It was 1997 when Paul Norman joined MTN, stepping into a world of urgency, excitement and purpose. Nearly 30 years later, he looks back with vivid memories on what made those early days so special, and how the unique culture of MTN shaped its path to becoming the telecommunications giant it is today.

“The culture stands out the most for me,” Paul says. “MTN always had a sense of purpose and strong values.”

He recalls the company’s early race to catch up, as MTN received its licence later than another operator in the market. “We were always chasing, always racing. The pressure was relentless. Our teams—network guys, executives, everyone—were working late into the night. People were literally sleeping under their desks to get the job done.”

He smiles, recalling the spirit of camaraderie. “Titles didn’t matter. Even our CEO at the time was photocopying papers alongside the rest of the team. We were a small team back then, and everyone was doing what was needed. There was no room for ego.”

That relentless drive and humility became part of the company’s DNA—the “can-do” attitude that would shape MTN’s future. “When we decided to expand beyond South Africa, a lot of people thought we were mad - the share price halved on the news of entry into Nigeria. But MTN has always been bold.”

Paul explains that MTN’s bold moves were often perceived as risks, but internally, they were seen as opportunities. “We were the first to introduce Pay as You Go, a huge innovation at the time. There was no blueprint, so we learned as we went along.” And as MTN expanded across the continent, the challenges grew. “Finding the right talent was difficult, especially in the early days,” but find them, they did.

Now the Group Chief Human Resources Officer, Norman reflects on MTN’s commitment to inclusivity. “We were one of the first companies to offer shares to all employees, including personal assistants and drivers, including through the Newshelf 664 scheme. This was unheard of at the time, as was the number of women in key leadership roles. At a time when it wasn’t the norm, a significant portion of MTN’s executive committee was made up of women.”

He reflects on what became known as the Y’ello Spirit, a defining element of MTN’s culture. “Ours is a company that knows how to operate in difficult environments, and there is an understanding that you only win with everybody. Almost from the outset, we went deep into the rural areas, making sure that people everywhere had connectivity (‘MTN – everywhere you go’). To this day, we’re still venturing into deeply rural parts of our continent to ensure everyone enjoys the benefits of a modern connected life.”

That same spirit drove the company through challenges that shaped its legacy. The stories captured by MTN’s Y’ello Stars employee recognition programme illustrated the dedication of employees. “In Liberia, during the country’s darkest moments, our call centre agents were providing life-saving advice over the phone.”

As MTN grew, so did its impact. “When we entered Nigeria, there were about 300 000 fixed lines, and they barely worked half the time. If you wanted to speak to someone, you had to drive across town in Lagos traffic to meet them in person. We changed that—our mobile services transformed lives.”

For Paul, MTN’s journey has always been about more than market dominance or profit margins. It’s been about people. “We’ve made doing business easier in Africa, yes, but more importantly, we’ve touched lives. We’ve helped people connect, grow, and thrive. Thirty years on, we are enabling digital and financial inclusion, empowering the most vulnerable in society. And that’s what makes this company special.”