Category: Business Daily

The recent unfortunate tragic incident at the Lake Basin Mall in Kisumu is saddening and has stirred deep public emotion and reignited debate over how the Kenya Revenue Authority (KRA) conducts its tax enforcement.

In a recent commentary, a writer painted a grim picture of the taxman, suggesting that the institution’s approach has bred fear and despair among taxpayers.

While such reflections are understandable in the wake of a tragedy, the discussion must remain measured, factual, and fair.

Despite the many concerns, it is true that KRA is not merely an arm of enforcement, it is equally the engine that fuels public services, infrastructure, and national development.

Let me begin by emphasising that no life should ever be lost because of a tax dispute. Revenue collection must never come at the cost of human dignity.

As a nation, we must always remember that taxation is not merely about collecting money, it is about sustaining trust and enabling the shared progress of our society.

Across the world, tax authorities face the delicate balance of collecting revenue without stifling enterprise. Kenya is no exception. The KRA operates under the law, guided by policies that have been debated, legislated, and approved through public processes. Its mandate is not self-imposed; it is a national responsibility.

Taxes fund the roads we drive on, the schools that educate our children, and the hospitals that serve millions of Kenyans. Without revenue, there can be no sustainable development. To demonise KRA wholesale is to overlook the essential role it plays in keeping the wheels of government turning.

Though not yet where it supposed to be, we must agree that, over the years, the KRA has been transforming from a rigid collector into a service-oriented organisation.

The introduction of the iTax system, eTIMS, and voluntary disclosure programmes has made compliance easier and more transparent.

Thousands of taxpayers now file and pay taxes from the comfort of their phones, a far cry from the bureaucratic systems of the past.

The authority has also increased its engagement with stakeholders, from citizen assemblies to professional bodies and business associations, in an effort to make tax policy more responsive. These are not the actions of an institution bent on ‘desolation,’ but of one trying to balance its duty with compassion.

Though trying, the Kisumu incident was deeply unfortunate, and until investigations are concluded, it would be premature to draw conclusions about the whole sad occurrence.

Linking the tragedy directly to institutional policy risks oversimplifying a complex issue.

The taxman works under immense pressure to meet national targets and keep the country running. To cast them as villains ignores the dedication of the authority to sustain the economy of this country.

For Kenya to achieve true economic independence, taxation must be seen as a shared civic duty, not a punishment. Compliance and fairness must go hand in hand. While taxpayers fulfill their obligations, the KRA should continue to refine its systems to make compliance seamless and humane.

Constructive dialogue, not condemnation, is what will move Kenya forward. The KRA has shown willingness to listen and adapt; now citizens, too, must play their part by coming out strongly to engage the tax agency.

At the heart of this debate lies a simple truth: no nation can prosper without an effective tax system. Criticism has its place, but it should be tempered with recognition of progress and an understanding of the complexities of public finance.

Rather than framing the KRA as an enemy of the people, we should see it as a partner in national growth, one that is learning, evolving, and striving to serve better. Reform is not achieved overnight, but it begins with dialogue grounded in balance.

The bid to start competitive importation of cooking gas has derailed after a parliamentary committee rejected regulations that would allow the State to introduce an open tender system (OTS) for the commodity.

The National Assembly Committee on Delegated Legislation says the Petroleum (Operation of Common Petroleum Facilities) Regulations, 2025 were tabled in Parliament outside the stipulated time. It added that there was no public participation in formulating the laws.

The regulations would allow for the designation of private cooking gas handling terminals as common-user facilities. The energy regulator would then set tariffs for the handling and storing of LPG, and also set retail and wholesale prices of cooking gas.

Under the OTS model, the tender to ship petroleum products is awarded to the bidder who quotes the lowest price, ensuring that importation of the cheapest but quality fuel.

‘The committee recommends that the House annuls in entirety the following regulations for the following reasons; the legal notices were published on May 10, 2025 and transmitted to the clerk of the National Assembly on July 11, 2025 being outside the seven sitting days timeline contemplated under section 11(1) of the Statutory Instruments Act,’ the committee says in the report.

‘Failure to demonstrate public participation in compliance with Article 10, Article 118 of the Constitution and Section 5 of the Statutory Instruments Act.’

The government is relying on the regulations to permit the import of cooking gas via the OTS, which could enable it to control the retail price of the commodity, as it does with petrol, diesel and kerosene.

Currently, cooking gas is imported privately using two terminals, which has made it impossible for the State to intervene and control prices as it does for petrol, diesel and kerosene.

The Petroleum (Operation of Common Petroleum Facilities) Regulations, 2025 are one of ten new regulations that the committee wants revoked.

Early last month, Daniel Kiptoo, the Director General of the Energy and Petroleum Regulatory Authority (Epra), said that the new laws would anchor the shift to OTS importation of cooking gas.

Cooking gas dealers have failed to lower the price of the commodity in line with tax breaks introduced by the government, prompting the latest push to switch to the OTS.

Other regulations that the parliamentary committee rejected sought to allow the sale of cooking gas in tokens, which could enable more low-income households to afford the commodity for cooking.

Parliament is expected to debate and consider the committee’s recommendation to reject the ten regulations. Members of Parliament have traditionally agreed with proposals from House committees.

Old Mutual has scored a win after the Court of Appeal stopped insolvency proceedings brought against the insurance firm by businessman Joel Kibe.

The appellate court further suspended an order issued by the High Court directing the insurance firm to deposit Sh500 million from the intended sale of Old Mutual Tower in Upper Hill, Nairobi in an escrow account.

The court noted that the company’s business is very sensitive and may be disrupted by any negative publicity and in case there were to be a run on the firm, the success of the intended appeal would not be cured by an award of damages.

‘In our view, the grounds pointed above are not idle grounds but constitute arguable issues for the purposes of this kind of application,’ said the court.

The court said once investors bolted from the company, they were likely to look elsewhere and would be reluctant to plough back their resources into an entity with negative publicity.

‘We direct that pending the hearing and determination of the applicant’s intended appeal against the ruling of Mongare J, dated February 28, 2025…there be a stay of further proceedings therein,’ said the court.

Mr Kibe sued the company seeking to compel it to buy his 1.544 million shares, together with interest of 18 percent.

The tycoon also filed the petition seeking protection for what he termed as ‘oppressive conduct’ by the majority shareholders. He is seeking, among other remedies, liquidation of the company under Section 424 and 425 of the Insolvency Act.

The insurance firm opposed the case and challenged Mr Kibe’s authority to file the case. Old Mutual submitted that if the proceedings are not stopped and the petition proceeds, the possibility of the investors withdrawing their funds from the company in a hurry cannot discounted.

The company further said the continued hearing of the petition was likely to pose grave and far-reaching consequences on its survival in a highly regulated financial market, financial standing and reputation.

According to the company, the move was likely to trigger panic and unjustified alarm in the market among its investors. The business, it was contended, depends on its reputation and confidence of its customers in it and that the presentation of the petition is hostile to the survival and growth of the insurer.

The company said it had posted its financial performance reflecting that the net profit has grown by 835 percent from the loss of Sh114 million in 2023 to Sh838 million in 2024, hence the court should allow the firm to continue on the positive trajectory for the benefit of its investors.

The firm told the court that Mr Kibe was free to sell his shares in the same manner he bought them, but instead of seeking to sell his shares, he is only keen in winding up the company.

Mr Kibe, who says he invested a total of Sh245.6 million in Old Mutual’s predecessor, UAP Holdings ltd, opposed the case arguing that he and other minority shareholders were denied the opportunity to sell their shares.

He claimed thaat the directors of the company have sold or are in the process of selling all the company’s assets including Old Mutual Tower and its Tanzanian subsidiary.

The tycoon added that the company has not rendered accounts for the mass sales of the company’s assets and the proceeds, which he claimed were being diverted to foreign accounts.

The High Court had in February allowed the insurance firm to sell UAP Old Mutual Tower, in Upper Hill on condition that it deposits Sh500 million in an escrow account, in the event that tycoon Kibe, wins his battle with the firm.

The insurance firm had disclosed that it intended to sell the building for Sh5.5 billlion and use the proceeds to offset loans and other obligations.

The government will identify alternative routes for motorists who do not wish to pay toll fees for the planned Nairobi-Nakuru-Mau Summit and Nairobi-Maai Mahiu-Naivasha highways.

In a statement, the Kenya National Highways Authority (KeNHA) said motorists will not be forced to pay for the two roads – including the 175-kilometre Nairobi-Nakuru-Mau Summit (A8) section and the 56-kilometre Nairobi-Maai Mahiu-Naivasha (A8 South) link.

‘The Authority shall map out available alternative roads from Rironi to Mau-Summit where feasible, for consideration and use by the public, who may opt not to pay and use this Project,’ said Acting Director-General Luka Kimeli.

‘It is, however, imperative to note that the usage of the toll road shall be cheaper, as there shall be resultant savings in travel times, vehicle operating costs and safety,’ Mr Kimeli added, assuring the public that the agency would be transparent and accountable throughout the implementation of the project.

Kenha said the mapped alternatives will be published to the public so motorists can plan journeys without using the toll road.

The preferred contractor for the Mau Summit Highway – a consortium of China Road and Bridge Corporation and the National Social Security Fund – expects to earn an operating profit of about $2.63 billion (Sh339.8 billion) over the 30-year concession by charging motorists a minimum toll of Sh8 per kilometre.

The availability of a free alternative has been a contentious issue since the project was conceived nearly nine years ago during the Jubilee administration, which initially awarded the contract to French contractors.

Successive officials have highlighted the benefits of the upgraded highways as an incentive for motorists to pay.

Transport Cabinet Secretary Davis Chirchir in July argued that the economic and emotional costs of long traffic jams on single carriageways are often greater than the cost of a toll.

‘Will it be cheaper for you to get to Nakuru in the current traffic snarl-up, or will it be cheaper to pay Sh700 or Sh600 to reach Nakuru in two or three hours instead of four?’ he asked.

Kenha, however, did not provide name of the alternative routes that non-paying motorists may use.

The absence of a designated free corridor alongside the planned Rironi-Nakuru-Mau Summit toll road has been a major sticking point, contributing to years of delays and to the ousting of the French contractors originally awarded the project.

The investment envelope for the project includes $1.49 billion (Sh193.4 billion) of capital expenditure and $753.8 million (Sh97.6 billion) of life-cycle costs covering operations, routine maintenance and periodic rehabilitation.

The financing is 75 percent debt and 25 percent equity – about $1.11 billion (Sh144 billion) in debt and $371 million (Sh48 billion) in equity.

At the heart of the model is a base toll of Sh8 per kilometre for passenger cars in the first operational year, with tolls escalating by one percent annually. Higher tariffs are set for heavier vehicle classes.

The concession runs for 30 years, with two years of construction followed by operations for the remaining period before hand-back.

The plan proposes Electronic Toll Collection (ETC) and a toll back-office to reduce leakage, speed transactions and enable reconciliation and enforcement.

When Tosheka Textiles first set up in 2004, it was not structured as a commercial outfit. At the time, the venture was working as a community-based organisation teaching women in Makueni how to spin yarn from raw cotton grown in the area.

The intention then was to create skills, empower rural households, and demonstrate to the community that even low volumes of cotton could have value once processed.

Over time, they shifted into a fully-fledged textile business, producing premium fabrics and customised fashion pieces.

Today, Tosheka Textiles, co-founded by Nyokabi Mwangi and her aunt Lucy Lau Bigham, has shifted focus to modernising production systems, growing a business-to-business client base, and scaling sustainable fabric production capacity.

‘As we progressed, we realised we needed to professionalise the business,’ says Ms Nyokabi, who now serves as the production’s Associate Director.

‘Back then it was community driven. People brought whatever they could and contributed labour. But for textiles to be viable, you have to standardise. You have to pay for items at production stage. You have to create consistent supply. That transition wasn’t easy, but it was necessary.’

The shift into commercial production fully took shape in 2011. The founders decided that instead of waiting for women to produce fabrics then attempt to market later, Tosheka would buy fibre and pay the women directly for spinning.

This, Ms Nyokabi says, guaranteed income at point of production, raised quality expectations, and set the business onto a more formal contract and delivery footing.

‘When we commercialised, we had to define quality and create clear specifications. This was a big lesson. A lot of businesses collapses because the product is not consistent. In this business, what the market pays for is not the story, it’s the quality,’ she explains.

Tosheka produces both fabric by the metre as well as finished premium garments. Clients bring their own designs or choose from Tosheka’s catalogue, with most of the customers being designers, boutique fashion houses, decor and interior players, as well as high-end lodges and hotels.

However, despite Kenya being a cotton-growing country, one of the constraints the business has faced is the scarcity of enough skilled weavers who can produce high standard textile output. Ms Nyokabi says the pool is still very limited, even after years of community skill investment.

‘That is still one of our biggest constraints. The artisan base is not yet large enough. We have trained many, but to replace the older, traditionally skilled artisans is a huge challenge,’ she says.

‘This is a skill that needs protecting. Young people need to see weaving as a dignified career. If we lose the skill pipeline, the industry declines.’

As part of diversifying the production range and elevating the value proposition of their fabric, Tosheka also does silk, a move Ms Nyokabi describes as a breakthrough in their evolution.

‘Silk was a turning point. It opened up the ability to serve a different level of product demand; luxury, high-end, premium design work,’ she says. ‘It allowed us to target a stronger market segment that values natural fibre, longevity and unique textures.’

Currently, 70 percent of Tosheka’s clients are local while 30 percent is export. In the next two years, Mr Nyokabi is targeting a 50/50 balance, especially as the business expands capacity to serve more bespoke designers and more specialised interior clients.

In the run to this target, Tosheka is now focused on getting new machinery for increased production.

‘We want to modernise while protecting heritage. If we lose the craft, we lose what makes this special. We cannot replace artisanal feel with industrial mass production. People who buy our fabric buy the uniqueness and the texture,’ she says.

While the sustainability tag is an advantage, it also raises the cost curve. Tosheka selects premium natural fibre inputs, and Ms Nyokabi says this means the company spends more on raw materials compared to other mass production garment or fast-fashion aligned players.

‘Our cost base is high because we invest in quality. It affects our pricing. It affects our margins. But premium textile buyers understand what they are paying for,’ she says.

Running the business with a co-founder who also doubles up a family member has also shaped how the two make decisions, pace growth and share operational roles. Ms Nyokabi describes herself and Ms Bigham as extremely complementary in execution style.

‘We have different working approaches but we are very aligned in purpose. That balance is what has kept the company stable,’ she says.

‘Partnership is one of the most important things in business. It has to be built on trust but also on realistic expectations and shared clarity.’

A Kenyan based in the UK has moved to court seeking to quash the Privatisation Act, 2025, arguing that it is inconsistent with the Constitution.

Eliud Karanja Matindi says in a petition before the High Court that the entire Act is illegal as it was enacted in violation of the Constitution.

He further argues the law was passed without the involvement of the Senate.

The court has directed him to serve Attorney-General Dorcas Oduor and Parliament with the petition documents, within three days.

The case will be mentioned on November 17, for directions.

Mr Matindi says the purpose or effects of the Act is to privatise public entities by transferring, other than to a public entity, the assets and or liabilities of a public entity including the shares in a public entity.

‘To the extent the Act provides for privatisation of public entities that hold public land as defined by Article 62 of the Constitution, it is the petitioner’s case that the whole Act is unconstitutional,’ he says.

He cites several public entities, including Kenya Pipeline Company, Mt Elgon Lodge Ltd in Kitale, Golf Hotel (Kakamega), and Kabarnet Hotel in Baringo County.

Once public land is privatised, Mr Matindi says, it can no longer be held, used and managed in a manner that is equitable, efficient, productive and sustainable for the people of Kenya collectively.

‘It also cannot be equitably accessed by persons other than the new, private owners,’ he notes, adding that public land belongs to the people of Kenya, collectively, and cannot be privatised without violating Article 61(1).

Mr Matindi says the privatisation of public land would, as provided by Article 64 of the Constitution, lead to its conversion to private land, held either under freehold or leasehold tenures.

He argues that there is no suggestion that land currently held by public entities to be privatised, would be converted into community land under Article 63 of the Constitution.

He adds that the Act is silent on which of these two holding tenures will apply to public land targeted for privatisation.

‘This lack of clarity on such a critical aspect of matters to be dealt with under the Act, violates the national values and principles of governance under Article 10(2) of the Constitution, including the rule of law, democracy and participation of the people, good governance, integrity, transparency and accountability,’ he says.

It is his argument that the conversion of public land to private, as contemplated by the Act, including on freehold tenure, is a threat to Article 201(c and d) of the Constitution.

The UK-based Kenyan says the privatisation would mean the burdens and benefits the public currently derives from holding public land, including by the public entities earmarked for privatisation, will no longer be available for equitable sharing between present and future generations.

Instead, he notes, present generation will convert previously owned resource (public land) to benefit only a small section of its own, depriving future generations the opportunity to equally, and equitably enjoy those benefits.

Mr Matindi further says that it is notable that, as provided by sections 6 and 54 of the Act, money raised from privatisations shall be paid into the Consolidated Fund if it is from the sale of a direct national government shareholding.

He says it is a matter of public record and notoriety that a significant percentage of revenue being currently collected by the government is being used to pay the national debt.

Mr Matindi argues that it is therefore inevitable that proceeds from privatisations will actually be used toward paying the national debt, rather than any investments for the benefit of present and future generations.

‘In addition, should future generations wish to convert the privatised land back to public, they will have to pay compensation to the private owners, a threat to the duty to use public money in a responsible and prudent way,’ he adds.

It’s deeply concerning how the country is handling its human resource development if what’s happening in our education, especially at the universities, is to go by.

Serious learning and student development has collapsed; most are reeling in debts and several heavily engaged in nothing related to production of knowledge leaving of the public institutions of higher learning just marking time.

The running and management of public universities requires urgent radical re-organization and re-orientation; for as its now, you cannot convince anybody that they can produce what the country needs.

The disruption in the university education is costing the country big loss, and now due to a flawed system of recruiting top managers including the Council chairs, chancellors and vice chancellors, these public universities stay at stalling and destroying the future of attending them.

We must quickly fix this, in addition to addressing the current industrial action facing them. It has become too costly for the students, staff, partners and parents associated with public universities as more relating to these institutions of high learning happens outside the institutions than inside.

The waste and idleness associated with academic institutions is irritating as we waste the future of our children.

The seeming lack of leadership and impunity by the heads of these institutions is largely because of the politicization of the appointments of the University Council members and lack of merit thereof which denies them diversity, relevant qualifications and competence in leadership.

This has eroded trust and confidence from staff, students, development partners, associates and government, who are not sure how to fund the universities to enable them play serious national development through research and intellectual contribution to the good of the nation.

In addition to the current strike by lecturers and staff, which has seen students waste themselves around the institutions, with some opting to sending students home indefinitely, most public universities are reeling from massive debts, led by incompetent and insecure managers afraid to engage with their colleagues, struggling with bloated staff and are not fully functionally, have abandoned their core functions of curating knowledge and innovation through teaching and research.

Academic schedules have been reduced to routine class rituals where class work is relegated to photocopying books; AI generated assignments and WhatsAp forwards.

University hostels and restaurants are filled with non- university students, as most of the halls have been rented by middlemen, who sell the rooms to students are exorbitant prices. It’s almost impossible for students to get access to university facilities.

Missing marks for students, missed graduation and permanent students are now the hallmarks of the once prestigious institutions, with no serious research, knowledge production and academic exchange happening.

It’s sad the universities that are independent institutions under various constitutive Acts with councils have been denied the opportunity to appoint vice-chancellors, their deputies, principal of colleges and their deputies who understand the environments and requirements better to outsiders.

We have witnessed constant clashes between the Councils and the Vice Chancellors, leading tensions that frustrate learning and running of the institutions-extending to frustrating partners, joint programmes and student development.

There is too much external influence in who can become a senior manager at the universities, relegating Councils to mere conveyor belts in the management of universities. This has created the impression that the Councils, unlike boards of other Semi-Autonomous Government Agencies, cannot be trusted or are competent enough to be fully in charge of these academic institutions.

The Universities Act 2012 empowers universities as independent institutions to regulate their affairs in accordance with their independent ethos and traditions including in regard to- the promotion and preservation of equality of opportunity and access. The Act also requires Universities to preserve and promote the traditional principles of academic freedom in the conduct of their internal and external affairs.

Currently, University Councils under the Statue Law (Miscellaneous Amendment) 2018 Act were dethroned from advertising, interviewing and recommending for appointment top university managers.

Just like boards recruit chief executive officers guided by the various national public interest requirements and constitutional provisions, councils should be given mandate to recruit the top leadership for universities, as independent institutions.

It requires that university councils appoint the top managers in consultation with the education minister after a competitive recruitment process by the Public Service Commission (PSC). In the case of chancellors, the university senate will in consultation with key stakeholders identify suitable persons for appointment.

‘Five names shall be proposed to the Senate and submitted to PSC for shortlisting and identification of three suitable candidates ranked in order of merit.

Government should assist universities secure their properties including land assets, buildings and security of students in and around universities.

The Public Health Ministry should ensure the university environments meet basic requirements of health, as many of the institutions have run out of habitable public utilities in around classes and in the halls of residences.

Four years ago, Anthony Mwangi visited his now-business partner, Henry Guchu, and a container of honey in his office generated an investment idea that the two now boast of.

‘When I visited Guchu, my brother-in-law, he told me what I was seeing on his table was gold,’ Mr Mwangi says.

Mr Guchu, a lawyer, told him that local honey production only meets a fraction of its total demand. They saw an opportunity, which gave birth to Kijani Honey. They started a business of testing and selling honey.

‘We realised the major problem facing the industry is adulterated honey. Suppliers of quality honey also rarely meet the demand volumes,’ Mr Guchu says.

They first started conducting market research to understand the scope of production and quality.

‘We toured honey-producing regions, Ukambani, Baringo, West Pokot, Tanzania, among others,’ Mr Mwangi says.

During their visits, they never left the refractometer, a honey quality testing equipment, behind.

‘We got so many complaints and concerns about adulterated honey from consumers,’ he says.

They travelled to Tabora in Tanzania, where they drew key lessons on beekeeping, because most keepers there are large-scale and operate in public forests.

Armed with knowledge and skills, their journey in establishing Kijani Honey started.

‘We started with a 30-tonne consignment from Tanzania,’ Mr Guchu says, injecting Sh14 million as seed capital, money that was also used to set up a facility in Nairobi. ‘We got the funds from our savings.’

However, the journey was not easy. Understanding the import duties, taxes, and clearance procedures at the Kenya-Tanzania border, Mr Guchu says, was difficult.

Also, the stock run out after just one and a half years. That taught them a lesson.

Mr Mwangi says testing honey quality and ensuring customers have an all-year-round supply is key. Besides, Kenyan honey being produced in low volumes, with most of it adulterated, he also says it is pricey.

Quit employment

With continuous research and upscaling, they mastered how to maneuver in the honey industry. Now they have a facility at Jamhuri Show Grounds, Nairobi, for testing and processing.

Mr Mwangi resigned from the hospitality industry to give full attention to their business. He says he can now easily tell the best honey in terms of taste and even the corresponding age preferences.

He says honey from West Pokot, since beekeepers have not embraced modern beekeeping and are still harvested by burning using leaves, it is usually over-smoked.

Ukambani honey is a favourite for many people; it is pure and not over-smoked. The beekeepers there have adopted modern ways of beekeeping and harvesting. Ugandan honey, on the other hand, Mr Mwangi says, is nutritious as the region has many and different tree species.

Once the honey is received from Kitui, Kimana in Kajiado County, West Pokot, Kitale, Tanzania, Uganda, and the Democratic Republic of Congo (DRC, it goes through tests.

It is processed through pasteurisation, which includes heating it to above 50°C and allowing it to settle for a few days before sieving, value addition, and packaging. Mr Mwangi said they are keen on colour and taste.

A refractometer is used to measure the moisture content by detecting how light the honey bends through it. It converts this reading into a percentage of water, helping determine honey quality.

Good-quality honey, Mr Mwangi said, contains 17 to 20 percent moisture, while sugar concentration should be above 80° Brix.

‘If honey measures 80° Brix, that means it has roughly 18 percent water and is considered ripe, high-quality honey,’ he says.

They now test and process over 10,000 kilogrammes of honey per month. A kilo is sold between Sh800 to Sh1,000. They work with over 100 beekeepers, and a farmer is paid between Sh450 and Sh600 per kilo of unprocessed honey.

Having started with three workers, they now have 12 permanent employees and five on a casual basis. How have they managed to build a vibrant business? Mr Mwangi says, ‘We ensure we have enough honey for an all-year-round supply and conduct constant research to improve our products.’

Last week, we left the classroom and entered the battlefield; that chaotic space where African founders learn the real curriculum of leadership. This week, we step deeper into that learning. Because once you’ve recognised how formal education failed you, the next question is how to replace it. What does it take to learn in real time to build while being built, to teach while still learning?

Across coffee tables and co-working spaces, in WhatsApp groups and late-night calls, a quiet curriculum is taking shape. It has no exams, no degrees and no dean, but it forges something formal education never could, wisdom born from lived experience.

Every founder must become a lifelong student, and in Africa that learning must stretch from the first spark of a startup to the stewardship of legacy.

The startup stage is a crash course in humility. You learn by doing, by listening, by being wrong in public and showing up again the next morning. The world becomes your university, the market your examiner and every mistake a tuition fee.

Founders quickly realise they must treat failure as feedback, not verdict.

They seek mentors, swap insights, and build small tribes of trust where they can be honest about fear and fatigue. In these circles, emotional resilience is strengthened and social intelligence deepens.

When success finally arrives and the company begins to scale, the syllabus changes. The founder, who once did everything must now learn to lead others who can do it better. Leadership becomes less about control and more about coordination, turning chaos into coherence without losing the company’s soul.

Strategy shifts from survival to sustainability. This is where strategic clarity and spiritual grounding intersect. Decisions move slower but cut deeper.

At this point, mentorship and community become lifelines. Founders who invest in peer networks avoid the trap of isolation. They find wisdom in other founders’ stories, learning to spot blind spots before they become pitfalls. The humility to remain a student even at the top becomes a defining advantage.

As one founder said, experience doesn’t make you wise; reflection does.

Eventually, the baton must pass. The next generation the heir, the successor, the new steward steps into a legacy they did not build but must now preserve. No MBA can prepare them for that moment. They inherit more than profit; they inherit a story. That story must be reinterpreted for a new era.

Mary Waceke Thongoh-Muia often says unchecked entitlement erodes legacy faster than competition.

A wise founder steps aside not because they’ve run out of strength but because they’ve built others strong enough to continue. Letting go becomes the final module in the hidden curriculum the hardest, but the one that defines true leadership.

And now, as founders chart the next decade, a new teacher has joined the circle artificial intelligence (AI). For the first time, founders can learn from living data as quickly as they learn from lived experience.

AI is not here to replace intuition but to refine it; not to erase the human touch but to sharpen our discernment.

In the hands of a conscious founder, AI becomes an amplifier of wisdom a digital co-mentor that helps us see patterns faster, test ideas smarter, and scale systems ethically.

That is why African Founders Operating System with its emotional, social, strategic, spiritual and mindset dimensions matters more now than ever. It ensures that as technology accelerates us, humanity still anchors us.

Across startups, scale-ups and legacy enterprises, one truth connects them all: founders learn best by doing, failing, reflecting and now by integrating insight with intelligence, both human and artificial.

In truth, the classroom never left us; it simply moved. It now lives in conversations after midnight, in mentorship lunches, in podcasts and panels where honesty replaces theory, and increasingly, in the quiet guidance of digital systems that can mirror our decisions back to us.

Founders are teaching one another what our institutions could not; how to build without losing humanity, how to harness intelligence without surrendering integrity. That is the hidden curriculum in the education that prepares us not only to lead but to last.

This second part completes our reflection on the founder’s true education from the failures of the classroom to the revelations of the battlefield. Yet in many ways, the learning has only begun. What started as a conversation about gaps in our schooling has become a blueprint for a new kind of consciousness one that turns founders into teachers, and companies into classrooms.

The challenge ahead is not to abandon education, but to redesign it in our own image: practical, soulful and grounded in shared wisdom.

Because in the end, the founder’s greatest legacy will not be the company they build, but the minds and movements they inspire to keep learning with heart, with humility and with the help of every new tool, human or digital, that expands what it means to be wise.

Michael Anthony Macharia is a serial entrepreneur, founder of Seven Seas Technologies and Ponea Health

The Nairobi Securities Exchange has recorded back-to-back gains of more than 30 percent in 2024 and again so far in 2025, buoying investor confidence and lifting portfolio values.

But for those who stayed on the sidelines, is it too late to join the rally?

In this episode, NSE Chief Executive Officer Frank Mwiti breaks down the key drivers of the market recovery, where fresh opportunities remain, and what investors should watch as the momentum continues.

Make Money, a podcast series, hosted by Kepha Muiruri, from Business Daily Africa unravels ways to be financially savvy. Get practical tips and advice on how to increase your income, build wealth, and achieve financial freedom in Kenya. Whether you’re just starting out or a seasoned investor, we’ve got something for everyone.