Category: Business Daily

There comes a point when the body stops negotiating. When the meetings, the adrenaline, the caffeine, the stoicism all fail to hide the truth. That’s when the soul steps in. Not with a shout, but with silence. It whispers: You cannot keep creating life while abandoning your own.

Last week, we spoke of burnout; that quiet rebellion of the body against a world that demands constant motion. But what happens after the collapse? After the public applause fades and the private exhaustion settles in? What happens when a founder finally faces the mirror and sees not a visionary, not a leader, not a fighter but a weary human in need of mercy?

This is where rest begins not as leisure, but as leadership. The soul demands what the body could not sustain: renewal, rhythm and realignment. Yet even here, the founder struggles. Rest feels unnatural in a world built on relentless productivity.

Stillness feels like failure. But recovery requires surrender. Healing begins the moment we stop trying to earn our worth.

The truth is, burnout doesn’t destroy ambition; it distills it. It strips away the noise until only meaning remains. The founder who rebuilds after collapse learns to lead differently slower, deeper, truer. They stop chasing validation and start cultivating vitality. They begin to understand that the most dangerous thing about exhaustion is not fatigue itself, but the illusion that it’s normal.

Across the continent, a quiet awakening is taking place. Founders are redefining success, choosing sanity over speed, longevity over limelight.

Some are restructuring their companies around balance. Others are integrating therapy, faith or silence into their routines. And some, after years of pushing, are simply learning to sleep again. Because sleep, for the exhausted soul, is not laziness but an act of resurrection.

Yet the hardest part of healing is unlearning. The founder’s identity is built on doing solving, fixing, moving. Rest requires listening, trusting, surrendering. That’s why the recovery journey is not a straight line. It moves in cycles: exhaustion, pause, reflection, renewal.

Each cycle brings new wisdom if we let it.

Emotionally, healing begins when founders reclaim their vulnerability. It’s saying, I am not okay, and realising that truth doesn’t make you weak, it makes you real. Socially, it’s rebuilding communities that allow honesty, not performance. The strongest founder is not the one who hides their wounds, but the one who leads with them.

Strategically, healing demands recalibration. You begin to prioritise sustainability over expansion, depth over scale. Decisions are made through clarity, not chaos. You stop reacting and start responding.

The company becomes quieter but stronger.

Spiritually, healing is a return to essence. You remember why you began. You realise your purpose was never profit; it was creation of value, of dignity, of legacy. And in mindset, healing is humility. It’s learning that stepping back is not stepping down; it’s making room for new strength to rise.

The rewired African Founders Operating System must now embrace this evolution, one that places restoration at the centre of leadership.

It must remind founders that no AI will fix emotional fatigue, no peer group will replace inner grounding, no distraction will restore peace.

Our new operating system must teach the art of stillness as strategy, empathy as structure and reflection as the highest form of intelligence. Because if the African founder is to build for decades, not seasons, their spirit must last longer than their startup.

We must create ecosystems that heal, as they grow mentorship circles that teach rest, investors who reward sustainability, boards that recognise human limits. Because a founder who is well builds differently.

And perhaps that is the next evolution of entrepreneurship on this continent, to build not just scalable companies, but sustainable souls.

To remember that no valuation is worth your sanity, and no legacy is worth your life.

There is an old myth in business that you must choose between greatness and grace. That you cannot lead fiercely and love gently at the same time. But the founders who survive the long road prove otherwise.

Their strength is not in their pace, but in their presence.

We are entering an age where leadership will not be measured by how much we build, but by how consciously we build it. Where balance will no longer be a buzzword, but a baseline. Where rest will be the new revolution.

Because when the soul demands rest, it’s not asking you to stop building, it’s asking you to start breathing again. It’s reminding you that your dream was never meant to cost your life. That legacy is not about immortality; it’s about integrity.

And when founders remember that, nations begin to heal too. The health of a nation is reflected in the peace of its entrepreneurs. And when its founders are whole again, Africa will rise not in noise, but in renewal.

Local power generation remained static for three years as demand for electricity rose, forcing Kenya Power to increase imports in a bid to avert widespread power rationing.

Official data shows that power generated from local plants has remained little changed at 12.57 billion kilowatt-hours (kWh) over the past three years.

Consumption meanwhile rose to 10.75 billion kWh last year from 10.32 billion kWh in 2023 and an average growth of 4 percent in the past three years.

This has forced Kenya Power to lean on Ethiopia and Uganda, to reduce the deficit with imports rising to 1.53 billion kWh from 337.5 million kWh in the same period. There has also been power rationing.

Increased consumption signals the budding economic activities and a growth in the number of customers linked to Kenya Power, as the utility firm comes under increased pressure to ensure a reliable supply.

President William Ruto early this month laid bare the country’s precarious state of electricity supply, as he sought to have Parliament lift a freeze on new Power Purchase Agreements (PPAs) imposed in 2018.

‘In Kenya, between 5pm and 10pm we have been forced to do load shedding. We have to shut off power in some areas to be able to power others because our energy is not enough,’ Dr Ruto said early this month.

Kenya Power is facing pressure to ensure that it provides enough electricity to support the country’s increasing economic activities, amid the rise in connections. The number of Kenya Power customers has crossed the 10-million mark from 8.89 million in the same period.

Consumption from large commercial and industrial, small commercial, domestic, street lighting and electric mobility hit all-time highs in the year ended June 2025, a clear indicator of Kenya’s expanding economic activity.

The local generation crisis has been worsened by a freeze which has left Kenya Power relying on existing plants and deepened reliance on Ethiopia and Uganda to ensure steady supply.

The freeze, imposed in 2018 and later extended by Parliament in 2023 pushed the Ministry of Energy and Kenya Power to warn of a looming crisis unless the ban was lifted.

MPs rescinded the ban last week paving the way for Kenya Power to onboard new power plants.

KCB net profit for nine months of trading ended September grew 3.4 percent to Sh46.02 billion, with the growth trailing rivals like Equity and Cooperative Bank.

The net earnings grew from Sh44.5 billion posted in a similar period a year earlier and came on the back of net interest income-which is mainly earned from loans- rising 12.4 percent to Sh104.34 billion from Sh92.8 billion.

The profit slowdown is linked to a decline in non-interest income and the absence of earnings from National Bank of Kenya (NBK)-a subsidiary KCB sold on May 30 this year to Nigeria’s Access Bank.

‘Despite a tough operating environment in all our markets, we have delivered a strong performance showing the resilience of the Group. We continue to execute our business strategy that is anchored on ‘Transforming Today Together’ and build an agile business that is targeted at transforming the lives of our customers and delivering value for our shareholders and all other stakeholders,’ said Paul Russo, chief executive officer at KCB Group.

Non- interest income fell by 10.1 percent to Sh45.09 billion, mainly on the back of foreign exchange trading income dropping 40.1 percent, to Sh8.24 billion from Sh13.76 billion.

The lender said digital channels helped ring-fence non-funded income which came under pressure from reduced foreign exchange earnings and decline in fees and commission from Democratic Republic of Congo’s subsidiary due to closure of branches in the eastern part of the country.

The review period saw KCB’s operating expenses rise 2.1 percent to Sh87.35 billion.

The marginal rise in expenses was on the back of staff costs rising by 7.3 percent to Sh31.49 billion and the provisioning for loan losses increasing by 2.6 percent to Sh18.25 billion.

Group non-performing loans (NPLs) ratio improved to 17.8 percent from 18.5 percent during the review period, when the stock of gross loans un-serviced for at least three months fell to Sh215.3 billion from Sh225.69 billion.

KCB linked the improved NPL ratio on loan recoveries and the sale of NBK to Nigeria’s Access Bank Group in a deal valued at about $106.9 million (Sh13.81 billion). Subsidiaries contributed 32.4 percent of the net profit during the period under review, down from 36.6 percent in the previous year.

The reduced share of subsidiaries’ contribution in net earnings came on the back of net profit from KCB Bank Kenya rising by 6 percent to Sh33.79 billion from Sh31.75 billion.

The most profitable business outside Kenya, TMB, saw its net profit fell 1 percent to Sh7.62 billion. Rwanda’s BPR posted a 16 percent rise in net earnings to Sh2.77 billion, while the Tanzanian unit posted a 15 percent rise to Sh2.35 billion. KCB Uganda posted a four percent rise in net profit to Sh1.37 billion.

The group’s Sh46.02 billion net profit means it is trailing its closest rival Equity Group, which posted a 32.6 percent in net earnings to Sh52.1 billion from Sh39.2 billion.

However, KCB Group chairman Joseph Kinyua said the lender is optimistic that ‘we will close the year strong’.

‘The group is well positioned to navigate the impacts in the operating environment to deliver the best outcome for all our stakeholders,’he said.

The High Court has declared the Isiolo County Appropriation Act, 2025 unconstitutional and nullified the county’s Sh7.3 billion budget, citing multiple violations of constitutional provisions on public participation and legislative process.

The judgment followed a petition by Speaker Mohamed Roba Koto and nine Members of the County Assembly (MCAs), who challenged the legality of the budget’s passage in July this year.

However, recognising the potential disruption to the county government’s financial operations, the court suspended the nullification order for three months to allow for corrective action. During this period, the county government must restart the budgetary process from scratch, this time ensuring full compliance with constitutional requirements. This includes conducting meaningful public participation across all wards, maintaining proper records of legislative proceedings and submitting verifiable documentation at each stage.

‘The Isiolo County Assembly and the County Executive Committee Member for Finance are directed to regularise the legislative process and re-enact the Isiolo County Appropriation Act, 2025 within the three-month suspension period, in strict conformity with the Constitution,’ said the judgment.

This temporary reprieve allows the county government to continue functioning while working to rectify the constitutional violations identified in the judgment.

The suspension recognises the potential chaos that could ensue if all county financial operations were halted abruptly, particularly regarding staff salaries and ongoing development projects.

The contested Act, published on July 25, sought to authorise the spending of Sh7.3 billion out of the County Revenue Fund.

The petition argued that the county government had rushed through the budgetary process without following proper procedures or consulting residents adequately.

The verdict exposed systemic failures in how the budget was prepared and enacted, highlighting the absense of crucial documentation that should have accompanied such a significant financial decision.

Central to the court’s decision was the finding that public participation – a constitutional requirement for all county budgets – had been reduced to a mere formality.

The county executive had allocated just three days for consultations across Isiolo’s 10 wards, an impossibly short timeframe given the county’s vast geography and low literacy rates.

‘This court is not convinced that the CEC Finance was , within those two days, and in the manner that it was done, was in a position to collect, analyse and effectively incorporate the views of the public,’ said the judge.

The court noted that public notices appeared only in newspapers, ignoring radio broadcasts -critical in a county where literacy levels stand at 49 percent, far below the national average of 82.9 percent.

‘As per county government’s current integrated development plan the county’s literacy level is at 49 percent against the National Average of 82.9 percent. Thus, the advertisement through the newspaper was inadequate in view of the prevailing literacy level,’ stated the court.

The judgment found the county officials had failed to produce authentic Hansard records, proving the budget had been properly debated in the assembly, submitting instead an uncertified document of questionable authenticity.

Critical minutes from committee meetings and attendance registers were conspicuously absent, leaving the court unable to verify whether proper legislative procedures had been followed.

The judge described these omissions as fatal to the budget’s legitimacy, emphasising that constitutional processes cannot be treated as optional formalities.

The case exposed deep divisions in Isiolo’s leadership. The respondents -led by Deputy Speaker David Lemnantile- claimed the petition was politically motivated, stemming from a feud between Speaker Roba and Governor Abdi Guyo.

However, the court rejected this argument outright. The judgment said that regardless of political tensions, constitutional compliance remains non-negotiable.

“This is not about political rivalry but blatant disregard for the law,” the court said in the verdict that reinforces Kenya’s constitutional safeguards on fiscal responsibility and citizen participation in governance.

It added: ‘The rule of law is not an option for those who govern and the governed. The moment any of the parties step outside it, injustice, anarchy and oppression are inevitable results’.

KCB Group and Equity Group were ranked among the top 10 banks in Africa, with high stocks of non-performing loans being the only blemish in their performance.

KCB was ranked third overall, while Equity was fifth in a ranking conducted by The Banker, a Financial Times publication.

The rankings are pegged on different metrics, including the size of a bank’s tier one capital, profitability, growth, liquidity, operational efficiency, return on risk and asset quality.

The two banks were among the top 10 banks on the continent in all metrics except asset quality.

The Banker defines asset quality as a measure of bad debts compared to the total loan book. The loan loss provisions made by a bank in comparison to its profitability are also considered in defining asset quality.

‘We have developed a model that scores and ranks banks in eight key performance categories, using 17 ratios, and assigns an overall best-performing bank score and ranking,’ said The Banker.

‘The model only uses performance ratios and year-on-year percentages and basis points changes, so the size of a bank has no influence on its best bank ranking position,’ added The Banker.

Guaranty Trust Bank of Nigeria, which also operates in Kenya, was ranked first, with Capitec Bank of South Africa second.

Commercial International Bank of Egypt, which entered Kenya in 2023 after acquiring Mayfair Bank, ranked fourth.

KCB and Equity outperformed larger banks on the basis of better financial ratios, ranking 13th and 15th on the continent based on the size of their tier one capital.

‘KCB, Kenya’s largest bank, posted a 54.9 percent increase in tier one capital in dollar terms for 2024, rising from 22nd to 13th place as a result,’ the publication said.

Equity’s tier one capital grew by 38.4 percent, resulting in its ranking 15th by size, up from position 19 a year earlier.

Equity ranked as the fastest-growing bank on the continent with a score of 8.31 against a maximum of 10. Growth is measured by changes in assets, loans, deposits and operating income.

KCB ranked second in terms of soundness and leverage metrics. Soundness refers to a bank’s capital level in relation to its loan book, while leverage is the ratio of total deposits to total loans.

KCB’s non-performing loans were Sh189.1 billion, accounting for 17.2 percent of its Sh1.09 trillion loan book, as at the end of June 2025.

Equity had Sh71.2 billion in non-performing loans, representing 17.5 percent of its Sh406.8 billion loan book during the same period.

KCB had set aside Sh12.4 billion in loan loss provisions as at June, while Equity incurred Sh7.3 billion in provisions.

Kenya’s banking industry has been struggling with piling bad loans, forcing banks to set aside huge loan loss provisions that are eating into their profitability.

Total non-performing loans stood at Sh672.6 billion as at the end of December 2024 and have since grown to Sh731.8 billion by August this year.

Banks have been taking an aggressive approach to collecting payments from defaulters, resulting in an increased number of court cases and engagements with auctioneers.

At the InsurTech Forum Nairobi 2025, one message was clear: Africa’s insurance and health sectors are emerging as global leaders in applying AI responsibly and inclusively.

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What was once seen as a futuristic vision is now a daily reality-health claims approved in minutes, AI tools detecting fraud before it occurs, and predictive analytics helping people stay healthier.

These innovations are not imported; they are powered by African data and infrastructure. As technology, regulation, and collaboration converge, Africa’s experience is offering lessons for other emerging regions.

With the continent’s digital foundations and regulatory clarity to scale AI responsibly already established, the task now is to connect what exists-to turn data into shared intelligence that builds trust and delivers tangible value to customers, companies, and communities alike.

Globally, insurers are learning to scale AI responsibly. Whether in Nairobi, Lagos, Johannesburg or the Gulf, most are still moving from pilot projects to production. What distinguishes Africa is the quality of its groundwork. Over the past decade, steady investments in mobile connectivity, digital-policy systems and claims automation have created clean, structured, interoperable data-exactly what AI needs to thrive.

These digital rails are now maturing into intelligent systems. Routine tasks such as claims validation, reconciliation and compliance checks can be automated, freeing human expertise for underwriting, customer care and innovation.

Data that once sat in silos is being analysed in real time to improve pricing accuracy, reduce fraud and anticipate client needs. Efficiency has become a gateway to intelligence.

Strong governance underpins this transformation. Kenya’s 2019 Data Protection Act gives citizens the right to human review of automated decisions, while the African Union’s 2024 AI Strategy embeds transparency and accountability into policy across member states.

These frameworks give boards and regulators confidence to scale innovation safely, proving that Africa’s AI revolution is being built on responsibility as much as speed.

Early evidence already supports this confidence. Across markets, insurers adopting AI for claims and risk management are reporting measurable results-lower loss ratios, faster processing times, and higher customer satisfaction.

In Kenya and Nigeria, claims that once took weeks are now settled within hours. Staff once tied up in manual verification are being redeployed to client service and analytics. These are not isolated examples, but signs of a deeper structural shift in how the industry operates.

The same connected data and technology driving operational efficiency is also transforming the purpose of health insurance. By linking medical, behavioural and financial information securely, insurers and health partners move from paying for illness to investing in wellness.

In Kenya, health insurance is already managed in real-time, enabling insurers to design more personalised products, reach new market segments faster and operate with greater efficiency and profitability.

In Rwanda, predictive algorithms trained on antenatal-care data now flag high-risk pregnancies early, enabling targeted interventions that save lives.

In Uganda, image-analysis tools detect malaria parasites with expert-level precision, expanding diagnostic capacity in rural clinics. In South Africa, AI-powered wellness programmes guide members toward preventive habits, showing early evidence of major cost savings in chronic-disease management.

Read: Kenya moves to regulate artificial intelligence amid rising use

Across other emerging markets-from the Middle East to Southeast Asia-insurers are starting to adopt similar models, proving that connected data and responsible AI are becoming universal enablers of more resilient, customer-centred health systems.

AI will not replace Africa’s insurance systems; it will make them smarter. Africa’s story is no longer one of catching up-it is one of contributing to the global standard for how technology and governance can advance together to strengthen an industry and serve society.

Pieter Prickaerts is CEO of CarePay (m-Tiba in East Africa), a next gen health insurance platform and partner for insurers and TPAs to enter new segments and markets profitably.

Ayisi Makatiani is CEO and Co-Founder of Caava Group, an AI-driven InsurTech ecosystem that leverages connected data platforms to help insurers expand, digitise, and grow profitably across Africa.

Investor wealth at the Nairobi bourse has slipped back from its record high valuation of Sh3.044 trillion, after investors sold shares in large companies to lock in the profits they booked during the price rally of the first week of the month.

The market closed at a valuation of Sh2.969 trillion on Wednesday, representing a decline of Sh74.5 billion compared to the all-time high that was recorded on November 6.

This was the first time that the NSE had crossed the Sh3 trillion mark, having been on a sustained rally since last year that was boosted this month by positive corporate financial announcements by key companies including Safaricom, Equity Group and Co-operative Bank of Kenya. Increased demand for shares by local investors also boosted the market.

‘The retreat can be attributed to profit-taking, especially on blue chip stocks which led the rally. After a strong run-up in prices earlier in the month, some investors likely booked profits by selling off shares, putting downward pressure on the overall market valuation, coupled with portfolio readjustments,’ said Melodie Ndanu, an analyst at Standard Investment Bank (SIB).

“Additionally, the global market, especially the US, has seen some volatility over the past few days, due to concerns about hefty valuations on AI stocks and uncertainty around a Federal Reserve rate cut in December. Therefore, there could be some exposure calibration in stock holdings in response to this, coupled with geopolitical and policy developments.’

Banks stocks in particular have been subject to the profit taking, with Equity and KCB seeing their share prices fall back to Sh64 and Sh65.50 from all-time closing highs of Sh69.75 and Sh70 per share respectively on November 7.

This has translated to an erosion in valuation of Sh21.7 billion to Sh241.5 billion for Equity, and Sh14.5 billion for KCB to Sh210.48 billion.

Safaricom closed at a price of Sh29.40 on Wednesday, giving the company a valuation of Sh1.177 trillion, coming down from a three-year high price of Sh30.50 per share seen on November 3, which translated to a valuation of Sh1.221 trillion.

Despite the minor price correction however, the Nairobi Securities Exchange remains on course to beat other asset classes in returns this year, having gained 53.1 percent or Sh1.03 trillion in market cap since the beginning of the year.

This has put it ahead of other assets such as bonds, whose capital gains in the secondary market this year have peaked at about 22 percent.

Meanwhile, interest rates on new bond issuances have fallen to about 12 to 14 percent, down from the highs of between 14.5 percent and 18.5 percent on infrastructure bonds, that were issued in 2023 and 2024.

Rates on Treasury bills have meanwhile fallen to between 7.7 percent and 9.4 percent, from highs of 17 percent in August 2024.

Other financial assets such as fixed cash deposits are paying investors 7.63 percent in annual interest, while those holding dollars as assets have had a flat return, due to the shilling/dollar exchange rate remaining largely unchanged at about Sh129.24 in recent months.

The 2025 Global Social Progress Week, convened by the International Panel on Social Progress (IPSP), was more than an exchange of ideas; it was a mirror reflecting the state of humanity’s collective ambition.

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As leaders, researchers, and practitioners from across the world gathered to co-create pathways toward a more equitable and sustainable future, a clear message emerged; true progress extends beyond economic growth, it must be grounded in human dignity, inclusion, and shared purpose.

At a time when societies are grappling with inequality, economic fragility, and eroding trust in institutions, the concept of social progress offers both a framework and a moral imperative.

It reminds us that prosperity without fairness is fragile, and innovation without empathy is hollow.

For Africa, this vision is especially urgent. The continent’s youthful energy, creativity, and resilience are unmatched, but structural barriers could still limit opportunity and widen social schisms.

Across the sessions, participants reflected on the need to redefine progress in ways that value care, inclusion, and interdependence as much as efficiency and profit.

The idea of social progress is not abstract; it is about aligning economies with the well-being of people and the planet. For Africa, this requires new thinking that integrates economic progress, social policy, environmental stewardship, and inclusive governance into one holistic development agenda.

African nations are already demonstrating what this can look like in practice.

From fintech startups in Kenya expanding access to financial services, to digital innovation hubs in Nigeria helping young people hone tech skills, and growing creative and technology enterprises in Ghana driving new jobs. Progress is being redefined from the ground up.

These initiatives highlight that the path forward is not about importing models, but about unlocking home-grown solutions and scaling the lessons they offer.

One of the strongest themes emerging from the week was the importance of moving from policy declarations to tangible action.

Too often, social progress remains a concept discussed in forums rather than a lived reality in communities. To make progress real, policies must translate into better livelihoods, stronger public systems, and inclusive spaces for participation.

This means recognising that local actors, youth networks, women’s cooperatives and grassroots innovators are not just beneficiaries of progress, but agents of transformation.

Investing in their ideas and ensuring that development processes are participatory and accountable is central to making progress sustainable.

For Africa, this shift requires a deeper focus on translating research and data into relatable narratives that inspire action.

Social progress in Africa must be built on the principles of equity, access, and opportunity. While economic growth remains important, the question is whether it leads to better education, health, environmental security, and human potential.

Across the continent, innovative models are already bridging this gap. Programmes supporting smallholder farmers, expanding access to renewable energy, and empowering young entrepreneurs are redefining what prosperity looks like.

The International Panel on Social Progress (IPSP)’s global call to action and collective intelligence for action resonates deeply with Africa’s development realities.

The continent’s progress depends not on isolated interventions, but on networks of collaboration that connect governments, researchers, private actors, and communities. Africa’s diversity is its strength; the challenge is to convert that diversity into unity of purpose.

Africa’s population is young, ambitious, and ready to lead. Yet, structural inequalities continue to constrain participation and opportunity.

Social progress, therefore, must mean more than job creation, it must involve empowering young people to shape the systems that govern their lives. Similarly, women remain at the heart of community resilience, innovation, and social cohesion.

Strengthening their access to resources, education, and leadership roles will multiply the continent’s collective gains. Inclusion is not a token gesture; it is the foundation of stability, creativity, and growth.

If there is one thing that Aziz Fazal, the CEO of Fazal Luxury Boutique Boss, could talk about for hours, it is men’s fashion.

He has been in business for 45 years and one thing he has noted is how suits have changed.

The BDLife meets him dressed in a reversible cashmere jacket, polo T-shirt, tech-wool trousers and sneakers, all from Hugo Boss, an outfit that could easily be worn to a board meeting or business lunch.

‘This is what modern dressing is all about. The attributes of the traditional suit have changed. Everything has moved into a new, modern, easy, flamboyant, casual style,’ he says.

Today’s man is swapping double-breasted blazers for tech-wool jackets, silk ties for open collars and silk shirts and leather oxfords for sneakers.

Once upon a time, the Kenyan man wouldn’t dare show up to a meeting without a full suit, starched shirt and polished oxfords.

Today? He’s pairing a tech-wool blazer with sneakers and still commanding the room. Suits tailored rigidly, with shiny lapels and strict formality are no longer in high demand. The shirt worn under the suit is also different.

In the 1970s, the look was bold, with wide lapels, flared trousers, and form-fitting silhouettes. By the 1980s, men wanted to appear strong, so suits had padded shoulders, single-pleated trousers and boxy jackets that mirrored corporate ambition.

The 1990s saw the introduction of slimmer silhouettes and shorter jackets. Then came the 2000s, when comfort took centre stage, casual Fridays became the norm, and elegance leaned toward minimalism.

‘Then came the pandemic. The business of suits disappeared overnight. Everyone moved into loungewear and jogging attire,’ Mr Fazal says.

After the pandemic, rules changed.

‘People wanted elegance, but not the kind that feels stiff. That’s how the suit found its new form,’ he says.

Today’s professionals pair denim trousers with polo T-shirts, layer tech-wool blazers over crewnecks and complete the outfit with sneakers. In Mr Fazal’s eyes, the modern suit is not dead, it’s just more human.

‘This is what modern dressing is all about. You can look smart without feeling overdressed. The fabric has to flow with your life,’ he says.

He notes that most of his clients now prefer neutral tones, such as ash grey, stone, camel and midnight blue, with fewer patterns and simpler textures.

‘People have become more toned down in their choice of clothing. It’s about easy fabrics, neutral colours, and a sort of sophisticated elegance. The trending shades for 2025 are sable green, pearl white, light rust and ash grey. For formal looks, parliament blue and earthy tones remain popular,’ he says, adding that the stiff, heavily structured suits of the past are now reserved for ‘very serious men who have to wear Neapolitan cuts’.

When it comes to fabric, cotton-linen, wool-silk and tech-wool blends now dominate the racks, chosen for their comfort, breathability and versatility. ‘These are the most in-demand fabrics right now because they’re comfortable, durable and sophisticated,’ he says.

But the suit has not died. The Fazal family has been in the fashion business for over 75 years, and at their shop the art of the suit still carries an air of ceremony.

‘We start with the fabric,’ Fazal says. ‘Then we decide on the lining, the buttons and the other details. If you want a blue suit with a shocking yellow lining, why not? A made-to-measure suit is like wearing a second skin. Everything must be impeccable: the fabric, the cut, the finish.’

Although technology has made production faster and easier, Mr Fazal insists that craftsmanship remains paramount.

‘We keep up with global fashion trends, but we never compromise on tailoring. That’s what has kept us relevant for seven decades. There’s now a high demand for fabrics that don’t crease or stretch and move with you. That’s where technology in fabric design comes in,’ explains Mr Fazal.

He points to Dressletic wool, a new textile that is as flexible as sportswear.

‘You could jog in it,’ he says, smiling. ‘That’s how far men’s suits has come.’

This shift toward accessibility and mood is less about intimidation and more about quiet confidence. ‘The Kenyan man doesn’t want to scream with his clothes anymore. He wants to express calm authority,’ he says.

Younger people have also not ditched the suit. According to Mr Fazal, his youngest clients are in their 20s, entering the job market and young entrepreneurs keen to stand out.

‘We’re seeing lots of young men who appreciate a well-made suit. Kenyan culture still values presentation. A suit still says, ‘I’m ready’,’ he says.

However, they wear the suits differently. They are mixing formal and casual elements, wearing blazers with jeans, polo t-shirts instead of shirts, and swapping leather shoes for sneakers.

‘Social media has played a huge role,’ notes Mr Fazal. ‘When you look at red carpet events in Hollywood or Paris, you’ll see the same shift. Kenya is simply aligning with that global movement.’

So, is the traditional suit on its way out? Mr Fazal pauses. ‘We already have signs that the conventional suit is a thing of the past.’

‘Soon we will have no suits. The jacket is being replaced by the overshirt. Trousers now have elastic waistbands and drawstrings. Polo t-shirts are replacing shirts, and ties are becoming obsolete. Sneakers are the new dress shoes. We’ve been in this business for 75 years and if there’s one thing we’ve learned, it’s that style never stands still,’ he says.

Small Claims Courts (SCC) have helped free Sh21 billion back to the economy since its establishment in 2021, Chief Justice (CJ) Martha Koome has said.

Speaking when she opened the third annual SCC symposium, Justice Koome said the billions freed has helped support traders, farmers, micro-entrepreneurs and small and micro-economies across the country.

‘By offering simple, affordable, and expeditious mechanisms for resolving everyday disputes, the SCC represents a profound shift toward people-centred justice,’ she said.

The courts were introduced as part of plans to reduce the case backlog, which has bogged down the Judiciary over the years. The adjudicators handle cases valued at less than Sh1 million.

SCCs are meant to hear simple cases like sale and supply contracts, debt recovery, loss and claims from personal injury, among others.

The cases should be finalised within 60 days of filing, and the hearing is conducted on a day to day basis until the matter is determined.

Parties appearing before the SCC are not required to adhere to strict observance of technical procedures and a party can choose to represent themselves as the process is easier to follow.

Justice Koome said that during the last financial year, more cases (158,357) were filed as compared to 41,524 that were filed in the previous financial year. The CJ added that in the last financial year alone, the courts resolved 155,227 cases.

To make the courts work better, Justice Koome appointed a committee chaired by High Court Judge Anthony Mrima, which will propose amendments to the SCC Act and its Rules to harmonise inconsistencies, clarify jurisdictional boundaries, ‘and ensure the court remains faithful to its founding philosophy’.

She said among the issues to be addressed by the committee are conflicting interpretations on the jurisdiction of the court, the filing of complex commercial matters and contradictions between the Act and Rules, which she noted had created uncertainty.

‘For decades, many Kenyans were effectively locked out of the justice system because pursuing claims was prohibitively expensive and procedurally intimidating. The SCC was created to bridge this access gap by offering a simplified, affordable and expeditious avenue for resolving minor civil and commercial disputes,’ she said.

Justice Koome added that the courts were meant to reclaim justice as a public good, demystifying legal processes and ensuring that the Judiciary is a partner in the everyday struggles of citizens.

‘These numbers tell a powerful story. Behind every case resolved lies a trader who recovered payment for goods supplied, a farmer who enforced a small contract, or a micro-entrepreneur who was protected from exploitation. In every instance, the SCC has demonstrated that justice can be delivered expeditiously, affordably and fairly,’ she added.

‘…the Standing Committee will propose the development of Small Claims Appeal Rules to simplify and expedite appeals to the High Court,’ she said adding that the committee will also develop a standard judgment template to facilitate ‘on-the-spot’ delivery of decisions, mirroring successful models from other jurisdictions such as Zambia.

The CJ noted that the Milimani SCC remained the busiest, registering 120,914 cases, representing 76 percent of all filings. This was followed by Eldoret with 5,394 cases, and Nakuru with 3,665.

Justice Koome said the bulk of matters, approximately 79 per cent, related to debt recovery, underscoring the court’s critical role in sustaining Kenya’s commercial ecosystem and supporting small and medium-sized enterprises.