When Lesaka Technologies’ acquisition of Bank Zero was announced in June 2025, CIO Gita Daya and her team were hard at work preparing for the merger. She recognised early that this transition would be as much about people as it would be about technology.
In the dynamic landscape of South African fintech, the role of a tech executive extends far beyond mere technological oversight. It encompasses a profound responsibility for strategic vision, operational resilience and, crucially, managing the human element during periods of significant organisational transformation.
Gita stands as a testament to this multifaceted leadership, particularly as the institution navigates its recent acquisition by Lesaka Technologies. Her journey offers valuable insights into managing both the technical roadmap and the inherent anxieties of people during such pivotal shifts.
The story of how Gita is steering Bank Zero’s tech and people through this transition is deeply rooted in her unorthodox career path, servant leadership style and clear commitment to strategic prioritisation.
Gita’s leadership approach is inseparable from her upbringing in Makanda (formerly Grahamstown) in the Eastern Cape, a town steeped in diversity and community-driven values, even during the apartheid era when Gita was still living in the town.
“I went to a school that was quite diverse from the very beginning, which was unusual for my age group. I grew up in a Hindu household but attended Christian church services with friends and this was normal in our community. It helped me look beyond societal divisions and biases,” she says.
Her leadership style today mirrors those roots: grounded in fairness, inclusion and collaboration. She describes herself as a servant leader who leads by example and is deeply involved in team efforts. “It’s not you versus the team, you are part of that team,” she adds.
Sustaining the startup edge
Bank Zero was established several years ago but has maintained a startup ethos even as it scaled, a feat Gita attributes to intentional cultural design. “The startup mindset is still here but we have guardrails that ensure we operate within the confines of industry regulations. I believe governance hasn’t stifled us,” she affirms. This agility has been essential in keeping innovation flowing across all levels of the business, not just from the top down.
She also recognises that cultivating this culture requires work. “If people aren’t speaking up, it’s my responsibility to prompt them,” said Gita. Her approach is grounded in psychological safety, ensuring team members are comfortable challenging ideas or proposing alternatives.
Innovative ideas are welcomed, evaluated and often implemented. “When you come to me, I’m going to support your idea, evaluate it and implement it if there is merit. That trust encourages people to speak up again” she notes.
One of Bank Zero’s distinctive strategies is its build-first approach. “Our preference is to build everything ourselves. This helps with cost control, system ownership and operational stability,” Gita explains. This in-house orientation allowed Bank Zero to launch with a nine-person tech team during the pandemic and later roll out new features such as account verification services, NPO registrations, partnerships and a pay-many function, as well as RTC and phone taps. One of the bank’s proudest achievements is its zero fraud rate, which they have maintained to date – this is attributed to Bank Zero’s unique and powerful card patent.
For many CIOs, acquisitions are high-stakes trials. For Gita, the Lesaka Technologies acquisition became a blueprint for how to manage both technical infrastructure and human impact.
She viewed the due diligence process as a valuable audit-like review. “It was a good exercise to look at what we were doing well. It also revealed areas that needed recalibration,” she notes. Instead of chasing trends like consumer-facing AI, Bank Zero focused on foundational upgrades, prioritising system scalability and stability in anticipation of a growing customer base.
That meant stack upgrades, including Java, Spring Boot and Docker and ensuring operational readiness for scale. “We want to make sure our current zero fee offering is solid, while prioritising customer service and security, before introducing anything on top of that. Being on the bleeding edge of technology isn’t always a good thing,” Gita says reflectively.
The acquisition coincided with the completion of Bank Zero’s initial build roadmap, which Gita believes reflects the bank’s strong foundational strategy. “Our roadmap remains intact but with added momentum. We can now fast-track initiatives, deepen our technological capabilities and expand innovation cycles with greater reach,” she says.
The human element of change management
One of Gita’s most significant contributions during the acquisition has been managing staff morale. With trust at stake, she and the executive team prioritised transparency where possible. “We got the CEO to speak directly to the team to let them know there was a deal on the table, even if we couldn’t share details which built trust,” she explains.
Her advice to other CIOs managing an acquisition is simple. “Don’t panic. Stick to what’s true to your company’s culture, that’s what made you stand out in the first place.”
At the core of Gita’s motivation is her team. “Working with such a dedicated and talented group of people makes getting up in the morning exciting,” she says. Her approach to leadership embraces vulnerability and learning. “There’s freedom in accepting that you don’t know everything and I’ve grown by listening to my team.”
Gita sees her role not just as a decision-maker but as a facilitator of collective intelligence. She fosters open dialogue, actively encourages contributions and celebrates shared wins.
Reimagining balance beyond the boardroom
As a senior executive, maintaining balance remains an ongoing challenge. Gita rejects the notion of linear work-life balance in favour of recognising “seasons” of intensity. “It’s not realistic to expect balance every day,” she says. Instead, she’s created structure: reserving weekends when possible, walking her dog for mental clarity and setting boundaries around non-urgent after-hours work. “It took me a long time to get there. But once I accepted that it’s not black and white, I could cope better.”
Fitness, too, has become a priority, with her reversing early-stage diabetes through strength training and disciplined nutrition. Outside of fitness and healthy living, a key part of Gita’s life has been giving back. “I support an organisation called Cupcakes for Kids with Cancer, where I bake and sell almost 400 cupcakes for them every September. I make almost R16,000 for them annually. This goes a long way in supporting these brave little warriors,” she says happily.
Coming from a community where paying it forward is the norm, Gita has also developed a passion for mentorship. “I never thought I would enjoy mentoring as much as I do. I am the first in my family to work in IT so I did not have a mentor. Things could have been so much easier for me if I had someone to show me the way. If you have the ability to fill that gap for the next generation or the next person, why would you not do it?” she says.
As Bank Zero moves forward under Lesaka Technologies, Gita’s grounded and inclusive leadership continues to position its IT function as both resilient and people-centred.
