Tamryn Damons Verryne, Director
Director
Current Experience:
Director at LeadCA · Full-time Mar 2023 - Present · (2 yrs 5 mos)
Past Experiences:
Auditor-General of South Africa Assistant Audit Manager Full-time Feb 2019 - Mar 2023 · (4 yrs 2 mos)
Acting Technical Manager at Auditor General of South Africa Jan 2022 - July 2022 (7 mos)
Acting Auditor Manager at Auditor - General of South Africa Contract Oct 2020 - March 2021 (6 Mos)
Trainee Auditor at PwC · Internship Jan 2013 - Jan 2014 · (1 yr 1 mo)
Commercial Pilot at SA Red Cross Air Mercy Service · Contract Apr 2006 - Dec 2010 · (4 yrs 9 mos)
Qualifications:
Bachelor of Accounting Science
ATPL Aviation/Airway Management and Operations
Country of Residence:
South Africa
LinkedIn Profile:
Tamryn Verryne didn’t enter accounting to crunch numbers, she stepped in to transform small businesses. As the Director of LeadCA, she’s built a career on clarity, trust, and tangible results. For Tamryn, every audit and advisory moment is a chance to empower business owners with insight and integrity.
What time do you usually wake up on weekends?
06:30 AM
Are you an early bird or a night owl?
Early Bird
How do you spend the first hour of your day?
I start my day by reading the Bible verse of the day. It helps me centre myself and sets a positive tone for whatever lies ahead.
What sparked your interest in accounting or finance?
What drew me to accounting and working with SMEs was the impact it can have beyond just the numbers. I once came across a quote that really stuck with me: “Collectively we have a vested interest in new players entering markets and making it simpler to do business. Fundamentally, SMEs help to diversify the South African economy by offering a wide range of goods and services, reducing the country’s dependence on a few large industries and creating a more resilient foundation for economic success.”
That sums it up well.
For me, it’s about more than just financial statements, it’s about giving business owners the clarity and confidence they need to understand their numbers and make informed decisions. By doing that, I’m not just supporting individual businesses, I’m also contributing to a stronger and more diverse economy.
Can you share some career highlights and defining moments as an accountant for SMEs?
A major milestone in my career was becoming a Registered Auditor with IRBA. It’s a proud accomplishment, there are only twelve RAs in Kimberley, and I’m one of just three women among them, according to IRBA. This achievement was more than just a title; it reinforced my commitment to upholding ethical standards, protecting stakeholder interests, and promoting trust in financial reporting.
One of the most memorable moments in my advisory work came last year, when I was brought in to support an entity just a week before their audit was due to wrap up. There was a standoff between management and the auditors over qualification paragraphs in the draft report. I stepped in and guided the client through resolving two of the qualification areas. As a result, those qualifications were removed from the final audit report. It was a high-pressure situation, but incredibly rewarding to see a practical solution come together at the last minute.
A standout moment on the accounting side was when LeadCA prepared the annual financial statements for a client whose audit report came back with an unqualified opinion. What made it special was that the auditors didn’t request a single change—no material or immaterial adjustments were needed. It was a real testament to the accuracy and quality of the work we delivered.
How do you build strong relationships with your clients?
For me, strong relationships start with trust, and trust is built by consistently doing what you say you will. I try to maintain a high say-to-do ratio, always following through on commitments and being upfront if something needs to change.
Being a Chartered Accountant carries weight. There’s already a level of trust and expectation when a client turns to a CA(SA), and with that comes the responsibility to live up to the designation and deliver real value. As Vusi Thembekwayo puts it: “How do you build trust? Commit to something, deliver on it, communicate effectively, and make sure that everything you say you are going to do, you do, and if you can’t, that you communicate upfront.”
Beyond just delivering services, I aim to be a strategic partner to my clients. This means staying engaged, asking the right questions, and really listening. Regular check-ins and open lines of communication help build mutual respect and a sense of collaboration. It also means being willing to have tough but honest conversations when needed, especially when navigating complex regulations or tough decisions.
What are some future goals for your firm?
My main focus is on doing meaningful work and allowing that to guide the growth of the firm. I believe that consistently delivering excellent service is the foundation for long-term success, and it’s something we’ve always prioritised. Bigger opportunities tend to follow when the work speaks for itself.
In the short term, one of my key goals is to register the firm with IRBA as an audit practice. I became a Registered Auditor last year, and the next step is getting the firm accredited, we’re planning to submit our application this April. Once that’s in place, I’d like to register as a training office so we can help develop the next generation of professionals.
Looking ahead, I want LeadCA to be known as one of the top audit and accounting firms in the Northern Cape. We’re working to build a reputation for reliability, technical strength, and a real understanding of the needs of both public and private sector clients. The long-term goal is to contribute meaningfully to the region’s growth by supporting the success of the businesses and organisations we serve.
What’s next on your professional journey?
The next step for me is to deepen my impact within the profession, both by pursuing my Master’s in Accounting Science and by helping develop future professionals. I’m committed to staying relevant, not just through academic growth, but also by creating opportunities for others. Registering as a training office is part of that vision, it's about supporting the next generation and contributing meaningfully to the profession as a whole.
Share your strategies for maintaining balance between personal and professional life.
One of the best lessons I’ve learned came from my previous manager, Mr. Louis Botha. He used to say, “Don’t say you don’t have time, say it’s not a priority.” That mindset completely changed how I approach both work and life.
For me, balance is about intentionally prioritising what matters most. Time with my husband and our two children, Elijah (3) and Meekah (10), along with our third little one on the way, is a top priority. I also make space for daily exercise and time with God, those moments ground me and give me the energy and clarity I need to show up fully in my work.
One strategy that’s made a real difference is outsourcing. I’m a big believer in delegating tasks that need to get done but don’t necessarily need to be done by me. At the end of the day, balance isn’t about getting everything perfect. It’s about consistently choosing to invest time in what genuinely enriches your life, God, family, health, and meaningful work.
What do you enjoy when you’re off the clock?
I love spending time outdoors, whether it’s hiking, cycling, or going for a walk. Physical activity isn’t just about staying fit for me; it’s a way to clear my mind, reset, and find a better perspective when life gets busy. I’ve come to believe that balance isn’t just important in financial statements, it’s just as essential in everyday life.
How do you contribute to the development of others in your field?
I’m intentional about supporting the growth of the professionals I work with. I focus on mentorship, practical guidance, and creating opportunities for them to strengthen both their technical knowledge and professional confidence.
That means giving regular feedback, encouraging continuous learning, and assigning work that challenges them and helps them grow. I believe when people feel supported and trusted, they step up, and that benefits both the team and the profession as a whole. Developing others isn’t just a priority; it’s a key part of my responsibility and vision for the future of the field.
Are you involved in mentorship or local business initiatives?
Not formally at the moment, but it’s something I’d be very open to. I’d especially welcome the opportunity to help new business owners better understand the compliance landscape, ideally in collaboration with funders or business development organisations. I see this as a natural extension of my professional role: using my experience to support others and contribute to the growth of our local business community.
What advice would you give to someone aspiring to start their own accounting practice?
Take a phased approach. Starting your own practice can feel overwhelming, especially without an existing client base. In hindsight, I would have started building my clients while still employed to ease the transition. This gradual shift can help minimize financial and professional risks.
Focus on delivering exceptional service. Your current clients are your best form of marketing. When clients are happy, they naturally refer others, helping your practice grow. Make sure they feel valued and well taken care of.
Grow your business organically. In a service industry like accounting, it’s best to let your revenue cover your expenses instead of taking on unnecessary debt. This way, you build a sustainable practice without stretching your resources too thin.
Also, invest in your knowledge. I recommend the book 90 Rules for Entrepreneurs by Marnus Broodryk, it offers practical advice that’s useful for anyone starting out on their entrepreneurial path.
“Dream it possible. ”
Share your favorite leadership lesson as a firm owner.
My favorite leadership lesson as a firm owner is to lead by example while being open to ideas from everyone, no matter their position. Leadership isn’t about always having the right answers; it’s about creating a culture where collaboration and learning thrive.
What’s something surprising about you that isn’t in your professional bio?
Something people might find surprising is my passion for cycling, which I picked up later in life. I completed my first Cape Town Cycle Tour, a 109km ride, in just over 7 hours—a real learning curve! On my second try, I finished in 5 hours and 29 minutes, and now I’m aiming to break the 5-hour mark on my third attempt.
Beyond cycling, I’m a wife and proud mom of two, with another little one expected in February 2025.
I also hold an Airline Transport Pilot’s License, though it’s currently expired. I hope to one day volunteer my flying skills with organizations like the SA Red Cross Air Mercy Service.
If you could have any superpower to help you in your job, what would it be?
If I could have any superpower to help in my practice, it would be the ability to see the future. Being able to anticipate market trends, identify risks before they arise, and make decisions today that guarantee the best results down the line would be invaluable.
What’s your go-to strategy for staying productive during tax season or busy periods? Any tips for keeping energy levels up?
My firm is still growing, so there’s room to take on more work. But during busy times, my key strategies are careful planning, clear and early communication, and making sure I get a full eight hours of sleep to stay energized.
If you could relive one day from your career, which day would it be and why?
If I could relive one day from my career, it would be the day I found out I passed my APC (Assessment of Professional Competence). That moment marked the realization of my dream to become a Chartered Accountant, a result of years of hard work, perseverance, and God’s grace.
Another memorable day was when a client told me, "We decided we’re not doing anything until we speak to you." That was a powerful moment of validation, showing that I had earned their trust and was viewed as a trusted advisor.
I also remember a brief conversation I had with the Auditor-General, Tsakani Maluleke, before presenting audit outcomes. She told me, roughly, “You have to realize that no one’s coming. YOU have to get the big difficult things done.” That advice stuck with me, reminding me that I need to take ownership, be the hero of my own story, and drive the changes I want to see, because no one else will do it for me.
Tamryn’s journey proves you don’t need a big-firm brand to make a big impact. Purpose, precision, and people-first leadership go further.
Join CIBA and we’ll show you how to become the trusted expert your clients can’t move without.
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