In an era where corporate leadership is often synonymous with cold efficiency and bottom-line priorities, Alwin Swales stands as a compelling counterpoint. As a Partner at PwC UK, his journey—from the rural landscapes of apartheid-era South Africa to the upper echelons of global consulting—is not merely a story of professional ascent. It is a narrative about the transformative power of people-first leadership, the courage to challenge systemic barriers, and the quiet determination to ensure others don’t face the same obstacles alone.
Swales’ approach to leadership is anchored in a philosophy he sums up in a single, deeply personal mantra: “People matter more than things.” This principle, forged through decades of navigating spaces not designed for someone like him, has shaped his career, his advocacy, and his vision for inclusive business. His story is one of resilience, yes, but also of profound humanity—a reminder that the most influential leaders are those who lift as they climb.
Leadership, to me, has never been about titles or corner offices — it’s about the responsibility you carry when you’ve walked through doors that were once closed to people like you. It’s about looking back, reaching out, and making sure those doors stay open for others. Every obstacle I’ve overcome, every boardroom I’ve stepped into, has been a reminder that true success isn’t measured by how far I’ve come, but by how many people I’ve helped move forward.
Early Foundations: Education as Liberation
Alwin Swales’ journey began in humble circumstances. Born in rural Swaziland (now Eswatini) and raised in apartheid South Africa, he understood early that education was his only viable escape from systemic oppression. “The message was clear: if you were Black, your options were limited,” he recalls. “But my parents instilled in us that learning was the one thing no one could take away.”
This belief propelled him to excel academically, even when the odds were stacked against him. In a pivotal turn of fate, a utility company launched a bursary program for disadvantaged Black students with top marks—a rarity at the time. Swales was among the first cohort to benefit, securing not only a university education but also a guaranteed job upon graduation. ” Getting that bursary changed my life completely,” he shares. “It proved to me that even in places where opportunities seem absent, they can still be made.”
He studied Computer Science and Mathematical Statistics, hedging his bets between technology and actuarial science. Yet, it was an unexpected leadership role in his third year of employment—overseeing a team of 20—that altered his trajectory. “I hadn’t considered myself a leader before then,” he admits. “But seeing how guiding a team could unlock collective potential—that was electrifying.”
The Entrepreneurial Spirit: Building and Letting Go
Swales’ early career was marked by an entrepreneurial drive. Alongside friends, he launched a small consulting firm that grew rapidly, amassing 20 clients from South Africa’s top 40 listed companies and a team of 22 within two years. The business was acquired by a listed consulting firm, where Swales stayed on as divisional COO, managing over 125 employees.
This phase taught him critical lessons about scaling businesses, but more importantly, about the kind of leader he wanted to be. “I saw how traditional hierarchies could stifle innovation and morale,” he says. “I realized that if you want people to invest in a vision, you have to invest in them first.”
In 2005, seeking new challenges, he moved to the UK to join Paragon Consulting, a 20-person firm with ambitions to grow. As part of the leadership team, the company expanded to 95+ employees with offices in London, Dubai, and delivery teams in Singapore and Istanbul. When PwC acquired Paragon in 2010, Swales found himself in a global arena—one where he would continue to champion leadership grounded in service, not just strategy.
When the world told me I had no place in it, education whispered otherwise—it gave me a name, a path, and the courage to keep going.
The Heart of Leadership: “People Matter More Than Things”
Swales’ leadership ethos crystallized in his early 30s when he penned his personal purpose statement: “People matter more than things.” This wasn’t just a platitude; it became the lens through which he made decisions, from team management to client engagements.
“Leadership isn’t defined by who speaks the most or the loudest,” he notes. “It’s about creating a space where others feel heard, valued, and empowered to contribute.” This servant-hearted approach, inspired in part by the book Jesus CEO: Using Ancient Wisdom for Visionary Leadership, contrasts sharply with the stereotypical, top-down corporate model.
At PwC, he has embodied this philosophy in multiple roles: leading the graduate program, steering financial services solutions teams, and serving as a Lead Client Partner. Whether mentoring junior staff or advising C-suite executives, his focus remains on unlocking potential. “A leader’s role isn’t about knowing everything,” he explains.. “It’s to ask the right questions and help others find their superpowers.”
Navigating Spaces That Weren’t Built for Him
Swales’ career has been shaped by his experiences as a Black leader in industries where diversity remains a work in progress. From apartheid South Africa to the UK’s corporate landscape, he has learned to navigate—and ultimately reshape—systems that weren’t designed for someone like him.
One of his earliest lessons came at 22, when he was elected to lead the Black Managers Forum at his first job. “Suddenly, I was representing Black employees to senior leadership,” he recalls. “It was daunting, but it taught me how to advocate for others while bridging divides.” Many years later, in his role as PwC’s Consulting Partner and sponsor of the Colourbrave campaign, he applied those same abilities to lead open and honest discussions about race in the workplace.
His TED-style talk to 150+ PwC partners the year after George Floyd’s murder stands out as a defining moment. “I shared three personal stories about racism—not to shame, but to help them feel what many of their colleagues experienced daily,” he says. The impact was profound, with partners still referencing it years later as a catalyst for change.
You don’t just walk through closed doors. Sometimes, you become the reason they don’t get shut again for others.
Moments of Doubt and Resilience
Swales’ path hasn’t been without struggle. At the beginning of his management journey, he struggled with feelings of imposter syndrome and experienced burnout. “I was trying to lead by the book, but it didn’t align with who I was,” he admits. Feeling compelled to adhere to conventional leadership norms left him drained and uncertain about his own capabilities.
His breakthrough came when he embraced servant leadership—a style that prioritized empathy and collaboration over command-and-control. “I stopped trying to fit into someone else’s mould and started leading from my values,” he says. This shift not only restored his confidence but also fuelled his entrepreneurial success, culminating in three business sales before joining PwC.
Another pivotal moment was earning his Private Pilot’s License at 25—a childhood dream apartheid had once rendered impossible. “Flying taught me that limits are often illusions,” he reflects. “If you’re willing to push through fear, you can redefine what’s possible.”
Paying It Forward: Sponsorship, Not Just Mentorship
For Swales, leadership is meaningless without legacy. Being the first Black director to be promoted to partner in PwC UK’s Consulting practice, he recognizes the significance of his visibility. “Representation matters because it gives hope,” he says. “When young Black professionals see someone like me, they think, Maybe I belong here too.“
But he goes beyond symbolism. Recognizing that mentorship alone rarely moves the needle, he actively sponsors high-potential Black directors, leveraging his influence to open doors. “I’ll connect them with clients, gather feedback from partners, and prep them for promotion panels,” he explains. “Sponsorship means actively supporting someone by using your own reputation to help them succeed.”
His “5 Resets” talk to PwC graduates—a reflection on his career’s major pivots—has become legendary. “I want them to know that success isn’t linear,” he says. “It’s okay to reinvent yourself, to fail, to start anew.” The 30-minute coffee chats that follow often draw Black and minority employees hungry for guidance. “Many tell me they’ve never met a Black leader at this level,” he shares. “That’s why I keep showing up.”
The Future: A Legacy of Ubuntu
When reflecting on the legacy he aims to leave behind, Swales draws inspiration from his Zulu heritage, the concept of Ubuntu, which emphasizes the idea that a person’s humanity is interconnected with others — “I am because we are.” He explains, “Real leadership isn’t measured by personal achievements, but by how many lives you uplift along the way.”
His vision extends beyond corporate metrics. He dreams of organizations where diversity isn’t a quota but a reflex, where leaders measure success not just by profit but by the lives they’ve uplifted. “The business world is changing,” he notes. “The leaders who thrive will be those who understand that empathy and inclusion aren’t soft skills—they’re strategic imperatives.”
For Alwin Swales, leadership is ultimately about connection. Whether addressing a boardroom or mentoring a first-year graduate, his message remains consistent: “People matter more than things.” In a world hungry for authentic leadership, his journey is a masterclass in how to lead—not just with the head, but with the heart.
Mentorship is advice. Sponsorship is belief backed by action. We don’t just need guidance—we need people who will place bets on us.
