Founder

During a business trip to South Africa in May 2008, I had the privilege of meeting internationally renowned artist and humanitarian Harry Belafonte at The Michelangelo Hotel in Johannesburg.

The accompanying photograph was taken with Mr. Belafonte, Lawrence Maphosa, who at the time served as Head of Commodities and Trade Finance at Standard Bank, and Mansa Musa, a businessman who had travelled with me from Khartoum. Senior FIFA executives were also present nearby, and I later had the opportunity to discuss the organization and international business of FIFA with them.

My conversation with Harry Belafonte focused primarily on children, education, entertainment, and the responsibility of artists to use their influence in positive ways. I introduced him to our children’s television program, Brigitta’s Mystical Garden, which he received warmly. He expressed his appreciation for the program’s purpose and indicated that he would be pleased to appear as a musical guest star in a future episode.

Mr. Belafonte spoke passionately about his lifelong commitment to children and his work with UNICEF. He explained that he would soon be travelling to Quebec City to participate in events supporting UNICEF Canada and humanitarian initiatives benefiting children.

On Thursday, June 5, 2008, Mr. Belafonte attended a benefit dinner at the Musée national des beaux-arts du Québec and participated in UNICEF Canada’s annual meeting. During his visit, he addressed members of the media alongside artist, businessman, and philanthropist Michel Bell; the Honourable Roméo Dallaire, retired Lieutenant-General; and Nigel Fisher, then President and Chief Executive Officer of UNICEF Canada.

The Quebec City program included Une soirée au Musée, a benefit event organized by Michel Bell in support of UNICEF and the Child Soldiers Initiative. Mr. Belafonte also served as a guest speaker at UNICEF Canada’s annual meeting at Château Mont-Sainte-Anne.

As a UNICEF Goodwill Ambassador Emeritus, Mr. Belafonte consistently placed the welfare and freedom of children at the centre of his humanitarian work. He summarized this commitment in the words:

“I belong and work for the world’s most popular and powerful party: the children’s freedom party.”

Harry Belafonte maintained a deep connection with South Africa and visited the country on numerous occasions. During one period, he was involved in the production of a film chronicling his life, from childhood through his international career as an artist, activist, and humanitarian. The project was intended for television, theatrical presentation, private screenings, and international audiences.

Mr. Belafonte explained that the film was designed to reach policymakers, community leaders, and individuals capable of influencing social and economic change. Its themes included the continuing struggle for justice in an increasingly globalized world, the widening divide between those with wealth and those without, the HIV and AIDS pandemic, and the challenges faced by communities living in poverty.

As part of the production and his wider humanitarian engagement, Mr. Belafonte met and interacted with prominent South African leaders, including former President Nelson Mandela, President Thabo Mbeki, and Archbishop Desmond Tutu. He also engaged with national and provincial government representatives, artists, musicians, intellectuals, community leaders, members of the media, and families affected by poverty, inequality, and illness.

Throughout these discussions, he emphasized his determination to continue working on behalf of what he called the Children’s Freedom Party—a global commitment to protecting the dignity, safety, education, health, and future of children.

Mr. Belafonte’s work in South Africa also addressed the relationship between gender-based violence, poverty, and the HIV and AIDS epidemic. In cooperation with UNICEF and government partners, he visited the Thuthuzela Care Centre associated with Baragwanath Hospital in Soweto.

The Thuthuzela Care Centre formed part of a coordinated national response to sexual violence against women and children. Its purpose was to improve the reporting, investigation, treatment, and prosecution of rape and other sexual offences while providing survivors with dignified and compassionate support.

The Thuthuzela model brought together medical professionals, counsellors, police services, investigators, prosecutors, social-development agencies, educators, community organizations, and non-governmental organizations. By coordinating these services in one location, the centres sought to reduce further trauma and prevent the secondary victimization of survivors.

Mr. Belafonte also visited the Sexual Offences Court connected with the centre, where he learned more about efforts to improve access to justice and provide survivors with specialized legal and social support.

A further visit to a hospice facility in Soweto provided him with a direct view of South Africa’s efforts to respond to the HIV and AIDS epidemic. While acknowledging the progress being made through prevention, care, treatment, counselling, and support programs, he also recognized the significant challenges that remained.

My meeting with Harry Belafonte remains a significant and memorable experience. He was not only an accomplished artist and internationally recognized performer, but also a thoughtful humanitarian who understood the power of music, film, television, and public leadership to improve the lives of children and vulnerable communities.

Our discussion reinforced the importance of creating responsible children’s programming and using entertainment as a platform for education, encouragement, cultural understanding, and positive social development. His interest in Brigitta’s Mystical Garden and his willingness to support the program reflected his enduring belief that artists have a responsibility to contribute to the well-being and freedom of future generations.       

In 2008, I had the opportunity to travel to Khartoum, Sudan, as part of a strategic business development mission. The primary focus of this mission was to explore and negotiate potential foreign direct investment (FDI) opportunities in support of several major national infrastructure projects. These projects were critical to Sudan’s economic development and aimed at modernizing the country’s foundational transport and logistics systems.

The core discussions during the mission revolved around three key infrastructure sectors:

1. Railway System Modernization and Rehabilitation:
   Sudan’s railway network, a vital artery for both passenger and freight transport, was in urgent need of modernization. The mission sought to identify international investors and engineering firms with the expertise and capital to rehabilitate existing rail lines, upgrade signaling and communication systems, and introduce more efficient rolling stock. The goal was to enhance connectivity, reduce transit times, and improve the overall reliability and safety of rail transport across the country.
2. Development of a New Airport:
   Recognizing the strategic importance of air transport for economic growth and international trade, the mission explored opportunities to develop a new, state-of-the-art airport facility. This included discussions on airport design, construction, and operational management. The objective was to attract global aviation partners and financial institutions capable of supporting the planning, funding, and long-term operation of the airport, thereby boosting Sudan’s connectivity to regional and global markets.
3. Expansion of Essential Highway Infrastructure:
   Road transport is critical for domestic mobility and trade. The mission also focused on expanding and upgrading Sudan’s highway network to improve access to remote regions, facilitate trade corridors, and support economic diversification. This involved identifying strategic partners for the construction and maintenance of highways, as well as exploring innovative financing models such as public-private partnerships (PPPs).

The overarching objective of the mission was to identify and engage qualified international stakeholders—including investors, engineering and construction firms, financial institutions, and strategic partners—who could contribute not only capital but also technical expertise and project management capabilities. These partners would be instrumental in supporting the entire lifecycle of the projects, from initial planning and feasibility studies through financing, construction, and long-term operational management.

Beyond the specific project discussions, the mission provided invaluable insights into the complexities of infrastructure development in emerging markets like Sudan. Key lessons included:

• Government Relations: Navigating the political and bureaucratic landscape was essential for securing approvals, aligning project goals with national development priorities, and ensuring ongoing government support.
• Project Financing: Understanding the challenges of structuring finance for large-scale infrastructure projects in a developing country context, including risk mitigation, currency considerations, and leveraging multilateral development banks.
• Stakeholder Coordination: Managing the interests and expectations of diverse stakeholders—government agencies, local communities, international investors, and contractors—was critical to project success.
• Due Diligence and Regulatory Compliance: Conducting thorough due diligence to assess legal, environmental, and social risks, and ensuring compliance with local and international regulations.
• Formation of International Public-Private Partnerships: Exploring innovative partnership models that combine public sector oversight with private sector efficiency and investment to deliver sustainable infrastructure solutions.

Overall, the 2008 mission to Khartoum was a formative experience that deepened my understanding of the multifaceted challenges and opportunities inherent in infrastructure development within emerging economies. It reinforced the importance of a holistic, collaborative approach to project development that balances technical, financial, regulatory, and social considerations to achieve impactful and sustainable outcomes.

We are honoured to having received guidance and strategic advice from David F. Sifford, a true icon in the field of television syndication and programming. Mr. Sifford is widely recognized as the visionary who launched Oprah Winfrey’s groundbreaking career while serving as President of King World Productions. His influential role in shaping the television landscape is well documented, including a notable announcement in The Tennessean newspaper on February 19, 1985.

David Sifford will be formally announcing the launch of our business and endorsing Brigitta as the next major entertainer poised to define the 21st century. Central to this announcement is Brigitta’s innovative television series, Mystical Garden, which is set to become the world’s first truly interactive program. This groundbreaking series will revolutionize audience engagement by allowing viewers to influence the storyline in real time through their set-top boxes or mobile applications, resulting in multiple possible outcomes within each episode. This level of interactivity promises to captivate global audiences and set a new standard for television entertainment.

Mr. Sifford’s illustrious career includes launching and nurturing the success of numerous iconic television personalities such as Joan Rivers and Geraldo Rivera. Notably, during his tenure as President of King World, he played a pivotal role in the marketing and distribution strategy that propelled Star Trek: The Next Generation to success through Paramount Domestic Television. This achievement was closely linked to the syndication strength of The Geraldo Rivera Show, produced by Tribune Entertainment Company, which Mr. Sifford helped co-distribute starting in 1987.

At that time, Entertainment Tonight was Paramount Domestic Television’s flagship program. However, it was David Sifford’s syndication expertise and innovative approach that enabled Paramount to gain access to broadcast stations for The Geraldo Show—access they had not previously secured with Entertainment Tonight. This strategic move not only expanded Paramount’s syndication footprint but also laid the groundwork for the successful launch of Star Trek: The Next Generation.

David F. Sifford’s unparalleled vision and syndication genius have left an indelible mark on the television industry, paving the way for new formats and groundbreaking programming. His involvement in our project lends exceptional credibility and momentum, underscoring the transformative potential of Brigitta’s Mystical Garden series as it prepares to take the world by storm.