Women Who Lead Q+A: Integrity, mentoring, and continuing to learn

Ten years ago, private equity expert Sally Hutton shattered a glass ceiling for women in South African law, becoming not only Managing Partner of Webber Wentzel, a prestigious firm that traces its roots back to 1869 in the Eastern Cape, but the first woman appointed to a senior leadership position by any major South African firm.

Safiyya Patel, Webber Wentzel’s new Managing Partner who took the baton from Hutton in March, is proud of the pioneering work Webber Wentzel has done, and continues to do, to create pathways for women to lead in all areas across the firm.

That includes the promotion of several talented senior associates to partner across a variety of the firm’s practice areas in April, including Bianca Kuhn, Prianka Soni, Marissa Wessels, and Chevon Marupen-Shkaidy.

Bianca joined Webber Wentzel as a Corporate Tax Manager in January 2019, after three years at Deloitte, and is now Director (Tax: Corporate and M&A). Prianka is a partner in the Dispute Resolution practice, having ‘job shadowed’ at Webber Wentzel as a law student in 2016, then joined as an associate in November 2019. Marissa first came to the firm as an associate in 2021, and is now a partner in the International Tax practice. Chevon is a partner in the market-leading Investment Funds practice at Webber Wentzel, having originally joined the firm as a candidate attorney in 2017.

Q: What does stepping into the Webber Wentzel partnership mean for you personally and professionally?

Bianca: It is both a personal milestone and a professional turning point. Personally, it represents the culmination of years of hard work, dedication, continuous learning, and perseverance in an ever-evolving and demanding field. It’s a moment of reflection - a reminder that the investment of hours, the pursuit of excellence, and the courage to step out of my comfort zone to work on challenging tasks have been worth it. It carries a deep sense of responsibility to represent, inspire, and show that becoming a partner in a law firm is an achievable goal for those who aspire to it and are willing to work hard to reach it. I am deeply grateful to the mentors, colleagues, and family who have supported my journey, and I see this moment as an opportunity to pay it forward.

Professionally, it means stepping into a role that demands not only technical excellence but also strategic thinking, leadership, and a commitment to safeguarding and enhancing the firm’s culture. It’s no longer solely about delivering excellent client work - it’s about helping to build a sustainable practice, developing future talent, and contributing to the firm’s positioning in the market while upholding our values of excellence, integrity, collaboration, transformation, and respect.

This transition also brings a heightened sense of responsibility. I recognise that my contributions to change may be incremental, but I also believe that small, consistent actions - when aligned with a shared vision - can make a meaningful difference. It’s a challenge I embrace wholeheartedly, knowing that leadership is not just about expertise, but about empathy, vision, and integrity. I am excited to contribute to a partnership that is forward-looking, collaborative, and committed to excellence.

Stepping into this role is about embracing the responsibility to contribute where I can, to help build a stronger, more inclusive, and forward-thinking practice that will outlast me - one that clients trust, colleagues are proud to be part of, and future professionals aspire to join.

Q: Now that you are in a partnership role, how do you hope to support and grow the next generation of leaders?

Prianka: I have been incredibly fortunate to work with and be mentored by Nick Alp, who was generous with his time, guidance, wisdom, and trust. He played a huge role in shaping me into the lawyer I am today. I have also been supported by great people like Stuart McCafferty, Priyesh Daya, Sarah McKenzie, and the wider Dispute Resolution department and firm, who challenged me, invested in me, believed in me, and helped me grow. I know what that kind of mentorship and support has done for me, and I want to pay it forward.

Supporting the next generation of lawyers is not about hierarchy. It is about collaboration. No one should feel like they are left to sink or struggle alone. We succeed as a team, and that means stepping in wherever we are needed. I have learned there is no task too small when the focus is on delivering excellent work together and titles do not define value. What matters most is showing up, consistently and with respect.

As I take on this new role, I want to create the same environment that I was lucky enough to grow in. One where junior lawyers feel challenged but also safe, where they are given meaningful opportunities and trust, and where they know that someone has their back.

Q: Looking back, what do you think helped you build the trust and reputation needed to reach the milestone of becoming a Webber Wentzel partner?

Marissa: I’ve always made it a priority to deliver work that is not only technically sound but also thoughtful and strategic. Clients and colleagues alike come to rely on you when they know you’ll approach each matter with care, clarity, and a genuine desire to find the best solution.

Equally important is the ability to listen. Whether it’s understanding a client’s business challenges and goals or supporting a junior colleague’s growth, I’ve found that trust is earned in those moments of attentiveness and empathy. Building trust and strong relationships within the firm and with clients rarely comes from making headlines (although that surely doesn't hurt), but rather from showing up consistently, being dependable, and treating everyone with respect.

What I believe truly sets a legal advisor apart from their peers is a practical mindset combined with a deep understanding of a client’s business. When you can translate legal advice into commercially relevant, practical guidance, you become more than just a legal advisor, you become a strategic partner.

I’ve also found that being accessible - both professionally and personally - goes a long way in building credibility. Whether it’s making time for a quick call, being available to brainstorm, or simply being approachable, accessibility fosters stronger connections and reinforces reliability.

Q: What leadership qualities do you think are essential for modern-day partners in leading African law firms like Webber Wentzel?

Chevon: A senior colleague once told me: "Everything else can be taught, but integrity cannot." This isn't just theoretical, it's our daily reality. When advising clients, they trust us to tell them what we genuinely believe is right. Without this foundation, other leadership qualities are meaningless.

Partnership shifted my perspective from individual contributor to strategic thinker. I constantly ask: "How does this decision serve both clients and our firm's long-term vision?" This ownership mentality means genuinely prioritising the firm's success over personal wins.

Furthermore, there's a difference between being heard and actually listening. I have always created spaces where team members feel safe to challenge ideas and yes, even make mistakes. We all do! This psychological safety drives the risk-taking essential for success and growth.

If there's one skill I wish university or law school had taught me, it's how to be comfortable with uncertainty. The legal landscape changes rapidly, and clients expect us to anticipate what's next. I've had to develop strategic foresight, which makes thinking ahead and positioning our practice and the firm ahead of emerging trends possible.

The biggest challenge isn't learning new technology. It's rethinking how we deliver value when technology handles routine tasks. We're not just implementing new tools, we're fundamentally changing our business model and helping teams see technology as a strategic advantage rather than a threat. Moreover, our role has evolved beyond traditional legal services. Clients want strategic partnership, not just legal advice. By using technology for efficiency, we can spend more time understanding their business objectives.

Partnership came with additional responsibility, including preventing burnout and focussing on creating environments where team members can be authentic, take smart risks, and grow without fear of failure. Empathy has become one of my most valuable leadership tools. Different perspectives also make us more creative and effective. A source of great pride for me is witnessing our diverse team successfully navigate and execute complex transactions.

Lastly, the most humbling aspect of partnership is recognising how much I still need to learn. I've developed learning agility, quickly adapting as our profession evolves while building a culture where continuous learning is essential.

The legal profession is changing rapidly, and leadership must evolve with it. But at its core, it still comes down to the fundamental principle that drew many of us to law, serving others with integrity, wisdom, and genuinely caring about their success.

Q: What advice would you give a junior lawyer who wants to follow a similar path to leadership at a large law firm?

Prianka: The first thing I would say is that it will all be okay. There will be late nights, disappointments, and moments of self-doubt, but if you keep showing up, working hard, and being kind, things have a way of falling into place.

Being technically good is important. But being someone others enjoy working with, both professionally and socially, is just as important. This work is intense, and what people will remember is not just your sharpness, but your steadiness, your attitude, and your ability to work as part of a team.

Also, do not discount where you are, even if it is not your "dream job". Every experience is training. There is no wasted time if you are learning, growing, and giving your best. Be patient and trust the process.

It is important to find balance, whatever that looks like for you. You have to create space to rest and reset. This work is demanding, and it helps to have people and routines that ground you.

But more than balance, what has truly carried me through is inspiration. For me, that comes from the memory of my late mom, Anitha Soni. Her strength and the pride I know she would feel have guided me through the hardest moments. It is also what keeps me steady now. We all need something that reminds us why we do this work, something that gives it meaning beyond the next deadline. That deeper purpose is what sustains us and shapes who we become. My advice is: find yours.

Q: How has mentorship shaped your own journey to partnership?

Marissa: Mentorship has played a significant role in my journey to partnership in the context of both the advice and guidance that I have received and the opportunities that I've had to mentor and empower others.

Early in my career, I was fortunate enough to work with senior colleagues who not only invested time in developing my technical skills but also helped me navigate the nuances of leadership, client relationships, and strategic thinking. Their belief in my potential very often exceeded my own, and that encouragement and support gave me the confidence to take on challenges that ultimately shaped my path.

I was privileged to have role models who demonstrated that leadership can be authentic, empathetic, and inclusive, who didn’t just offer advice but created space for me and others to grow, fail, and learn.

Equally transformative was the experience of mentoring others. Mentorship has shaped not only my career trajectory but also my leadership style. Supporting junior team members, especially women, reminded me of the importance of representation and the power of shared experience and reinforced the kind of leader I aspired to be — one who lifts others as she climbs.

Success is rarely a solo journey and creating a culture of support and collaboration is essential to sustaining growth and excellence in the legal profession.

This feature is part of a special #WomenWhoLead series in celebration of Women's Month in South Africa. You can read more from other articles in the series: 

• Building teams and empowering others
• Leading with agility, clarity, and courage
• Justice, for all
• Giving clients and lawyers more time to do what matters most

Or you can read some of our broader coverage of African women leading in law, here.