Rabali Rudzani – Managing Director, Hartmann Group, South Africa

Conversation highlights:

• Strategic Shift at Hartmann: Since joining in 2022, Rudzani has led Hartmann South Africa’s evolution from a primarily incontinence-focused company to a solutions-oriented partner in advanced wound care, deepening collaborations with hospital groups and expanding its presence in doctors' offices and acute care settings. 
• South Africa as a Gateway: Hartmann views South Africa as a strategic hub for sub-Saharan Africa, both for market access and regulatory influence. However, local manufacturing ambitions are challenged by limited government incentives and competition from lower-cost imports. 
• Strong Commitment to Education: Hartmann places significant emphasis on professional training through initiatives like LINK and the Wound Care Academy. These programs support nurses and healthcare professionals with certifications and knowledge in wound and stoma care, boosting patient outcomes across the region. 
• Vision-Driven Leadership: Rudzani fosters a culture of purpose-driven work, where team members align their roles with the broader mission of improving patient care. He encourages innovation, tolerates failure as part of the growth process, and views his role as removing obstacles to enable his team’s success. 
• Looking Ahead – Innovation and Local Relevance: The future for Hartmann includes launching digital tools, expanding into negative pressure wound therapy, and contributing to R&D tailored for African needs, such as burn care. Rudzani highlights the opportunity to shape healthcare innovation from Africa rather than simply importing it. 

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EF: What attracted you to the Hartmann Group, and what mission did you set upon joining? 

RR: What attracted me back in 2022 was the opportunity. At that time, the pharmaceutical and medical device industries were under intense pressure post-COVID, since we were heavily involved in providing services during that period. For me personally, Hartmann offered a new path—specifically into the hospital sector, focusing on medical devices related to incontinence, personal hygiene, and Wound and Stoma Care. The company was also starting a transformation of its own, with new acquisitions and products either arriving or on the horizon. After working directly on the front lines during the pandemic with Cepheid, where I helped distribute lab equipment and testing across Africa, this felt like the right next step. It was a fresh challenge and a chance to continue making an impact, especially in hospitals across South Africa and the wider Sub-Saharan region. 

EF: How do you view 2025 from your perspective, and what are Hartmann’s key priorities for Africa this year? 

RR: 2025 has been an interesting year. Initially, things seemed stable and were moving in the direction we had hoped. However, as the year progressed, we encountered some unexpected challenges. In South Africa, for example, government budget allocations were delayed, and uncertainty has surrounded policies and their implementation dates, creating some turbulence. 

For Hartmann, this year has also marked a shift in focus. Strategically, we are aiming to grow in advanced wound care. We have transitioned from simply supplying products to healthcare facilities to providing comprehensive solutions for healthcare groups. Our work with organizations like Netcare and Life Healthcare has taken us to a more strategic level, helping them plan and ensure they have everything they need to care for patients every day. Although business has been challenging at times, particularly due to delayed payments from the government, this situation has also opened doors. More companies, especially in the private sector, are now seeking long-term partnerships rather than merely transactional relationships. 

EF: Could you provide an overview of Hartmann’s current footprint and product portfolio in South Africa? 

RR: Hartmann has undergone significant evolution over the years. We first entered the South African market in 2003, mainly focusing on incontinence products. That is still a big part of what we do—we support most nursing homes in the country, as well as hospitals, in that area. However, we have also made significant progress in wound care and Stoma Care. We now supply wound care and Stoma Care products to both the public and private healthcare sectors, which has helped us expand beyond pharmacies and nursing homes into hospitals and doctors’ offices. We have continued to grow by introducing new products over time, and even more promising technology is expected to launch in the next year or two. 

EF: What is South Africa’s strategic importance to the Hartmann Group, and how do you attract resources to it? 

RR: Strategically, South Africa is seen globally as a key entry point into Africa. We are considered a leader in shaping policy on the continent, and medical devices approved by SAHPRA (our regulatory body) are often quickly accepted in other African countries. Instead of attempting to enter all 54 African countries directly, many companies use South Africa as a gateway, particularly for Sub-Saharan Africa. 

Hartmann has considered investing in South Africa, including local manufacturing and forming partnerships in the country. Some of these discussions are ongoing. The challenge, however, is that there is little incentive from the government to support this kind of investment. While we are not asking for guarantees, we need more to be done to make setting up local manufacturing easier. We also face tough competition from countries in the East, where companies have large manufacturing capacity and can produce at lower costs. Some of them even qualify for top-level BBBEE status with local small or medium enterprises, which helps them win tenders over companies like ours, putting us at a disadvantage. That said, global Hartmann is still very interested in investing here because success in South Africa can lead to success across the rest of Sub-Saharan Africa, which is seen as a big growth opportunity. The region is expected to experience steady growth, with projected rates of 4-5% over the next few years. But for that investment to come quickly, clearer and more supportive government policies need to be implemented. Right now, uncertainty is slowing things down. 

EF: What role does Hartmann play in advancing continuous medical education? 

RR: One of our top priorities is ensuring that healthcare professionals are well-educated and have the latest knowledge to care for patients adequately. We run a global initiative called Link for Wound Healing, which focuses on wound care education and training. It features some of the world’s top experts, and we share their knowledge through our Wound Care Academy. In 2024 alone, we had more than 100 Wound Care healthcare practitioners who attended the Hartmann Wound Care  Academy.. This academy is a week-long course that teaches the basics of wound care, including how to identify wound stages, treat them, promote healing, and support patients after discharge to care for wounds at home. 

 Products alone can help, but it is the healthcare professionals—those actually treating the patients—who make the biggest difference. That is why we invest just as much in training and supporting them as we do in the products themselves. 

EF: How do you instill a sense of purpose and passion within your team, and how does Hartmann attract and retain top talent in the region? 

RR: I do not really think of myself as an "inspirational leader" in the traditional sense. I prefer to think of it more as "purpose-driven leadership." My main job is to ensure that everyone on the team truly understands the organization's purpose—what we are working toward—and, more importantly, how that purpose connects to their own role. When each person can explain that purpose in their own words, from their perspective, it creates a sense of alignment. People become more motivated by the purpose itself, not just by what I say as a leader. That kind of motivation is stronger and lasts longer because everyone is pulling in the same direction. Beyond that, I focus a lot on bringing in the right kind of people—those who are quick learners, adaptable, and not afraid to fail. I encourage them to come up with ideas, and I help bring those ideas to life. If there are obstacles, it is my responsibility to remove them. 

Early on, I would hear, “We’d love to do this, but we don’t have the budget.” And I would always say, “That is my problem. You show me a strong business case, and I will help figure out how to make it work.” I challenge them a bit to make sure their ideas are solid, then I go to work finding the support they need. I push the team to continually improve what we do—whether that means simplifying our processes, finding more effective ways to reach patients, or enhancing our customer service. Once we know what we want to achieve, we assess the tools we already have—our digital platforms, products, and partners—and bring people together to determine the best way forward. I ensure that everyone understands the vision, finds their own way to connect with it, and feels encouraged to take action. My role is to clear the path, support them through failures, and keep us all focused on that shared goal. That is how we can accomplish a wide range of tasks, all of which contribute to the same overall purpose. 

EF: What are you most excited about for the future of the Hartmann Group? 

RR: Looking ahead, I am really excited about the future, especially with the new products we will be offering. We are preparing to launch negative pressure therapy products that are already in use in Germany and other parts of Europe, and we will soon bring them to South Africa. We are also moving into the digital space. We are exploring tools that enable healthcare professionals to make faster decisions using digital platforms, and we are seeking to partner with networks that already connect with healthcare workers. That way, we can share Hartmann’s expertise and product info more widely, and ensure that even remote or underserved areas have access to our solutions. For me, the future is all about going digital, building strong partnerships, and launching new products that can truly enhance healthcare, both in South Africa and across Sub-Saharan Africa. 

Another exciting development is the increasing importance of Africa on the global stage. We are starting to influence product development in a real way. For example, burns are a much bigger issue here than in Europe due to open fire cooking and heating, especially in poorer communities. Fires are common during winter, and many people suffer serious burns. Now, Hartmann is taking this seriously. They are starting to develop products that better meet the needs of our region.  That makes me really optimistic about Hartmann’s direction and the future of healthcare here. 

EF: Do you have a final message you would like to share with the global audience? 

RR: I think there is a big opportunity in South Africa’s healthcare space right now. You have probably heard about the NHI (National Health Insurance) from others—it is a piece of legislation that still has many issues to work through, and there is plenty that needs to be clarified and resolved. There are clear issues around patients’ or HCPs’ rights to choose, and many legacy challenges that would need to be resolved first before we could transition to Universal healthcare coverage. But from Hartmann’s perspective, once it is properly implemented, it could be a real opportunity. It would create a unified healthcare system, with a consistent standard of care across public and private sectors, bringing them closer to global standards.  For companies like ours, it opens the door to innovation and collaboration, whether with the government, other private-sector players, or associations focused on improving patient care. Together, we can help build a healthcare system that improves outcomes, shortens the time it takes to get care, and lifts the overall quality of care in South Africa. I really hope it rolls out soon and that we will have strong, high-quality standards everyone in the system must meet. It is also an opportunity for the private sector and government to collaborate and make that happen. And from our side at Hartmann, we look forward to being part of that journey.