Category: Business Daily

For thousands of Kenyan men who survive prostate cancer each year, one of the most difficult and less talked about struggles is how the treatments often leave disruptions to their sexual health: erectile dysfunction, low desire and a fragile sense of masculinity.

Some would argue that ‘sex is not something that is an absolute requirement for living,’ but more doctors and survivors are now keen on the quality of life after the disease.

Prostate cancer treatment forces patients to make tough decisions; to part ways with their prostate if they are to save their body, and their sexuality changes.

Luckily, doctors say, prostate cancer is an ‘old man’s disease’ that, on global averages, occurs in men above 70. However, Kenyans as young as 45 have been diagnosed with it.

Dr Carrey Abonyo, a urologist at the Kenyatta University Teaching, Research and Referral Hospital (KUTRRH), says men should not be afraid of prostate cancer treatment because of concerns over sexual health, because this can be treated after the cancer is gone.

‘There’s a wide range of options,’ he says. ‘But first you have to get well.’

So, what is the prostate, and why does it change a man’s sexuality once it is targeted?

‘It is a gland which is located in the pelvis; that is, in the lower part of our body, the hip region,’ says Dr Abeid Athman, a clinical oncologist who heads the oncology department at KUTRRH.

He added that the prostate is part of the urogenital system that links up with the kidneys, the bladder, and the penis.

‘The prostate gland is used in male activities like modifying the sperm to make sure they are fertile enough to sire children. They secrete some enzymes there. Also, it is a passage for urine.’

As men get older, he adds, the prostate gets ‘tired’. This will show up as phenomena such as a weak urine stream. A man who used to push out liquid powerfully at the urinal will start witnessing sluggish exits.

‘Then after that, the [man] cannot have like some good erections. This happens in some males,’ says Dr Athman.

The prostate may enlarge, and the cell division to power the enlargement may get faulty, leading to cancer.

When a man gets prostate cancer, he presents with various symptoms. One of the common ones is problems with the passage of urine. Sometimes the urine can run out uncontrollably (what is called incontinence).

Also, the prostate will start swelling.

‘As the cancer grows, it keeps on invading the organs surrounding it. It can sometimes go to the bladder. So, sometimes patients can come with blood in urine,’ says Dr Athman.

‘Also, remember that behind the prostate, we also have the rectum, where the stool passes. So, sometimes patients see blood in [their stool],’ he adds.

Should a man present these symptoms to a doctor, a prostate-specific antigen (PSA) test is done. If this antigen is found in high volumes, it can be a sign of prostate cancer.

However, a high PSA does not automatically mean cancer. Some men would have non-cancerous conditions like a benign enlarged prostate, an infection, or other prostate-related issues.

More tests are usually done, such as a biopsy, ultrasound, or MRI, to confirm the cancer.

If it is confirmed and found not to have spread to other parts of the body, such as the bones, spine, and lungs, urologists like Dr Abonyo are called in.

‘When the prostate cancer is confined to the prostate, the urologist comes in. So, our primary role is to treat prostate cancer through surgery with the intent to cure. So, we remove the whole prostate together with the accessory glands and what we call lymph nodes, so that we can remove the cancer. That’s the primary role of the urologist,’ says Dr Abonyo.

Besides removing the gland, they manage the effects that follow.

‘Sometimes a man may develop bladder issues [with] passing urine,’ he says.

Passing urine is affected because the surgery often removes one of the two ‘valves’ that control it.

‘Usually, there are two brakes. There’s one at the bladder, and then there’s one just below the prostate. They are called sphincters. During operation, one will definitely go, the one in the bladder. But the one below the prostate, ideally, it should not go. But sometimes it can be affected.

“This can be affected temporarily, whereby you have incontinence or an inability to hold your urine for a short period of time. And then after that, it resolves with treatment. But then there’s that one that is affected completely so that you’re not able to recover. So, that is a possibility,’ says Dr Abonyo.

‘But we usually do the surgery so that we plan not to have those kinds of issues. So, we take our precautions.’

Closely related to urinary issues are erectile problems.

‘It’s a possibility, especially if the prostate cancer is advanced. But we usually do our precautions so that we can preserve erections where possible,’ says Dr Abonyo.

‘So, we do our precautions, and we are able to preserve erections. I think so far, the cases that we’ve done at KUTRRH, we don’t have anyone who has had any incontinence, and erections are fairly good.

“They are able to maintain erections, maybe not to 100 percent, but to a good degree. There’s also what we call rehabilitation of the penis so that with time, erections improve with medication and also some exercise and physiotherapy,’ he adds.

Resuming intimacy

When is it safe to resume sexual relations after treatment?’

Dr Abonyo says there is no barrier other than the time needed to fully recover from the surgical removal of the gland.

‘I don’t think there’s a specific timeline, per se. But usually, just give yourself enough time for complete healing. I would give you maybe about several weeks, maybe around two months,’ he says.

However, the man will not be able to sire children after the treatment procedure.

‘After this procedure, men will not be able to conceive,’ he said. ‘It’s because some of the tubes that we call the vas deferens [the highway of sperms], we also remove those ones.’

‘It’s a very tricky balance. But most of the time, we have patients who are elderly, they’re not interested in having more children,’ Dr Abonyo says. ‘But we’d rather treat you and cure you rather than preserve your fertility, and you end up with a cancer that spreads.’

And while some men may consider extracting and preserving their sperms in fertility clinics in case they need offspring, Dr Abonyo said it is a problematic topic because ‘it has its own moral issues and ethical issues’.

‘That needs to be discussed with the patient,’ he says.

If a patient develops weak erections, the urologist said there is a raft of medications that can be prescribed to take care of the situation.

‘We give them for some time so that we rehabilitate your penis and, hopefully, you’ll be able to achieve quality erections,’ said Dr Abonyo.

With the treatment, he added, it is also possible for one’s manhood to shrink.

‘Because of the procedure, sometimes it can retract,’ he said. ‘It’s one of the side effects.’

Asked whether the shrinkage is permanent, he answered: ‘It’s usually as a result of what we call fibrosis. So, it’s more or less permanent.’

So, who is at risk of prostate cancer?

Dr Athman said those at the highest risk of getting it are relatives of men who have been diagnosed with prostate cancer before. If you have ‘two or three’ family members with prostate cancer, he said, you are at a high risk.

‘The other thing we see, like these are patients having a germline mutation (a change that occurs in the sperm or egg and is present in a person’s body from conception). We know that some cancers are being passed in the lineage.

“We call them germline mutations. So, if there is an error in the germline, like where the gene is created, it can be passed from one family member to another,’ noted Dr Athman.

The doctors said getting treated early is the way to go. Dr Abonyo insisted that they do everything to ensure a man’s sexual health is maintained.

‘We wouldn’t compromise your sexual health,’ he said. ‘We would want you to get rid of the cancer, as] there are other ways we can help you to be able to have intimacy later on.’

Crazy Kennar, born Kennedy Odhiambo, has built his reputation as one of Kenya’s sharpest and relatable comedic voices. His skits blend humour with social commentary, and he’s been vocal about his dream of winning an Oscar.

With Iscariot, his debut feature film released on YouTube on November 25, 2025, Kennar takes a bold step from short-form comedy into full-length cinema. The big question is, is this the beginning of that journey toward global recognition in film?

Iscariot is directed, written and produced by Kennar himself. The movie stars Yafesi Musoke and Celestine Gachuhi in the lead roles, with Faith Kibathi, Austin Muigai and Crazy Kennar also part of the cast.

The story follows a deputy principal whose seemingly perfect life unravels when his car gains sentience and begins blackmailing him, demanding a VIP upgrade in exchange for silence. The film mixes dark comedy and thriller elements.

The positives

What stands out first is the concept. A sentient car blackmailing its owner is both absurd and brilliant, and Kennar and his team commit to it fully. You can tell they had a vision and worked toward it.

The structure avoids spoon-feeding the audience, letting payoffs emerge naturally. That choice keeps viewers engaged and rewards attention.

The cinematography, while uneven overall, has moments of real strength. Night scenes inside and outside the car are handled with care, especially one sequence that will have people talking and another with headlights cutting through darkness, which look great. The lighting in these scenes creates atmosphere and tension, adding weight to what is presented on the screen.

The actors do a lot with the material and direction given. They bring energy and personality to their roles. Magdalene played by Celestine Gachuhi, though underwritten, is played with subtlety and presence.

Yafesi Musoke as Peter, the main character is overly dramatic/theatrical, but the story revolves around him and for the most part, he fully captures the essence of a man in conflict with himself.

Side characters, teachers, mechanics, and students add authenticity and make the world feel lived in. A garage scene, for example, feels distinctly Kenyan, capturing the humour and grit of everyday encounters.

The school and home settings are also believable, with costumes and production design grounding the story in reality.

Sound design has flashes of creativity with good music selsction. Certain choices, especially toward the end, have potential to shape mood through audio. Even if not consistently polished, the effort is visible.

I wouldn’t consider this a positive, but the movie is available for free on YouTube. So you have no excuse for not seeing it.

The negatives

For all its ambition, Iscariot struggles with execution. First of all, a very cool name, but the title card, even with the smart wordplay, is amateurish, this also extends to the closing credits.

Typography and design look clean but it’s uninspired, undermining the film’s attempt at professionalism. For a filmmaker aiming at the Oscars, presentation is king, and here it looks like it was put together by a film student.

Plot holes are everywhere. The ending, in particular, introduces a resolution to a problem that was never properly set up, leaving viewers confused. Magdalene’s arc feels like an afterthought, and her role could have added emotional weight if developed further.

The film also wrestles with its own metaphor. The cars are framed like visual metaphors, with the visual state of the cars, but the main car is given the treatment of a diegetic ghost. While it’s a brilliant idea, the inconsistency makes its role unclear for your everyday normal viewer.

Many scenes are theatrical, as if staged for a play rather than a film. Expressions are exaggerated, blocking is stiff, and the overall tone leans toward melodrama. On stage, that might work, on screen, it feels out of place.

Cinematography outside the stronger sequences is amateurish. Shots are framed without much creativity, sometimes even clumsily, like a moment where a character’s head is clipped off in the frame. The film misses opportunities to make the car feel larger-than-life or menacing through camera angles and composition.

Sound, too, lacks polish. While serviceable, it doesn’t have the punch or depth of professional post-production. Certain effects, like footsteps in the hospital, feel unconvincing.

Finally, pacing and editing drag the second act of the film. The second act meanders a lot as the writers try to be clever with slow reveals. Instead of building tension, the story becomes convoluted, and edits sometimes feel jarring. The payoff at the end doesn’t justify the detours.

There are small props issues, like the quality of the placard with the name of the school incredibly poorly done, even compared to what we see on the wall with the mission and vision of the school. The nameplate on the deputy’s desk makes me wonder why they didn’t go for the real wooden plates and other small things that pop up, which make the film feel unpolished and unrefined.

Conclusion

Iscariot is far from an Oscar contender, not yet. It’s rough, uneven, and weighed down by plot holes, theatrical performances, and technical flaws. I love the concept, the idea and the fact that Crazy Kennar is thinking beyond skits, and even if the film is far from perfect, it shows he’s serious about cinema.

There’s nothing quite like freshly-cut stems and fragrant blooming buds when it comes to adding life and colour to a space. Arranged well, they have this uncanny ability to boost the mood for any room and add a unique touch that never goes out of style. But it doesn’t come cheap.

Live floral arrangements are high-maintenance. They require time, effort, and a pretty penny, which is where the artificial flowers come in: You get all the joy of the real thing but without breaking the bank or your back for that matter.

As we get into the festive season, you might want to consider this alternative, not just for your decor, but also as a gift that will not wilt.

And maybe you’re there thinking, no way, those things are tacky. But the quality standards have gone up in recent years.

There is, for instance, this offering in the market called ‘real-to-touch artificials.’ These, unless you have a very good eye, are nearly indistinguishable from the real thing.

Capturing the attention of entrepreneurs everywhere, they have managed to transform the global artificial flowers market into a multi-billion dollar industry with projections that only point upwards.

Irene Nkatha, a flower designer who runs Zurie Crafts, is one such entrepreneur. She discovered these permanent botanicals while on the brink of losing a corporate marketing job.

‘I’d seen signs that my company was about to close down and was in the process of trying to figure out my next game plan, when I started observing this online trend where birthday parties were being styled,’ she says. ‘They’d moved away from just being about a simple cake to backdrops, balloons, and all sorts of themed parties.’

Applying research to this observation, she landed first on paper flowers. Armed with an artistic background, a knowledgeable friend, and a strong desire to make it work, she crafted her first flower ever and two weeks later got a baby-shower event.

‘The day after the event, I got a call from the lady in whose honour the baby- shower was thrown and she was almost in tears. Apparently, she’d been looking for someone who could make paper flowers for her baby’s nursery room and we’d gotten the colours exactly right, so she was calling to ask whether she could keep them.’

Bringing this stranger’s dream to life was the thing that stuck with Ms Nkatha and fueled her passion enough to launch her into modern floristry. There, she started off with fresh blooms but eventually, while seeking the convenience of not having to go to the market every so often, she stumbled upon silk flowers.

These, she discovered, were not only beautiful, they also made available a lot of variety and options that were not present in the fresh flowers market in Kenya. This, in terms of both flower types and colours.

‘In Kenya we are known mainly for roses. If I were to arrange a standard fresh flower bouquet today, it would have chrysanthemums (mums), maybe carnations, and some greenery, or baby’s breath. But abroad, for example, they don’t even use mums unless it’s for a funeral. They have flower farms that sell a lot of things that are not accessible to our local market,’ she reveals. ‘But with artificials, whether the flowers are in season or out, you always feel fine.’

Carving a niche for herself, Ms Nkatha now does floral installations for all kinds of spaces – homes, lodges, restaurants, studios, stores, you name it, and she does them on walls, ceilings, signages, as table centerpieces, even on cakes. She also rents out arrangements for all manner of events.

‘Now there is a global trend with artificials because the quality went up but also because of sustainability. People want something that can last,’ she notes.

‘And artificials really work for something like Christmas where you can pack up your garlands or your wreaths and reuse or repurpose them next time. I’m also seeing a lot of them during Diwali, especially flowers like Marigolds which don’t grow here, and during themed holidays like Mother’s Day.’

She also credits the growth to an increased appreciation for aesthetics.

‘There’s a boom in luxury. People are educated and are no longer what our parents were. Now there’s a deeper appreciation for fine things all around the world.’

The artificial flowers trend, according to the flower expert, received a fresh breath of life from the bringing-the-outside-in trend (bringing nature indoors), and from high-end fashion designers like Chanel who adopted and incorporated artificial blooms in their work.

‘All interior design trends are determined by the fashion industry,’ she says. ‘And then there came people like Kim Kardashian using paper flower walls as backdrops for product launches and it became a thing.’

Now her most frequent orders are for ‘backdrop flowers, welcome signages, and centerpieces for the home.’

Ann’s bold leap of faith

Elsewhere, when Ann Wakaimba opened Decor by Aimer just a year ago, she wasn’t sure how the market would respond to her bold leap of faith: premium lifelike artificial flowers priced between Sh15,000 and Sh45,000. But today, the young business is already carving a niche in Nairobi’s design market.

Though they stock an extensive range of decor pieces including vases, books, wall art, clocks, mirrors, furniture and kitchenware (from thermoses to wine glasses), flowers remain Decor by Aimer’s heart, accounting for around 30 percent of the total sales.

‘The flowers were there from the start,’ Ms Wakaimba says. ‘I started with my own tastes but with time, I’ve learned what people love and now I only pick what’s best.’

But why artificial flowers?

‘Being a mother, I realised that I didn’t have the time to take care of fresh flowers, so I ended up picking artificial because they are easy to maintain and don’t spoil,’ she says.

Still, she wasn’t interested in just ordinary faux flowers. Her shelves are lined with orchids that look freshly cut, tulips whose stems feel convincingly flexible, and roses that carry scented notes and even thorns.

‘At first, people hesitated at the price and would say they’re too expensive, but they have since come to appreciate the realness and uniqueness of the flowers. Those who understand the value are okay with spending a little to get it.’

With quality determining her pricing, Ms Wakaimba is deliberate in sourcing the best. She travels widely – to Turkey, Thailand, Dubai, even London, just to see what the global market is offering, before curating her own collection and placing her order in China, ‘the big market’.

To maintain exclusivity, she rarely ever imports in bulk.

‘Especially for unique flowers, I can bring only 10 pieces per flower and that’s it,’ she says. ‘If you bring say 1,000 pieces, everyone ends up with the same flower and then there is no uniqueness.’

Though she stocks a wide variety including hydrangeas, roses, and even shrubs, her best-sellers include orchids, lilies, and tulips, flowers she describes as being ‘in a class of their own.’

Her main customers are homeowners, particularly those who are looking for statement pieces for side tables, corners, or entryways where fresh flowers would wilt within days. She also sees churches go for the white arrangements to decorate their altars.

The shop sees a peak in sales during the festive seasons, particularly in December, when most people are revamping their houses and making them more beautiful for guests. And though her prices usually remain constant, the decor shop often runs promotional offers, sometimes from as early as November through to Christmas.

Of challenges, Ms Wakaimba cites damages. ‘This is mostly during transportation. They are very delicate, so it makes it very challenging,’ she says. ‘There is a time when I imported six orchids, and when they arrived, they were all broken.’

Still, she takes it all in stride, her philosophy staying firm. ‘When you put your mind to something, just go all in. Learn in the process, but don’t do it half-heartedly. Go fully.’

Pure love for flowers

For Armstrong Ngure Kiarie, the man behind The Flower Guy, an artificial flowers shop in Nairobi’s Stage Market, the appeal of the permanent botanicals lies in their unfading vibrancy, versatility, and their ease to work with.

‘People are lazy. They don’t want to take care of the real ones so they have really come to appreciate the artificial ones,’ he says.

‘With these, there’s no watering, no pruning, no checking up on them, you only have to dust them every now and then. You are also able to find the artificial form of a flower that would be otherwise difficult to get.’

Having started his business in November 2020 out of a pure love for flowers and all things landscape and interior decor, Mr Kiarie speaks of an exponential growth in the artificial market, which tends to peak in the holiday seasons.

‘At a time like now, there are many decorations that are going on. And with a lot of people wanting to take pictures, you find that the need and desire for backdrops, floral arrangements, and the general Christmas decor, has gone up.’

Still, it has not been without its challenges.

‘Pricing is a challenge because while there is a standard market price, some sellers lower their prices to levels that don’t even make sense.’

He has also struggled with coming to terms with copycats in the industry who can quickly turn a unique concept into something commonplace.

From inquiry to sales- driver

Miriam Nyambura Wambugu, owner of Shwan Decor, tapped into the artificial plants and flowers market following a query by a hotel-owning client. Today, while she sells other decor items, her imported plants make for 70 percent of all her sales.

‘My main buyers include resellers, the hotel industry, and salons,’ Ms Wambugu states. ‘And the plants that sell the most are the hedge panels, olive trees, and cherry blossoms.’

Already receiving bulk pre-orders for the festive season, Ms Wambugu is expecting a busy time ahead even as she continues to market her wares mostly online.

When it comes to the prices and affordability, Ms Nkatha suggests that while many people expect the man-made offerings to be cheap, they’re actually not, unless of course, the quality is wanting.

‘They’re expensive at first, but if you’re going to have them for a long time, you will return your money over and over again,’ she assures.

Often asked about which of the two is superior, Ms Nkatha says ‘Life these days is no longer about this or that, it’s about this and that. That said, the artificials borrow everything from fresh flowers and in that respect, the fresh flowers will always take the cake.’

Greece is Justine Kosgei’s, CEO of AAR Insurance, idealised destination, his ‘hidden gem’, the place he just can’t get enough of. If God made anything better than Greece, he kept it for himself.

But Kosgei also has a thing for Cape Town, where, ‘if I get some good money, I must buy an apartment.’ And he doesn’t bother with clothes, ‘Clothes are the same everywhere,’ he says.

What he wants is to get to the destination, feel the town, and satisfy his customary, if not cultish, love for greens, stewFor now, he makes do with an expansive office and its fish-eye sweep of the Nairobi skyline.

What never makes it to your CV?

I don’t put a lot of my hobbies on my CV. I love cars. I like the wide variety of cars, and it just shows you how dynamic the world is. I am also into running and golfing.

Did you grow up around cars?

I grew up admiring them. My dad had some old vintage cars back then. But I generally admired cars in newspapers and magazines because in the village we didn’t get to see the new variety of cars that we see now.

How did you pick up running?

Most of the world champions come from the school I went to, like Ezekiel Kemboi. Naturally, in our school, when we reported, we were supposed to run; it was a priority [chuckles]. I didn’t hate it or like it.

Later on, I valued being fit and the correlation between feeling great and fit, which is how you remain fresh and collaborative. 12 years back, I started working on products that combined wellness and health insurance and rewarding people, and I started creating running groups, and that’s how I became more involved in running.

I have an official running group that’s been there for about 10 or 11 years.

What’s something you know about running that an outsider generally wouldn’t?

It’s like life in a way; you do the pace the way you feel, and you have to be consistent to be able to achieve it. Sometimes you procrastinate about things, and wish you did it differently, so running for me is like life; if you fail to run, you feel like you’ve missed a lot, and when you run, you moderate how you put in your effort and how you measure your energy, when to accelerate or slow down, and the strategy you apply.

Sometimes people burn out because they start on a very fast pace for the first two or three kilometres and complain the rest of the kilometres [chuckles].

You’ve been doing this for a long time. Does running still surprise you?

Yes, there are days in which you come psyched up, and those are the days you thought you had all the energy, and you really don’t do as much. You can find that the weather is different or your body is not ready, but you have to remain focused on the goal.

Every run is a different experience. It’s just like golf; there are good days and some meh days. In our group, after every run, we have some tea in a restaurant, but there are people who go directly to the restaurant. Our goal is ‘Show Up’, and in life, I think that is the key: to show up and try something.

Is golf the final step toward becoming a CEO?

Interestingly, when I started running 10 years ago, my employer then gave me the opportunity to join a golf club, but I felt I was young, my children were young and I didn’t want golf to take too much of my time.

But I’ve come to learn golf is for everyone, I should have juggled golf and running and my life. There are many lessons for CEOs, because golf gives you lots of curveballs and tests your patience, grit, and willingness to expect the unexpected.

Golf teaches you that not every variable is under your control, but it’s how you respond to these elements that matters most. Mike Tyson said, ‘Everyone has a plan until they get hit in the face.’ [chuckles].

Are you a competitive golfer?

I am an average to good player, but I like to punch above my weight. I play with the pros who stretch me to my best level.

I have participated in so many tournaments, yet I have played for just a few years. I like to be among the top in anything I am doing, whether at work, in sporting activities, or whatnot.

Have you introduced your children to golf?

I have two boys and a girl, and they love golf, which they are also training for. My boys love football too, but they have been interested in golf since they saw me playing it.

What’s your top parenting secret for the festive season?

Being present for the kids. Across my career, I have spent a lot of time at work. I don’t think you can do a work-life balance, but you can blend or combine.

I realised that one of the best ways for my children to feel like I’m not working a lot is that I tend to work with them around me.

We travel together, if possible, I golf with them or get an activity for them when I am running, and I get to know their strengths, their weaknesses, what they’re struggling with, and how I can help them.

Which part of fatherhood is stretching you presently?

Haha! My firstborn is turning 13, and actually getting them to be their best, but you don’t know whether their best is to be like you? [chuckles]. I am pushing them to get their best grades, spend time off gadgets, and behave in a certain way.

What they want to be in life without you deciding for them is the most challenging part for any parent.

Do you have a family tradition for the holidays?

Where I come from, most Christmases, we have to be in the village all of us. It’s also the time we can identify children in the village who we need to support as they go back to school. Before or after that, we travel to other places now as a nuclear family.

What are you secretly good at?

I am very good at picking people who help me in one way or the other. I’ve probably mastered how to get more familiar with people quietly and build relationships that last really long.

What have you had to unlearn this year to become a better Justin?

I have seen situations where we have relied on data, but technology and data change so fast. I have learned that a skill you had six months ago might be obsolete six months later.

What has been this year’s most unexpected gift?

I won the CEO of the Year Award from ThinkBusiness. I thought that would happen three years down the line but it has shown me you don’t need to take a lot of time to be felt.

As a business, we have also grown; we are licensed now to do General Insurance in Uganda, car insurance in Kenya, and we have signed up partnerships in DRC.

When you look back over the year, what feelings come to you?

I am not quite emotional when it comes to work; I remain sober, listening and observing. The year has been rough for many sectors due to competition and economic factors, but I have seen people remain resilient and focused.

I am an optimist, and I do not allow emotions to cloud my judgment, but I remain positive even when people are too excited or not.

What is a personal resolution you made that you have kept?

To always get better. Not to stop doing something.

What have you gotten better at?

My work, my family, and my schooling. I have earned many certifications throughout my life, and I never want to stop.

Give me a holiday tip.

When you go for a holiday, rest. For me, I don’t overthink, I get there, enjoy myself, and relax. Whenever we go to a new country, when the people I have gone with are thinking of shopping, I feel that clothes are the same everywhere, so I will go to a restaurant and enjoy the view of the town. Enjoy the moment [chuckles].

Do you follow a diet on holiday?

I have the same diet everywhere. Whenever I travel, I like to have the same food that I do in Kenya, which is greens, stew and ugali or sometimes chapati. I try and recreate that everywhere I go, which is a challenge. [chuckles].

Earlier this month, KPMG in Africa published the 2025 KPMG Africa CEO Outlook, offering valuable perspectives from Africa’s CEOs on the economic landscape, advancements in technology and artificial intelligence (AI), talent management, and environmental, social, and governance (ESG) matters.

The report highlighted the remarkable resilience of Africa’s CEOs as they navigate an ever-changing business environment, underscoring their determination to guide their organisations towards sustained growth.

Africa’s CEOs are prioritising AI, with a quarter planning to invest over 20 per cent of their annual budgets in AI initiatives in the coming year. While they see significant potential for efficiency and returns, they are also aware of the ethical concerns and regulatory uncertainties that accompany AI adoption.

Similar to ESG, the adoption of AI places organisations in a globally connected environment where clear and consistent regulations benefit all stakeholders.

With geopolitics increasingly influencing how countries and businesses interact and compete, establishing robust AI regulation is now essential-not only to keep pace with technological change, but also to address the shifting global landscape.

According to the World Economic Forum’s Blueprint for Intelligent Economies, which was jointly developed with KPMG and released in January 2025, perspectives on AI vary from country to country.

The report outlines a framework designed to enable collaboration on AI issues among a range of stakeholders, including the private sector.

External audit plays a fundamental role in how organisations are perceived and in maintaining confidence in a country’s capital markets.

As AI becomes more prevalent, the nature of external audits is evolving to include assessments of AI-driven processes that impact financial reporting.

Auditors are increasingly requiring management to provide evidence of robust governance over AI systems, including thorough documentation of data sources, model architecture, validation procedures, and regular reviews.

With the introduction of AI-specific regulations, auditors will regard non-compliance with these laws as a significant regulatory and reputational risk. In instances where regulation is lacking or inconsistent, auditors may flag this as an environmental uncertainty, necessitating enhanced disclosures within the financial statements.

As nations recognise AI as a strategic asset, competition for AI infrastructure is intensifying, with those holding greater influence likely to set global standards, potentially leaving other countries exposed and disadvantaged.

Deploying AI at scale hinges on access to high-quality, well-governed data. The impact of AI extends to every stakeholder-including customers, regulators, employees, and investors-shaping how data is managed, fairness is upheld, and decisions are made.

Consequently, regulations that clarify data ownership, privacy, and cross-border data transfers have a direct effect on how organisations gather, store, and utilise information.

Where regulation is weak or inconsistent, this can result in fragmented systems, heightened compliance risks, and diminished confidence in AI-driven outcomes.

The EU, US, and China are rapidly advancing their own approaches to AI regulation. Should Africa remain on the sidelines during this process, the continent may be left with no choice but to follow externally imposed rules.

As a result, African businesses would be subject to standards that fail to account for the unique local context, leading to increased compliance expenses and stifling home-grown innovation under frameworks intended for more developed markets.

This scenario could also prompt investors to perceive Africa as a higher-risk, inadequately regulated region.

Although the responsibility for regulation ultimately lies with governments, the private sector moves at a pace much faster than governments, and their innovations outpace government’s understanding. It is therefore essential for business leaders to actively contribute to the development of AI regulations that facilitate cross-border activities and minimise compliance challenges.

If the private sector adopts a passive stance, it risks encountering difficulties in scaling AI solutions across different jurisdictions.

Robust, collaboratively developed regulation fosters public confidence in how companies deploy AI, safeguarding corporate reputation and strengthening enduring relationships with stakeholders.

In the absence of such regulation, organisations may find themselves vulnerable to cyber threats motivated by political interests, manipulation of AI models, and targeted influence campaigns.

For African organisations, AI is no longer a distant prospect but a pressing reality-driving operational improvements, workforce evolution, and sustainability initiatives. However, the effectiveness of AI adoption will rely heavily on the availability of quality data, reliable infrastructure, skilled personnel, robust governance, and strong regulatory frameworks.

Last week I highlighted the 157-year-old legacy of the Indian conglomerate Tata and Sons, founded by Jamsetji Tata in 1868 and now valued at $360 billion with 31 listed companies in its stable.

The entire group is estimated to have over 700,000 employees operating in more than 100 countries owning iconic brands such as the luxurious Taj Mahal Hotel in Mumbai, Jaguar Land Rover, Air India and Tetley Tea.

The holding company, Tata Sons, is 66 percent owned by the Sir Dorab Trust, the Sir Ratan Trust and a combination of other family trusts. Since the primary objective of these trusts is charitable, it is safe to say that 66 percent of this massive conglomerate’s profits flow back into communities in the form of philanthropic causes.

Established in 1892, the JN Tata Endowment was envisaged as a loan-scholarship to enable bright Indians to study abroad, sowing the seeds of Tata philanthropy. It supported future luminaries such as nuclear scientist Dr Raja Ramanna and former President of India K. R. Narayanan.

In 1898 Jamsetji pledged half his wealth to establish the Indian Institute of Science, a university of science in Bengaluru, which opened in 1911. It is India’s premier institute for advanced scientific and technological education and research, instrumental in nurturing India’s atomic energy and space programmes and remains among the world’s most premier institutions.

The trusts established the Tata Memorial Hospital for cancer research and treatment in 1941. Current health initiatives benefited 15.9 million people in 2020-21.

They are implementing a distributed cancer care model aimed at ensuring patients have access to a facility within a three-hour journey from home, such as through the Assam Cancer Care Foundation.

They also founded the India Health Fund to scale technology-led solutions for diseases like tuberculosis and malaria, including using artificial intelligence for X-ray diagnosis.

Outside of India, the trusts continue their legacy by setting up international centres to develop advanced technological solutions for India’s socio-economic challenges, such as the Tata Centre at the prestigious Massachusetts Instititue of Technology in the US as well as other research initiatives at London School of Economics and Cambridge University in the United Kingdom.

There is not enough space to cover other trust initiatives in poverty reduction, water and sanitation and agriculture. The upshot is quite simply that the trusts have one motivation: to better the lives of the communities in which they operate.

What can East African family trusts learn from this? They can emulate the impact of the Tata trusts by focusing on their unique organisational structure, commitment to ethical governance and strategic evolution of philanthropic practice.

One key organisational structure is where the holding company is majority-owned by a philanthropic trust (as the Tata Trusts own 66 percent of Tata Sons). This allows the wealth accrued from the business to be systematically channeled into social causes.

In keeping with optimal corporate governance tenets, such trusts should maintain a healthy “managerial distance” between them and the business operations to prevent capture and ensure efficient monitoring.

This involves a limited overlap between membership of the trust boards and the company boards. It also requires a clearly defined methodology for how the trusts nominate candidates to sit on the company boards, who may or may not be family members.

Another key success factor is trustee motivation. Tata trustees earn anywhere from $10 to $20 (Sh1,300 to Sh2,600) per annum in sitting allowances. Consequently, this ensures that only individuals who are motivated by impact and not money accept to sit on the board.

The Tata trusts took a strategic pivot in recent years, moving from being predominantly grant-giving entities to directly designing, piloting, and running programmes, thereby taking more ownership of programme outcomes. Today the trusts directly implement nearly 80 percent of their programmes .

The structure of the Tata trusts prevents private enrichment of family members, distinguishing them from family-run foundations that sometimes mix philanthropy with personal benefits.

Their charitable-only mandate has allowed them to become one of India’s largest philanthropic entities, with billions of rupees directed toward national development. If the goal of a family trust is to distribute wealth across generations, then a charitable trust is not the route. But if the goal is to create a multigenerational legacy of impact, then Tata offers a model worth emulating.

East Africa’s business families have an opportunity: to move beyond inheritance and build institutions that transform lives. The Tata trusts show that philanthropy, when embedded in corporate DNA, can shape not just companies, but nations.

Kenya’s agricultural sector is undergoing a significant shift as farmers, landowners and investors increasingly abandon traditional tenancy arrangements in favour of more structured and commercially viable farming agreements.

For decades, ordinary tenancies, simple, short-term and often undocumented, were the backbone of agricultural land use. But as agriculture becomes more capital-intensive, technology-driven and integrated into global value chains, these informal arrangements no longer meet the needs of a modern agribusiness economy.

Across the country, four models are gaining traction: crop-share agreements, long-term agricultural leases, joint venture (JV) farming arrangements, and profit-sharing partnerships. These structures are unlocking new value, attracting technical expertise, and offering landowners and operators a fairer, more balanced framework for collaboration.

Crop-share agreements are particularly popular in high-value sectors such as floriculture, horticulture, macadamia, avocado, and sugarcane. Rather than paying fixed rent, the operator shares an agreed percentage of the produce or revenue with the landowner, often a 70/30 or 60/40 split depending on contributions.

This model creates a win-win arrangement. Both parties share biological and market risk, including weather fluctuations, pests and shifting export prices. Because outcomes depend on productivity, incentives become aligned. Landowners benefit when yields improve, while operators avoid the cash-flow pressure of paying rent during periods of low production.

These agreements have also proven effective in farming systems where transparency, traceability and Environmental, Social, and Governance compliance matter, especially in export-driven horticulture.

On the other hand, long-term agricultural leases have emerged as the most bankable option for investors making significant capital commitments.

Modern agriculture requires substantial investment -specifically, irrigation systems, cold chain facilities, mechanisation, greenhouses and processing infrastructure. Investors cannot commit millions in equipment and inputs under short-term or informal tenancy arrangements.

A properly structured lease agreement provides predictable land tenure, protects investment and ensures a fair compensation regime for biological assets such as perennial crops, immature plantations and livestock. This legal clarity not only reduces disputes but also makes it easier for commercial lenders and private equity funds to support agricultural projects.

One of Kenya’s most notable examples is the leasing of State-owned sugar factories to private operators. These factories, many previously under receivership, have revived under long-term leases that align private capital with the sugarcane growth cycle. This demonstrates how leases can be used as a powerful tool to rehabilitate distressed agricultural assets while ensuring long-term sustainability.

And then there are the JV models that are increasingly favoured where both landowners and technical operators want to share in the upside of a commercial farming enterprise. Under a JV, parties pool land, capital, skills and technology in a structured arrangement with clear governance provisions.

This model is growing rapidly in floriculture, large-scale grain farming, dairy production, and integrated horticultural estates. It allows landowners to retain ownership while benefiting from modern agronomy and management systems. For operators, it provides security of tenure and the governance discipline needed for investment.

Furthermore, JVs also appeal to financiers and development partners because they deliver transparency, accountability and legally enforceable rights.

Lastly, perhaps the most transformative model is the profit-sharing arrangement. Here, landowners contribute land and sometimes capital, while operators bring technical expertise, labour systems and agronomic knowledge. Profits are then shared using an agreed ratio or formula.

This model has become popular because it rewards skill and ensures equity/fairness. It attracts young agripreneurs and experienced horticultural specialists who may lack land but have the expertise to drive productivity.

It also offers landowners an opportunity to earn more than fixed rent, especially where high-value crops or greenhouse technology is involved. Profit-sharing arrangements are especially effective in climate-smart farming, irrigated horticulture and orchard development, where expertise directly influences yield and profitability.

What these models share is a shift from transactional landlord-tenant relationships to strategic, long-term partnerships built on transparency, risk-sharing and mutual benefit. They reflect the realities of a modern agricultural economy where biological assets, climate pressures, global market demands, and investment needs require more sophisticated legal frameworks.

Kenya’s agricultural future will depend on partnerships that effectively balance land, capital and expertise in a fair and commercially sound manner.

The rise of structured farming agreements is a signal that the sector is maturing, embracing governance, sustainability, and investor readiness.

County governments owe Kenya Power Sh5.67 billion in unpaid electricity bills amid unsuccessful efforts by the utility to recover part of the debt and shore up its bottom line.

Disclosures by the firm shows that the amount was outstanding as at June 30 this year, making up nearly 15 percent of the total unpaid bill of Sh39.03 billion.

The debt has been growing over the years, prompting the Auditor-General to flag counties for the defaults which continue to hurt the State-owned electricity distributor’s efforts of driving its revenues.

Kenya Power has faced stiff opposition from counties in efforts to collect the money with some like Nairobi County retaliating by demanding billions of shillings for wayleave.

‘The receivables balance includes an amount of Sh5,679,805,786 due from county governments in respect of unpaid electricity bills from the 47 county governments which continue to accumulate. Management efforts to recover the amounts have not yielded favourable results,’ Auditor-General Nancy Gathungu says in review of Kenya Power’s performance for the year ended June 2025.

Kenya Power’s electricity revenues fell five percent to Sh219.28 billion while net profit tumbled by 18.7 percent to Sh24.47 billion in the year under review.

Kenya Power attributed the drops to a combination of the fall in revenues and reduced forex recoveries in a year when the shilling remained largely unchanged against the dollar.

Unpaid bills remain one of Kenya Power’s biggest headaches with counties disputing the amounts and others using un-orthodox means to ward off efforts to collect the debt.

For example, Nairobi County has on several occasions dumped sewage at Kenya Power offices and clamped its vehicles in a bid to force the utility firm to reconnect electricity despite accumulation of bills.

The ugly tussles have forced Kenya Power to reconnect electricity supply to the county government.

A scrutiny of the debt owed by 10 counties revealed a disparity of Sh2.37 billion with Kenya Power’s records showing an unpaid bill of Sh3.94 billion while the devolved units put the figure at Sh1.57 billion.

Kenya Power has severally enlisted the services of debt collection firms in a bid to recover unpaid bills. The firm disclosed that it transferred Sh5.69 billion worth of unpaid electricity bills to debt collectors in the year ended June 2025.

Mounting struggles to recover the unpaid electricity bills forced Kenya Power to write off a total of Sh19.28 billion as at June 2024.

The company further wrote to the National Treasury in the year ended June 2025, seeking permission to write off a further Sh4.19 billion in unpaid power bills accrued by deceased sole proprietors and untraceable and dissolved companies.

Tighter privacy regulations have turned the spotlight on digital credit service providers who have for years topped the list of violations of the Data Protection Act 2019.

A review of recent determinations by courts and the Office of the Data Protection Commissioner (ODPC) showed that digital lenders dominated the non-compliance list, also putting their regulator, the Central Bank of Kenya (CBK), in the spotlight.

Violations by digital lenders and other corporates have, in recent months, attracted millions of shillings in fines from the ODPC, with some attempts to challenge the sanctions in court falling flat.

This year alone, authorities have awarded more than Sh13 million in fines and damages to consumers who raised complaints against unwarranted contact or spamming from companies without their consent.

In one case, the High Court last month ruled in favour of the ODPC, which had fined digital lending firm Ceres Tech Sh2.6 million after three Kenyans filed a complaint over unsolicited promotional messages and calls.

This came just three months after the court threw out a petition by Mulla Pride, another digital lending firm, that sought to challenge a Sh2.9 million penalty from the regulator over the same offense.

These violations come even as regulators, including the ODPC, the Communications Authority of Kenya(CA), and CBK, stayed silent on the implementation of crucial policies on data minimisation, which are enshrined in the law and aimed at safeguarding consumers’ personal information.

The legal disputes have further raised concerns over the liability burden facing companies that process consumers’ financial transactions on one hand, and the role of the different regulators in implementing safeguards enshrined in data protection laws on the other.

In 2024, digital financial services providers accounted for a third of determinations issued by the ODPC from more than 5,000 consumer complaints.

The complaints included improper consent management, unsolicited communication, harassment of third parties, and aggressive debt collection practices.

At the centre of many of the formal complaints is the violation of data minimisation principles as stipulated in the Data Protection Act 2019, which requires companies to collect only the data that is necessary for their service delivery.

Data privacy advocates have raised concerns that the amount of data collected by companies, which range widely from the manual registration required upon entry into many buildings to personal data provided when applying for a digital loan, is excessive.

‘The principle of data minimisation, requiring collection and sharing of the personal information necessary for a specific, lawful, and clearly defined purpose, is one of the most fundamental safeguards in data protection law. Yet, it remains one of the least observed in practice,’ Mugambi Laibuta, a data protection compliance expert, said in a commentary published in the Business Daily last week.

‘The consequences are no longer theoretical. They are tangible, personal, and dangerous. The failure to apply data minimisation has exposed Kenyans to heightened risks,’ he added.

Mobile phone subscribers have also raised concerns over spamming from companies in sales and marketing promotions, and in some cases, doxing once their information is leaked to the public.

Data Protection Commissioner Immaculate Kassait last year flagged the rising cases of doxing following the Finance Bill protests, where some politicians saw private details, including their home addresses, spouses’ names, and children’s schools, leaked to the public.

Doxing refers to collecting and disseminating someone’s personal information to shame, embarrass, expose, or intimidate them. This information can come from private sources, but is often obtained from public records.

‘Is there any difference between a digital lender who bombards you with unsolicited messages and a Gen Z who bombards a private citizen with messages?’ Asked Ms Kassait during an address on the State of Data Protection in Kenya at the Strathmore Business School. ‘The principle is, it is still unsolicited, and it is still my private number.’

Financial services providers and fintechs have pushed regulators, including the CBK, ODPC, and CA, to allow them free hand to deploy technological features such as masking of mobile numbers during financial transactions to limit cases of data leakage and privacy infringement.

According to the 2024 banking sector innovation survey by the CBK, a substantial 34 percent of banks and 64 percent of microfinance institutions cited growing data protection and privacy risks as impediments to innovating new products and services.

According to the survey, one out of three institutions emphasised the critical need for robust regulations that would address cybersecurity threats and data privacy concerns.

‘This includes standards for data encryption, authentication, and protocols for handling sensitive information,’ states the CBK in its report in part.

Commercial banks have instituted data minimization in handling of consumer data in credit and debit card transactions as part of requirements by the CBK. Mobile service providers are also beefing up their digital security infrastructure to ensure consumers share as little personal data as possible when making payments.

Safaricom, which counts more than 30 million daily active users on M-Pesa, developed a tool in 2021 that masks users’ mobile phone numbers when making purchases through Till and PayBill numbers, but has been unable to deploy the feature due to regulatory restrictions.

In a change of tune, however, the CA, last week clarified that it welcomes such initiatives from service providers and signalled a willingness to okay its deployment.

‘With the rise of digital services, including e-commerce, privacy features such as number masking on mobile payment platforms are important for digital trust and consumer protection,’ stated the CA in a press statement.

‘The Authority reiterates its support for innovations that uphold privacy and undertakes to roll out privacy-enhancing features consistent with the law in partnership with industry stakeholders.’ It added.

This leaves the CBK as the State regulator that is yet to give a green light for the deployment of new technologies to enforce stricter standards for the protection of subscribers’ personal data, even as the regulator issues new guidelines for the financial services sector.

In August this year, CBK released new guidelines for non-deposit-taking Credit Providers that, among other things, stipulate adherence to the Data Protection Act, 2019, and that they obtain clearance certificates from the ODPC.

‘A non-deposit-taking provider shall, where applicable, develop an information and technology policy which shall at a minimum cover data encryption standards and guidelines, information security guidelines and application security,’ explains the regulations in part.

Other checklists for service providers when developing their IT systems include network access, password security for mobile applications and web platforms, and a backup policy.

As consumers turn to the legal system to address cases of personal data infringement and as service providers grapple with the cost of compliance, the ball is in the court of the CBK, which spans both fintech and banking sectors, to implement its own policies to safeguard consumers’ rights.

Kevin Mutiso, the chairperson of the Digital Financial Services Association of Kenya, told the Business Daily that the organisation is deploying a complaints portal to enhance internal oversight of the violations.

‘The portal will interlink the regulator and the businesses such that everyone has visibility of the complaints being lodged. We’re gearing up for rollout by June next year,’ he said in a phone interview.

In a more digitalised world, our personal data has become a valuable asset. Kenyans and people across the globe depend on digital platforms for almost all facets of everyday life, including mobile money transactions, internet banking, social networking, and e-commerce.

However, this digital transformation has significant risks. Cybercrime, identity theft, and data breaches are increasing, jeopardising both individual privacy and national security.

To protect everyone in the digital age, Kenya must urgently strengthen its cyber legislation and ensure its efficient implementation.

Kenya has achieved considerable progress in digital transformation. With about 40 million smartphone users and the majority of government services being available online, digital platforms have revolutionised service delivery.

Mobile money services, including M-Pesa, internet banking, e-commerce, and governmental platforms such as the E-Citizen, have streamlined daily life for millions.

However, this ease entails a vulnerability: extensive quantities of personal data are collected and kept digitally, sometimes without adequate protection. Cybercriminals exploit vulnerabilities in inadequate legal frameworks, attacking both people and organisations.

At present, Kenya has many legislative frameworks pertaining to cybercrime and data protection. The Computer Misuse and Cybercrimes Act (2018) and the Data Protection Act (2019), including the Computer Misuse and Cybercrime (Amendment) Act, 2024, which was recently signed by President William Ruto, provide a legal framework for addressing cybercrime and safeguarding personal data.

The Data Protection Act mandates that organisations manage people’s personal information with due diligence, get permission before data collection, and alert authorities of any breaches.

Although these pieces of legislation represent progress, enforcement continues to be a challenge. Many instances of data abuse and cybercrime remain unreported owing to insufficient knowledge, protracted legal procedures, or inadequate technological capabilities.

A significant issue is the vulnerability of sensitive information maintained by both private and governmental entities. Prominent examples in Kenya and elsewhere have shown that personal data, such as bank records, health information, and identifying details, may be compromised, disclosed, or exploited.

The consequences for people include financial loss, reputational harm, and even physical threat.

Widespread cyber vulnerability may erode confidence in digital services, hinder the adoption of e-governance projects, and weaken Kenya’s appeal to investors in the digital economy.

To tackle these challenges, numerous measures are essential. First, Kenya must enhance its cyber legislation to align with advancing technologies.

This includes explicit protocols for data collection, storage, and dissemination, rigorous sanctions for violations, and reporting obligations for entities managing personal information. Legislation must also tackle new dangers, like artificial intelligence-driven cyberattacks, ransomware, and deep-fake fraud.

Secondly, enforcement measures need enhancement. Law enforcement organisations demand specific training and resources to investigate and prosecute cybercrime efficiently.

Collaboration among government entities, the commercial sector, and foreign partners is crucial for monitoring transnational cyber threats. Public organisations should exemplify leadership by implementing robust cybersecurity protocols and aggressively safeguarding people’s data.

Third, public awareness initiatives are essential. A significant number of Kenyans lack awareness about the collection, storage, and possible use of personal data. Educational campaigns may enable consumers to make educated choices about online interactions, use robust passwords, evade phishing schemes, and report dubious behaviour.

Ultimately, cultivating a culture of responsibility in both government and industry is essential. Organisations must see data protection as a fundamental obligation, rather than a mere bureaucratic need. Proactive regulatory supervision, periodic audits, and stringent sanctions for non-compliance may bolster this culture.

In conclusion, Kenya is at a pivotal moment in its digital development. The prospects for innovation, financial inclusion, and service provision are substantial.

However, in the absence of robust cyber legislation and efficient enforcement, these prospects are compromised by escalating cyber dangers. Improving legislative frameworks, bolstering enforcement, fostering public awareness, and guaranteeing institutional responsibility are not only regulatory actions but also investments in trust, security, and the future of Kenya’s digital economy.

Safeguarding people’s data is essential; it is a moral and economic obligation that necessitates immediate intervention.