The company employs just under 9 000 staff in the hospitality sector in Southern Africa with branches as far north as Malawi. In 1997 when Grant held the position of District Manager, running a number of facilities, he knew he was HIV/AIDS positive but had not disclosed this fact to family or friends. The company had created a HIV/AIDS Committee in the workplace and he had put off joining the committee before. He wanted more information for himself and also felt that the committee lacked direction.

He had kept his status confidential mainly out of feelings of guilt and fear of discrimination and continued to do so while working and serving on the Committee as the Chairperson through 2000. However, he started feeling that he could not continue in a role of advocating action by the company with the passion that he had, without disclosing the drive behind his passion. He disclosed his status on AIDS Day, 1 December 2000. He is still humbled by the response from his colleagues and the support he received from the company.

The "coming out process", Grant says, is not without its difficulties but he offers the advice of allowing your friends and colleagues to work through the natural process of anger and denial before acceptance in dealing with the news.

By January 2001, the Board of Directors of the company took the decision to take Grant out of his operational position and appoint him as the Group National HIV/AIDS Manager; a post intended to lead the fight against HIV/AIDS in the company. Grant explains how exciting the 180-degree change from an operational function to a human support function has changed his life and energy levels in the past two years.

The direction and impetus he has been able to infuse into the HIV/AIDS drive in the company has been assisted by his knowledge and experience of the operational aspects of the company that allow him to communicate with his colleagues. He is able to contextualise HIV/AIDS and design the programme implementation strategies relevant to the business demands and not just as a social imperative.

Grant’s company took an interesting approach to his position by negotiating with the trustees of the provident fund to share 50% of his employment costs, as his work in HIV/AIDS would benefit the fund. This lowered his cost to company and allowed the company to allocate his costs to the operational budget of each business unit. A policy was passed in the company requiring each business unit to budget for HIV/AIDS costs and furthermore to report on HIV/AIDS in all regular financial management reports. Should a business unit report to the head office without reporting on HIV/AIDS, the report would be rejected and referred back for correction. This strategy has created demand drivers within all business units for Grant’s input and assistance as the units not only are required to report, but they believe that they should get value for their budget contributions to his costs. He reports directly to the Group Board.

The challenge that Grant faced in his change management role was getting the support from middle management. Senior management was quick to support the HIV/AIDS strategy. The workforce and unions were appreciative of the company's proactive approach. It was the middle level in the organisation that took the most convincing. The creation of a climate of openness, with care and support, has been the key element of the intervention Grant and his team of 10 committees and 300 peer educators have committed themselves to. Having a manager with HIV at the helm has greatly assisted them in achieving this goal.

Grant does not believe that he is ready to take anti-retroviral therapy. He has maintained his CD4 count above 500 since 1999 with particular attention to lifestyle, nutrition, vitamin supplements and psycho-social therapy. He feels that in time he may need to take ARVs but that right now he has a choice, recognising that not all people with HIV have this privilege.

His strongest role in a senior position as a person living with HIV is one of credible advocacy for change and tolerance and the management of the pandemic in the workplace and personal life.