Category: Business Daily

Kenya is accelerating a shift toward value addition of local mineral resources as it seeks to unlock billions from its natural extractives sector in coming years, underpinned by reforms to end raw exports.

Speaking during the ongoing two-day Kenya Mining Investment Conference in Nairobi, President William Ruto said the government is restructuring the sector to ensure the country captures more value, noting that reliance on raw exports in the past has limited economic gains.

The pronouncement comes at a time when the country is seeking to unlock a largely underdeveloped extractives sector that has for decades contributed less than one percent to the country’s gross domestic product (GDP) despite evidence of significant mineral deposits.

‘The time has come to take the next decisive steps. For far too long, the abundant mineral wealth we possess has generated prosperity for others, while its true owners, our citizens, have derived only limited benefit,’ said Ruto.

‘We will process our minerals here. We will refine them here. We will manufacture them here.’

His remarks come against the backdrop of rising global demand for minerals such as lithium, cobalt, nickel and other rare earth elements critical in manufacturing batteries, electric vehicles, and renewable energy infrastructure.

According to the International Energy Agency, demand for these minerals is projected to triple by 2030 and quadruple a decade later, creating a window for mineral-rich countries to reposition themselves within global supply chains.

Africa holds an estimated 30 percent of the world’s critical mineral reserves, but captures less than one percent of the value generated.

President Ruto said the National Airborne Geophysical Survey identified more than 970 mineral occurrences across the country, providing the most detailed mapping yet of the country’s mineral potential.

Gold deposits stretch across the western belt from Narok through Migori, Kakamega, Turkana and Marsabit, while titanium is concentrated along the coast as iron ore deposits are found in Taita Taveta.

Rare earth elements and niobium have been identified in Kwale, while gemstones are spread across central and coastal regions, with additional deposits of manganese, copper and chromite detected in northern and eastern counties.

The State is currently undertaking a series of policy interventions aimed at attracting investment and strengthening oversight in the sector, including reforms under the Mining Act which replaced outdated legislation and introduced clearer licensing frameworks.

Kenya has also established the National Mining Corporation to take equity stakes in strategic projects and facilitate partnerships between government and private investors.

Last September, Mining Cabinet Secretary Hassan Joho published a gazette notice disclosing that billionaire industrialist Narendra Raval had applied for a licence to prospect for iron ore in Taita Taveta County, as he sought to become the first producer of primary steel in the region.

Earlier in 2024, Mr Raval’s Devki Steel Mills had commissioned a Sh11 billion steel plant on the proposed prospecting area.

Kenya’s push to transition from raw exports reflects a wider continental shift towards retaining more value from natural resources, with governments increasingly seeking to reduce dependence on exporting unprocessed commodities.

President Ruto has signalled plans for regional collaboration, including last week’s discussions with Uganda on establishing a joint refinery to process oil resources within East Africa.

‘The decisions we take now will determine whether this abundance builds African industries and creates jobs here, or continues to benefit others beyond our shores,’ Ruto said.

The strategy aligns with broader efforts under the African Continental Free Trade Area (AfCFTA) to integrate markets and strengthen intra-African trade in goods and services.

Every so often, something happens that restores my faith in democracy. It can be a meeting, an event, an interaction with a group of people.

Sometimes, I’m alone, pouring over data about the economy. One of my favorites is considering Kenya’s trajectory over the last 20 years.

This year’s estimate for nominal gross domestic product (GDP) is 147.3 billion dollars, up from 25.83 billion in 2006. That is 5.7 times more, in 20 years. Transformation is possible.

Last Saturday morning was particularly uplifting. I met an amazing group of 100 young professionals and business people in Rumuruti.

They are lawyers, surveyors, retailers, accountants, and horticulture experts.

They work in large scale commercial farms, in small and medium enterprises and in the public sector. They run their own professional practices and own their businesses, of various sizes.

I was impressed by their enthusiasm for the republic, candor and depth of debate. We spoke about our aspirations as a people for a prosperous Laikipia, with a high quality of life. We debated what it will take to transform Laikipia over the next decade. We spoke about the negative role of money as handouts in political processes.

Politicians are elected on the basis of a platform – a manifesto if you will. At the gubernatorial level, this is to be translated into the five-year county integrated development plan (CIDP), as required by law.

The annual slice of this plan becomes the annual development plan, which when the financing proposals are incorporated and approved by the County Assembly, becomes the annual budget.

The professionals noted the serious gap between aspirations of the people of Laikipia, manifestos of governor aspirants, and what gets done.

Handouts compromise accountability later, they insisted. We debated various ideas on building infrastructure, smart towns, farmer support, opportunities for business, and how to boost the county’s economy.

We debated how to harvest water at a large scale, and use it for irrigation. We debated how to buy down the cost of credit to make it more affordable for small business. We debated how to support innovation, and how common manufacturing facilities could possibly work. We debated how the county government could facilitate small business to access equipment for processing agricultural produce.

At the business connect dinner later that evening, we continued the debate, and I spoke on how to unlock business opportunities in Laikipia.

I spoke about agriculture, livestock and processing of agricultural products. I spoke about tourism, the digital economy and the role of political leadership in realising our dreams.

Governments must support small business by improving access to appropriately structured finance, markets and technology. They must support innovation, and make it easier for businesses to protect their intellectual property.

Political elites must dignify the people, the young professionals told me, feeling that the elite look down on the poor.

The elite seem to think that the poor are in that condition out of their own fault. This attitude, the professionals argued, is at the heart of the power relations in the county.

They decried the on-going political mobilisation, worried that it is taking a wrong trajectory. Using imaginary enemies to pit ethnic groups against each other puts multi-ethnic counties like Laikipia at great risk. Instead, they argued, political leaders should be focusing on how to get Laikipia working again, and present credible manifestos.

As I reflected on these arguments later, I could not help but smile, confident that however tough things may at times appear, whatever the challenges, the future of our republic is in great hands.

And that ‘we, the people of Kenya- acknowledging the supremacy of the Almighty God of all creation: Honoring those who heroically struggled to bring freedom and justice to our land: Proud of our ethnic, cultural and religious diversity, and determined to live in peace and unity as one indivisible sovereign nation: Respectful of the environment, which is our heritage, and determined to sustain it for the benefit of future generations: Committed to nurturing and protecting the well-being of the individual, the family, communities and the nation: Recognising the aspirations of all Kenyans for a government based on the essential values of human rights, equality, freedom, democracy, social justice and the rule of law’ were not wrong to exercise our sovereign and inalienable right to determine the form of governance of our country and to adopt, enact and give ourselves and our future generations, a constitution that recognises us as the sovereigns.

The Treasury is racing to update a feasibility study on a planned 90 megawatt (MW) hydropower plant in Karura within the Tana River cascade, and pave the way for private investment into the project.

The Public Private Partnership (PPP) Unit of the National Treasury is currently recruiting an expert to, among other things, review a feasibility study on the project, assess the resultant tariff, and design an appropriate model for implementing the project under a PPP model.

‘The Karura hydropower project is a strategic energy initiative situated within the Tana River cascade, specifically located between the Kindaruma and Kiambere hydroelectric power stations,’ the Treasury said.

‘The main features of this project include a hydropower plant designed to harness the residual hydraulic head of Tana River, a diversion weir and reservoir system optimised for grid stability, and associated power evacuation infrastructure to integrate clean energy into the national grid,’ it said.

Kenya is under pressure to boost electricity generation amid thinning reserves.

For instance, the country recorded six peak demands for electricity in 2025 alone, underlining the fast-growing demand from economic activities and increased home connections as customers crossed 10 million last year. The current peak is 2,439MW, which was recorded on December 4, 2025.

A recent freeze on new power purchase deals exacerbated Kenya’s power generation shortfall, forcing the country to increasingly rely on Ethiopia to shore up supply and avert outages. Ethiopia is now the third biggest source of electricity to Kenya Power.

Kenya imported 1,274.42 gigawatt-hours (GWh) in the year ended June 2025.

The supplies from Ethiopia have helped to limit power rationing in Kenya, especially in the evening when demand is at its highest. Kenya pays Ethiopia $0.065 (Sh8.39) per kilowatt-hour of electricity, making power from Addis Ababa the second cheapest after locally produced hydro, which retails at Sh3.27 per unit.

Apart from Ethiopia, Kenya also has a power exchange deal with Uganda and Tanzania, whereby the net-importer pays the other country.

Irked by expensive electricity, many customers in Kenya– including corporates and households– have increasingly resorted to alternative sources of power, particularly solar photovoltaic (PV) to take advantage of the falling prices of solar components such as panels, inverters, and batteries.

The fallout from two months of war in Iran has stopped the bear run at the Nairobi bourse, helped shrink Kenya’s foreign currency reserves and ushered in increases in cost of items from petrol to fertilisers and freight.

Disruptions to shipping routes linked to Iran have left millions of kilogrammes of tea stuck in warehouses in Mombasa, threatening export earnings and farmer incomes.

In just eight weeks – less time than it takes to finish a school term- the Kenyan economic outlook has been knocked sideways.

The World Bank has downgraded Kenya’s growth forecast to 4.4 percent from 4.9 percent for 2026, weakening the economy’s ability to generate jobs and pay higher salaries as inflation is expected to eat into workers’ earnings.

The worst economic pain will be felt in poor countries like Kenya, where consumers cannot afford higher energy prices, and governments cannot afford to provide aid or subsidies for prolonged periods to offset the costs.

And as financing tightens, the cost of desperately needed borrowing for these countries increases.

The loss of some 20 percent of the world’s energy supplies in the wake of the war, which has seen Iran’s attacks on Gulf energy infrastructure has already been called the ‘greatest global energy security threat in history’ by the International Energy Agency.

In the April-May fuel price review, Kenya raised petrol and diesel prices by Sh19.32 and Sh30.09, respectively, to Sh197.60 and Sh196.63, reflecting the impact of the higher global crude prices.

Besides higher pump prices, Kenya is also facing disruptions in remittances from the Middle East, impaired exports and imports to and from the region, and volatility for the shilling and the Nairobi Securities Exchange (NSE).

Kenya carries out trade worth Sh700 billion with the Gulf, while remittances from the region account for about 10 percent of the annual flows of $5.1 billion.

Kenya’s exposure to these global geopolitical shocks has now forced the Treasury to seek emergency funding of $300 million (Sh38.8 billion) from the World Bank to cushion the economy.

Food production will be damaged by fertiliser shortages, which will lead to further inflation on costly meals. Fertiliser costs have nearly doubled weeks into the war.

In the financial markets, the war has nudged the shilling into increased volatility.

In early April, the shilling slipped to the 130 level against the dollar for the first time since August 2024, but it has now regained some ground to trade at Sh129.27 to the greenback.

At the Nairobi bourse, investor wealth has grown 0.5 percent or Sh17 billion since the war began, compared to a growth of Sh453.5 billion or 15.3 billion in the first two months of the year.

The slower growth in March and April came despite the listing of Kenya Pipeline Company (KPC) on March 11, which added Sh166 billion in new value to the bourse.

Excluding KPC, the market dipped 4.4 percent.

Companies seeking capital are preferring private debt from non-bank investment vehicles compared to bank loans and equity investment by private equity and venture capital funds, attracted by more flexible lending terms.

Analysis by the African Private Capital Association shows that in 2025, private debt deals rose by 57 percent to 72 transactions on the continent, outpacing the growth of two percent for PE and venture capital deals.

David Owino, managing partner at Ascent Capital Advisors, told the Business Daily that while banks may offer businesses cheaper money, they are more rigid when it comes to repayment, even in times of heightened geopolitical risk that affects cash flow.

Private lenders, on the other hand, are able to work with an entrepreneur or company to ride out such shocks, through solutions such as restructuring or deferral of repayments, and conversion of debt to equity.

This shift also indicates that private debt is increasingly filling gaps left by constrained bank lending and more selective venture capital deployment in the region due to higher risk facing startups and growth phase companies amid a tough global economic environment.

‘When you go borrow money from a bank, you’ll be asked for land or other assets as collateral. Private debt comes and looks at cash flows of the business, and they are flexible enough to work with businesses in times of crisis and in terms of success,’ said Mr Owino, who is also the chairman of the East Africa Venture Capital Association.

‘Inflexibility of bank credit has encouraged private debt to come through.’

He added that from an investor’s perspective, private debt is increasingly preferred to equity due to risk considerations.

In equity investments, the PE or VC investors share in the risk of the business, hoping that the business would grow enough to allow them to make their money at the end of the length of the investment.

‘Whereas debt means that, in as much as I’m not chasing you like a bank, every so often I’m seeing cash coming back. That element of being able to liquidate the instrument and get money back to investors is what has made it now actually look more attractive as compared to traditional private equity,’ said Mr Owino.

In 2025, Africa reported $5.1 billion (Sh659.4 billion) in private capital deals, down from $5.4 billion (Sh698.2 billion) in 2024.

East Africa recorded the strongest growth on the continent with investment value going up by 75 percent year on year to $1.2 billion (Sh155.2 billion), positioning the region as Africa’s second-largest market by value behind Southern Africa’s $1.6 billion (Sh206.9 billion).

In terms of sectors, the financial sector retained its position as the largest recipient of capital, while ICT emerged as the fastest growing sector. By contrast, a decline was recorded on the fast moving consumer goods, retail and agro-processing sectors, according to AVCA.

In the venture capital segment, Kenya reported deals worth $1.09 billion (Sh141 billion), placing it ahead of other large African economies such as South Africa (Sh68 billion), Egypt (Sh78 billion) and Nigeria (Sh37 billion).

Four companies accounted for 70 percent of Kenya’s venture capital inflows in 2025, led by off-grid solar firm D.Light in form of Sh39 billion debt from French VC fund Mirova, and fellow solar firm Sun King at Sh35 billion in debt and equity from the International Finance Corporation (IFC) and London-based VC Lightrock.

Electric motorcycle manufacturer Spiro raised Sh12.9 billion to expand production, with the fundraising led by the Fund for Export Development in Africa (FEDA), the development arm of Afreximbank.

Clean cooking startup Burn Manufacturing raised Sh11.6 billion, mostly in debt from the Trade and Development Bank (TDB).

The Environment and Land Court has blocked the Kiambu County government from forcing a private golf club to cede 20 acres of land, ruling that the move was unlawful and procedurally flawed.

In its judgment, the court held that the county acted outside the law by imposing the surrender as a condition for lease renewal without following statutory requirements.

The Kimani Wamatangi-led administration had argued that it needed the land to create public amenities, including a market, bus park, and public park, to serve Kiambu’s growing population.

But the court ruled that ‘the duty to provide public amenities cannot be discharged by trampling on the rule of law.’ It faulted the county’s approach as arbitrary and unconstitutional.

The dispute pits Kiambu Club Limited, a century-old members’ golf club, against the county, the National Land Commission, and Kiambu Township MCA Francis Koina over control of a 75-acre parcel registered as LR No. 9037.

Founded in 1916, the club has occupied the land for over a century. It first received a 33-year lease in 1956, renewed in 1989 for another 33 years that expired in March 2022.

Ahead of expiry, the club applied for renewal, citing its compliance with lease conditions, including payment of rates and taxes. It argued that past renewals created a legitimate expectation that its application would be fairly considered.

The conflict escalated when the county declined to renew the lease on existing terms and instead demanded that the club cede 20 acres for public utilities, including a market, bus park, and public park.

The club moved to court, arguing that the demand was arbitrary, lacked legal basis, and violated its rights to property and fair administrative action.

The county defended its position, arguing that the lease had expired and the land had reverted to public ownership. It said renewal was conditional and that public interest justified reclaiming part of the land for community use.

The MCA told the court that the land served only about 350 members, while tens of thousands of residents needed space for essential services.

But the court rejected the county’s approach, finding that the demand to surrender land was made without involving the National Land Commission and without issuing the required five-year notice.

‘The demand to cede land without compensation while a pre-emptive right exists is a constructive taking that offends Article 40 of the Constitution,’ the court ruled.

The court found that although the lease had expired, the club’s continued payment of rates, which the county accepted, created a lawful periodic tenancy.

This, the court said, meant the club remained a lawful occupant entitled to legal protection until proper processes were followed.

‘The continued acceptance of rent/rates creates a periodic tenancy. While this is not a 99-year title, it is a lawful possession that entitles the Petitioner to the protection of the law. Property rights under Article 40 are not limited to absolute titles but encompass the bundle of rights held by a lawful occupant,’ the court held.

The court further ruled that the club had a legitimate expectation that its renewal application would be processed fairly and transparently.

It noted that more than a century of occupation and timely renewal application imposed a duty on the state to act lawfully and not capriciously.

‘The state cannot remain silent or act capriciously when a long-term investor seeks renewal,’ the court said.

The court also pointed to procedural breaches, including the failure to involve the National Land Commission and to follow laid-down renewal guidelines.

It dismissed the argument that public interest could override legal requirements, stating that any acquisition of land must follow due process and include compensation.

‘Public interest cannot be used as a shield for a breach of the law,’ the court said.

The court quashed the county’s decision imposing the 20-acre condition and ordered a fresh lease renewal process within 90 days, to be conducted jointly with the National Land Commission.

It also issued a permanent injunction barring the county government and its agents from interfering with the land until the process is completed.

In addition, the court awarded the club Sh3 million in damages for violation of its right to fair administrative action and for property damage linked to the dispute.

A businessman has been charged at the Milimani Law Courts with tax fraud involving use of fictitious invoices.

Peterson Maina Waruhiu, who is a director of Urotide Investment Limited, was accused of making false statements in his income tax returns for the years 2022 and 2023 by claiming fictitious purchases amounting to over Sh1 billion.

According to the charge sheet, the purchases were purportedly from four different companies, with the intention of fraudulently reducing his company’s value-added tax (VAT) liabilities totalling Sh125.4 million.

Maina denied four counts of tax fraud contrary to Section 97(c) as read together with Section 104(3) of the Tax Procedures Act.

He was directed to deposit a bond of Sh5 million in court to secure his release.

Under tax laws, taxpayers are required to make accurate income declarations and pay all taxes due.

Offenders are liable to a fine of up to Sh10 million or double the amount of tax evaded, whichever is higher, or imprisonment for a term not exceeding five years.

In a separate case at the Nyeri Law Courts, Leah Njeri Kimama was charged with possession of assorted alcoholic beverages, including several cartons of Trace Vodka and J-Movers, valued at Sh188,652, affixed with counterfeit excise stamps.

She was arrested on December 19, 2025, at Kamwangi Trading Centre in Kiambu County.

The illicit goods represented a potential tax loss of Sh46,452 to the KRA. Njeri denied the charges and was released on cash bail of Sh20,000.

In a similar case at the Kapsabet Law courts, David Kipngetich Bett was also charged with possession of assorted alcoholic beverages, including Dallas Brandy, Jambo Vodka, and Dallas Gin, all worth Sh263,676 in taxes.

He was found with the goods at a bar in Himaki Trading Centre in Nandi County on May 2, 2025. He pleaded guilty and was fined Sh30,000 or serve three months imprisonment in default.

Last week we delved into the dicey world of doctoral education in Kenya. Many readers reached out to tell their own horror stories in their own higher learning journeys.

While last week focused on the structural problems we face that are unique to Kenya and our unique requirements as well as the gotcha culture in the sector, this week let us engage in the red flags to look out for in programmes and what to ask business schools before you decide on a course.

The first red flag, you need to ask about the graduation rates within a five-year period. If graduation rates are less than 50 percent, then stay away.

Stay far far away from that programme. It is unlikely that the students who sign up for the programme are not intelligent enough to finish.

Instead, it is probable that there exist underlying problems within that university’s business school itself such as unsupportive administrators, dodging supervisors, or unclear rules and procedures.

Further, ask for external validation of those graduation rates from a ratings agency, the Commission for University Education, or another regulator.

Second, ask about the number of international faculty, international reviewers, or international administrators. Business schools can often get into a small tunnel mindset whereby techniques literally from the 1960s keep getting regurgitated and new ideas, cutting-edge techniques, and global knowledge do not get absorbed.

Take for example the concept of servant leadership, developed by Robert Greenleaf in 1970 and refined later in the decade. It is staggering the number of business doctoral dissertations in East Africa that examine servant leadership against already tested other variables and conditions over and over and over again.

Does copycat research help harness the power of doctoral research to help identify and solve our own challenges in Kenya and through our continent? Universities, whether local or around the world, are stronger due to the greater cross-cultural linkages they have that bring in diverse and new concepts.

Third, in similar fashion to the above, pull a few of the recent business doctoral dissertations from the university’s website. Then go into Google Scholar and see if the main topics have been done before. If you see those same topics being researched by thousands of authors going back more than20 years, then select a different university’s business school.

Fourth, seek out who accredits the business school. The gold standard for business education in universities is the Association to Advance Collegiate Schools of Business (AACSB). Others include EQUIS (EFMD Quality Improvement System), AMBA (Association of MBAs), and ACBSP (Accreditation Council for Business Schools and Programs).

If the business school does not have accreditation from any of these, think twice before enrolling. Being a member of these associations is not adequate. The business school must be accredited by them. Check the accreditation websites directly, do not merely take the word of an admissions counselor.

Fifth, check the faculty and doctoral student publishing profiles on the university’s website. Sadly, many of our local business schools utilise incorrect statistical practices including combining many psychological business constructs, such as job satisfaction, organisational commitment, empowering leadership, etc., into the same variable.

This is a major no-go for international research.

But if faculty are not exposed to top-level cutting-edge research, they would never know. So, they require students to show mountains of unhelpful old-version statistical computations that do not assist in answering the research questions or hypotheses just to fill up space and look impressive, but any quality academic would look at it and laugh.

Then such faculty limit their students from then conducting such research and the students end up not getting published in prestigious journals, which limits their career options post-completion.

Check the following famous academic website to see if the journals that the faculty and doctoral students publish in is even listed or ranked: www.scimagojr.com/journalrank.php. Also check out Google Scholar Metrics for publications.

Sixth, ask to see samples of doctoral dissertation comments by viva examiners.

Vagueness allows for politics, bureaucracy, and corruption. Look for specificity, such as on page 86 third paragraph add a sentence explaining the linkage between empowering leadership and organisational trust.

Do not tolerate dissertation comments like: apply the funnel method to your literature review.

Seventh, go into your trusted search engine and look up both the Times Higher Education as well as the QS Ranking websites.

If your targeted university does not appear in the top 700 ranked institutions in the world in either ranking and if your institution is not AACSB accredited, then you might find it difficult to ever be accepted as a faculty member in an international university once you graduate.

As aviation becomes more advanced, more automated, and more data-driven, a dangerous assumption is quietly taking hold: that technology is reducing the burden on pilots.

In reality, the opposite is happening. Modern pilots are not simply flying aircraft, they are managing increasingly complex systems, interpreting continuous streams of data, and making high-stakes decisions in environments where the margin for error is shrinking. The flight deck has not become easier; it has become more cognitively demanding.

This shift carries important implications, particularly for fast-growing aviation markets across Africa but one principle remains clear: innovation and the integration of technology enhance operations, but it is the pilot who leads it.

Africa’s aviation systems, including airspace, have advanced, so too has the need for greater coordination behind every flight.

Modern aircraft rely on a range of navigation and communication systems that provide continuous data to pilots.

While these systems significantly improve safety and flight efficiency, they also require careful oversight, particularly in situations where signals may be disrupted or conditions change unexpectedly.

Investments such as the Integrated Operations Control Centre (IOCC) reflect this shift. By bringing together flight operations, engineering, hub control and crew coordination into a single, real-time environment, we can support pilots with timely information, faster decision-making, and greater operational clarity.

For pilots, this means they are never operating alone. They are backed by a system designed to anticipate, support, and respond, allowing them to focus on what they do best.

As the role of the pilot evolves, so too must the way pilots are trained. Training today goes beyond technical flying skills. It increasingly focuses on preparing pilots to manage complexity, interpret systems, read dynamic situations and make sound decisions under pressure.

Airlines are investing in advanced simulators that replicate real-world scenarios, allowing pilots to practise decision-making in controlled environments. At the same time, emerging technologies such as virtual and augmented reality are creating more immersive and adaptive learning experiences.

There is also a growing shift towards data-informed training where operational insights are used to identify specific risk areas and tailor training accordingly. This approach recognises that the pilot of today, and tomorrow, is not defined by repetition alone, but by adaptability.

The evolution of the flight deck is also being shaped by a new generation entering the profession. Younger pilots, are bringing different expectations to the industry.

Beyond technical excellence, they are placing greater emphasis on work-life balance, flexibility, and long-term career sustainability. Many are prioritising being closer to home, having more control over their schedules, and building careers that are both fulfilling and sustainable.

Traditional operating models, built on rigidity and optimization, are being challenged by a workforce that expects adaptability.

This shift is not a challenge to the industry; it is an opportunity. It is prompting airlines to rethink how they structure roles, design training programmes, and support pilots throughout their careers. Integrated operating environments play a key role here, enabling more efficient scheduling, better communication, and greater transparency across operations.

In doing so, they help create a more supportive and responsive environment, one that aligns with the expectations of a modern workforce while maintaining the highest standards of safety and performance.

Beyond operations, pilots play a critical role in enabling broader economic activity. Every flight connects businesses to markets, strengthens tourism, and brings people closer to opportunity.

Over the past 12 years, we have seen how improved connectivity can unlock growth, particularly in underserved regions.

As aviation continues to expand, this impact will only grow. Pilots will remain central, not only as operators of aircraft, but as enablers of regional integration and economic development. Pilots today are operating at a higher level than ever before, supported by advanced systems, enhanced training, and integrated operations that enable them to perform at their best.

The future of aviation will not be about replacing pilots with technology. It will be about empowering them and giving them the tools, systems, environments they need to succeed in an increasingly complex system.

Ultimately, aviation is built on trust and that trust continues to rest with the pilot.

Dickson Matata has always wanted to do something with his life. And from a young age, he sought to contribute to the grand circle of accomplishments, his own version of building the nation.

The founder of Rhythm and Brunch and Millennial Cookout may not see the correlation, but the causation that led him here is evident: ‘I’ve always wanted to be the kind of guy who brings people together,’ he says. ‘In high school, I’d organise events through the journalism and drama club.’

That seed that sprouted in high school fully bloomed during the Covid-19 period, and its fruit was an events company. ‘I used to hate going to clubs. Because the clubs were the same, they played the same music and were rowdy. I could not see the value of clubbing anymore.’

‘I figured I could come up with an event where I could enjoy music from my millennial era, artists like Liquideep, in the park or a garden, a day party, and by midnight everyone is back home.’

That was not the day Rhythm and Brunch was born, but it was the day it was christened, holding its first event in March 2024 at The Location in Kilimani, followed by three editions there each month before moving to Tigoni in August 2024 for large-scale events. Since then, Rhythm and Brunch has been held three times a year. Ditto Millennial Cookout, which kicked off in January 2025.

There is, he agrees, a lot of clamour for the millennial pocket. ‘To be fair,’ he says, ‘We were the first guys to do events for millennials. Now, everyone is doing it.’

‘The difference between our events and the other events is that, for us, we are very intentional. We are doing it as a passion. We try to twist our events and create so much competitive advantage in many ways that even if you try to copy our events, it’s not the same.’

In a universe where events and hangouts are facsimiles of the same original, this game is decided only by who are the more faithful version. That’s where the money is.

‘We sat down and looked for what takes up most of our costs. And the thing that came up top was furniture for events.’

Now, they make their own furniture, with everyone getting a seat, which reduces the cost of running their events. They also do their own bar, which earns them a significant chunk to complement their ticket prices.

‘Brands see what we are doing, and they trust us more, and that leads to long-term partnerships. Which is how we plan for the year and bring in big artistes.’

‘One thing we tried to do from the jump for Rhythm was brand positioning it as a premium event. And I think that has given us so much leverage, because we can attract the right crowd and bring on board the right artists, the people that we work with. And I think the market has seen that.’ In his business, credibility balances the profit-loss ledger.

Behind the Millennial Cookout fire is fuel kindled by millennials’ nostalgia. ‘People were looking for community, and we gave it to them. Nostalgia is the biggest currency when it comes to such events. Meeting your old friends from high school and university, or bopping to the music that raised you.’

But what happens when nostalgia fades out? ‘I think that’s a very big bucket that I don’t think people will ever get rid of. We try to evolve with every event. So if you attend Millennial Cookout in March and you attend the next one in June, it’s a totally different experience.’

‘However, in the next maybe 10 to 15 years, most millennials will be older. Right now, as a company, we’re also trying to venture into other events, especially for Gen-Z.’

It’s been a hard road, no matter how easy he makes it seem. In 2023, he says, they brought WSTRN, a band from the UK, but the ticket pricing strategy was off.

‘We believed the brands would run after us, but we ended up running after them.’ They lost about Sh2 million.

To plan a single event can take up to six months, he says. ‘I must estimate the number of tickets we need to sell, which is usually 3,000. Then we do the estimates for the bar, tickets, and sponsors. Then we see if it is workable.’

On average, his core team of 10 includes his co-founder and two agencies that they work with, one for PR and another for branding. ‘Everyone else is outsourced based on need, including a pool of creatives and production teams.’

Is his biggest competition freshness or sameness? ‘Boredom. One of the key things I talk about in events is the ability to become agile. If you come to an event two months apart, you should get a very different experience.’

‘When we started Rhythm and Brunch, it was a DJ-only event, old school music and all. We were slowly losing touch. So this year for Valentine’s Day, we brought a band from the UK, Sol and the Gang, and they performed three sets in intervals of DJ, band, DJ, band, DJ, band. And that changed the entire dynamic of the event, because now this is live music of your favourite old school R and B music.’

Matata credits word of mouth as his go-to channel of marketing. Success, after all, loves a witness.

Everyone wants to be exclusive but still feel included, hence why everyone gets a seat and VIP treatment. ‘We also try to price our tickets not so low and not so high, to also filter who comes.’

Why do millennials need these kinds of events right now? ‘The main reason is why not?’ he says. ‘People are so busy, and they barely go out anymore. They are looking for a space for a day event, meet friends from the past, meet new people, and by midnight, they are back home.’

This year, Matata will be stepping down from being the totem and brand manager. ‘We will be getting brand managers for both events. That way, they can bring new ideas and freshness.’

Having been in the trenches, he offers a view none can. ‘I think people do events for the wrong reasons. Just because someone else has opened a shop does not mean you should open a shop there too. Because they’re just there for profit, not caring about the customer experience.’

The major challenge he is facing now is liquidity. For instance, to book the American R and B artist Joe required a down payment of Sh12 million, four months before the event.

‘Because the events are very capital-intensive, we normally just break even and make something from the event. But most of the time, most of the money will come way after. It’s because maybe Brand X came on board, and they’re going to pay after 60 days. To run an events company, you need to be liquid.’

If it all works out, what does he see in his crystal ball? ‘A very big cultural event that we can do a festival for three days, but each day headlined by a different legacy artiste. For Rhythm and Brunch, we are looking at destination events and travel, like in Zanzibar.’

Now 35, newly married, and with a seven-month-old baby, Matata is setting up a board of directors for governance. It’s the next logical step up, recognising when the beat has changed and sashaying to the new rhythm. ‘But if someone comes on board and they offer us good money to sell,’ he says, ‘Why not?’