Barry’s morning ritual during his working years reflects this mindset. “Every day, I’d grab a cup of coffee and spend 15 minutes by Emmarentia Dam, meditating before the day began. It helped me get into the right zone to accomplish anything.”
As Barry looks forward to writing the final chapter of his professional life, he hopes to be remembered for one simple, yet powerful, thing: “as someone who contributed to the success of others. I want people to say, “Barry saw my potential.”
With over 40 years of experience in unlocking talent, his story is not just one of personal success, but of helping others rise. His journey proves that even the most unconventional paths can lead to remarkable destinations, especially when guided by a passion for people and unwavering positivity.
