Family-run safari camp defies industry trends with hands-on hospitality

Tanda Tula has operated in the Timbavati for nearly five decades as one of Africa’s last independently owned safari camps. While larger corporations acquire smaller operators, the Scotts—who now run the business—believe guests still prefer personalized service over standardized offerings.

The camp’s history began in 1975 when naturalist Chris McBride and his wife, Charlotte, founded Tanda Tula as a research base for white lions in the Timbavati. Over the years, the operation moved locations, upgraded facilities, and avoided the industry’s common practice of frequent management changes. Instead, it maintained stability as a core principle.

In 2009, Don Scott joined the business and later took full ownership. He built a staffing model where key employees, guides, chefs, and managers, remain for extended periods. This creates a team that remembers guests, shares personal contact details, and customizes experiences without relying on rigid protocols.

Scott emphasizes that independent camps provide an advantage over larger brands. He says, when ownership changes, a camp can lose some of its distinctive character. A strong connection between the owners and the team and a long history of hospitality make a strong guest experience because these independent operations know who they are.

Owners stay hands-on for lasting hospitality

The camp’s infrastructure reflects this philosophy. While other operators prioritize short-term profitability, Tanda Tula focuses on long-term sustainability. “We’re quite specific in taking more time and rather spending more on infrastructure, knowing that it needs to hold out for generations. We’ve got something special here. We’re not going anywhere,” Scott says.

The Scotts live on-site, rejecting remote management. “We don’t want to be sitting in Cape Town or Joburg trying to manage something at arm’s length; it really doesn’t work. Our philosophy is that we want to be at the front end of the battle with a real understanding of how the camp should work,” Scott explains.

Market demand supports this approach. Scott observes that while big brands offer predictable experiences, travelers increasingly seek personalized safaris.

This confidence has driven recent expansions. After a full-year rebuild of its main Safari Camp in 2023, while operating from Tanda Tula Plains Camp, the team launched Field Camp, a smaller, exclusive-use property. Now, they are preparing to open Tanda Tula Inkari Camp in late 2028, though they remain cautious about overdevelopment.

Balancing growth with conservation concerns

Scott acknowledges over-tourism risks in the Timbavati, which now rivals Sabi Sands in wildlife viewing. However, he warns that increased visitor numbers could harm the camp’s unique atmosphere.

The new camp will create jobs and expand community programs, including scholarships for local students. Scott argues that owner-led operations can address local needs more effectively than distant corporations.

The Scotts have no plans to sell.

The Tanda Tula Inkari Camp project will introduce controlled growth strategies to maintain ecological balance. Unlike the original camp, Inkari will feature a smaller footprint, limiting guest numbers while upholding high privacy standards. The Scotts emphasize that the new property will avoid replicating larger safari developments in the region. Instead, it will prioritize low-impact construction, protecting wildlife corridors and visitor sustainability.

The new camp’s development will generate local employment, including roles for guides, support staff, and conservation personnel. Beyond operational hiring, Tanda Tula will expand its scholarship program for secondary and tertiary education. Scott stresses that these initiatives are essential for maintaining the camp’s social license to operate.