ECONOMIC & PUBLIC POLICY-LED ADVISORY
Economic insight.
Policy intelligence.
Strategic advantage.
LEPABI Advisory Group helps organisations interpret economic and public policy change, translate external risks into business implications and develop strategies and stakeholder relationships that support competitiveness and sustainable growth.
South Africa | Serving African Markets
INDEPENDENT PERSPECTIVE. PRACTICAL COUNSEL.
Where external complexity meets business strategy.
LEPABI Advisory Group is a South African strategic advisory firm specialising in economic and public policy analysis, business strategy, corporate affairs and stakeholder relations.
Businesses rarely experience policy, stakeholder or reputation risk in isolation. These forces interact with growth plans, investment decisions, market access and operational continuity.
We work with leaders to translate external risk into business implications, define the strategic response and build the stakeholder relationships necessary to execute with credibility.
Our purpose, mission and vision
Our purpose
To help organisations navigate economic, policy and stakeholder complexity through informed strategic advice that strengthens resilience, competitiveness and sustainable growth.
Our mission
To provide rigorous, practical and context-sensitive economic, public policy and strategic advisory services that turn external developments into informed decisions, credible engagement and measurable business value.
Our vision
To be a trusted African advisory partner recognised for connecting economic insight, public policy understanding and stakeholder intelligence to sustainable business progress.
CONNECTED EXPERTISE
Seven perspectives.
One strategic advantage.
Economic intelligence, public policy insight and corporate affairs expertise, brought together around your business objectives.
01
Analysis of macroeconomic developments, trade measures, industrial policy and sector dynamics to inform strategy, investment and competitiveness.
02
Practical counsel on policy and regulatory developments, their business implications and constructive engagement with public institutions.
03
Integrated assessment of the economic, political, regulatory and stakeholder forces affecting organisational priorities and growth.
04
Positioning corporate affairs as a strategic capability that protects reputation, anticipates external risk and supports enterprise objectives.
05
Understanding stakeholder interests and influence, building credible relationships and aligning engagement with business outcomes.
06
Connecting sustainability commitments, community expectations and operational realities to strengthen legitimacy and long-term resilience.
07
Helping organisations prepare for emerging issues and communicate effectively when reputation, policy or stakeholder confidence is at stake.
OUR PERSPECTIVE
Economic and policy developments create business risks and opportunities long before their implications become apparent.
Our role is to help organisations anticipate those implications and respond strategically.
HOW WE WORK
Advice grounded in
business consequence.
From understanding your operating environment to supporting the decisions and relationships that move your business forward.
01
Diagnose
Identify the external forces, stakeholders and policy dynamics shaping the business environment.
02
Translate
Convert reputation and policy risk into commercial, operational and strategic implications.
03
Position
Define the response, stakeholder architecture, narrative and engagement priorities.
04
Execute
Support leaders through engagement, implementation, governance and course correction.
FOUNDER-LED ADVISORY
Experienced leadership.
Independent perspective.
Lebogang Makoloi
Founder and Managing Director
Lebogang Makoloi is an economist and senior corporate affairs executive with 20 years of experience spanning government and the private sector.
His experience includes executive Corporate Affairs roles at ISUZU Motors South Africa and RCL Foods, a Government Relations role at The Coca-Cola Company, and earlier managerial roles at the Department of Trade, Industry and Competition (DTIC) and National Treasury.
He holds a Master of Science in Economics from the School of Oriental and African Studies (SOAS), University of London. His professional experience encompasses economic and public policy, government relations, corporate affairs, stakeholder engagement, strategic communications, sustainability and reputation management.
Through LEPABI Advisory Group, he brings together his economics training, cross-sector executive experience and understanding of the relationship between business, government and society to provide strategic advisory support to organisations operating in complex environments.
WHO WE SUPPORT
For organisations operating in complex stakeholder environments.
Particularly suited to regulated, industrial, consumer-facing and infrastructure-linked sectors where policy, communities, government, media and market reputation materially affect growth.
Executive leadership teams · Boards · Corporate affairs functions · Government affairs teams · Industry associations
INSIGHTS
Perspective on the external forces shaping business.
Commentary and analysis on economic change, public policy and the stakeholder forces shaping business decisions.
The poor remain hardest hit by impact of fluctuating global oil prices
By Lebogang Makoloi
Motorists and businesses enjoyed relief from fuel price increases, while households dependent on illuminating paraffin received no equivalent protection. This article examines the policy gap and the case for a broader household energy safety net.
Why SARB held rates steady despite inflation spike: a monetary policy transmission mechanism reading
By Lebogang Makoloi
A reading of the SARB’s decision through the monetary policy transmission mechanism, and the relationship between price stability, weak growth and coordinated fiscal and industrial policy.
Corporate Affairs is Not a Support Function
By Lebogang Makoloi
Corporate Affairs is often treated as a support function. In organisations operating in regulated industries, that is a mistake.
By the time it becomes a crisis, it might already be too late
By Lebogang Makoloi
Most organisations underestimate stakeholder risk until it becomes a crisis. By the time issues escalate into protests, regulatory hostility, labour tensions, reputational damage, or operational disruption, strategic options are already limited.
SADC’s trade composition explains exactly why “industrialisation” is a priority.
By Lebogang Makoloi
An analysis of SADC’s export and import composition, and what it means for industrialisation, beneficiation and regional value chains.
START A CONVERSATION
Turn external complexity into strategic advantage.
Turning economic and policy insights into strategic business advantage.
GET IN TOUCH
lebogang@lepabi.co.za
+27(0) 66 309 9001
LinkedIn
South Africa
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