Category: The Citizen

In the dynamic landscape of global education, certain institutions emerge not just as providers of learning, but as pioneers reshaping how we perceive and access quality schooling. Smartious Homeschool Global stands as a testament to this evolution – a remarkable journey that began in the heart of East Africa and has since expanded its reach across continents.

This article traces the rise of Smartious, from its foundational vision through its strategic growth to its present-day commitment to delivering elite, personalised education to a global student body. The story of Smartious Homeschool Global is rooted in the personal observations of its founder, Alfred Ouko, a dedicated Mathematics and Physics teacher. In 2018, while still an undergraduate at the University of Nairobi, Alfred recognised a significant gap in the educational system.

He watched capable students fall behind in classrooms that couldn’t move at their pace – held back by rigid structures, location constraints, or scheduling conflicts.

What began as one-on-one home visits in Nairobi’s Parklands neighbourhood quickly evolved into a more structured approach. Alfred’s model focused on building genuine subject confidence rather than mere exam memorisation.

As demand grew, he recruited subject specialists, insisting every teacher hold a degree in their field – a standard that laid the groundwork for Smartious’s reputation for academic rigour.

Scaling the Vision: The Edtech Transformation

As the tutoring base grew through Alfred’s undergraduate years, Smartious recognised the potential of technology to widen access to quality education. The institution built its own Learning Management System – the virtual backbone that today enables live interactive sessions, recorded lesson libraries for flexible review, and adaptive tools like the Mshauri AI tutor, available to students 24/7.

This technological leap let Smartious significantly expand its curriculum offerings. Beyond its original tutoring focus, the school began delivering full programmes for internationally recognised qualifications: Cambridge IGCSE, Cambridge A-Level, Pearson Edexcel, the International Baccalaureate Diploma, and the American High School Curriculum with Advanced Placement. Crucially, it also integrated the Kenya Competency-Based Curriculum (CBC), serving both local and diaspora Kenyan families.

Global Expansion: Crossing Borders and Continents

Smartious’s growth trajectory soon transcended national borders. Its flexible, high-quality offering resonated with Kenyan and African diaspora families in the UAE, UK, USA, and Canada – families seeking curriculum continuity for their children through international relocations. This organic demand fuelled rapid global expansion, establishing Smartious as a genuinely international player.

Today, Smartious serves families across more than a dozen countries on five continents, with a strong presence in high-visibility hubs – from Nairobi (Kenya) and Dubai (UAE) to Johannesburg (South Africa), Seoul (South Korea), and Ho Chi Minh City (Vietnam). This widespread footprint reflects Smartious’s ability to deliver consistent educational standards globally.

Smartious at a Glance

A few verifiable figures from the school’s own reporting help put its growth into perspective:

The story of Smartious Homeschool Global is rooted in the personal observations of its founder, Alfred Ouko, a dedicated Mathematics and Physics teacher. In 2018, while still an undergraduate at the University of Nairobi, Alfred recognised a significant gap in the educational system.

He watched capable students fall behind in classrooms that couldn’t move at their pace – held back by rigid structures, location constraints, or scheduling conflicts.

What began as one-on-one home visits in Nairobi’s Parklands neighbourhood quickly evolved into a more structured approach. Alfred’s model focused on building genuine subject confidence rather than mere exam memorisation.

As demand grew, he recruited subject specialists, insisting every teacher hold a degree in their field – a standard that laid the groundwork for Smartious’s reputation for academic rigour.

Scaling the Vision: The Edtech Transformation

As the tutoring base grew through Alfred’s undergraduate years, Smartious recognised the potential of technology to widen access to quality education. The institution built its own Learning Management System – the virtual backbone that today enables live interactive sessions, recorded lesson libraries for flexible review, and adaptive tools like the Mshauri AI tutor, available to students 24/7.

This technological leap let Smartious significantly expand its curriculum offerings. Beyond its original tutoring focus, the school began delivering full programmes for internationally recognised qualifications: Cambridge IGCSE, Cambridge A-Level, Pearson Edexcel, the International Baccalaureate Diploma, and the American High School Curriculum with Advanced Placement. Crucially, it also integrated the Kenya Competency-Based Curriculum (CBC), serving both local and diaspora Kenyan families.

Global Expansion: Crossing Borders and Continents

Smartious’s growth trajectory soon transcended national borders. Its flexible, high-quality offering resonated with Kenyan and African diaspora families in the UAE, UK, USA, and Canada – families seeking curriculum continuity for their children through international relocations. This organic demand fuelled rapid global expansion, establishing Smartious as a genuinely international player.

Today, Smartious serves families across more than a dozen countries on five continents, with a strong presence in high-visibility hubs – from Nairobi (Kenya) and Dubai (UAE) to Johannesburg (South Africa), Seoul (South Korea), and Ho Chi Minh City (Vietnam). This widespread footprint reflects Smartious’s ability to deliver consistent educational standards globally.

Smartious at a Glance

A few verifiable figures from the school’s own reporting help put its growth into perspective:

The Court of Appeal has concluded a long-standing government house dispute between former senior police officers Suleimani Kova and Godfrey Nzowa, confirming that Mr Kova was qualified and entitled to purchase the house located in Sekei, Arusha.

However, the court gave Mr Nzowa victory on one point after setting aside the order requiring him to pay Mr Kova $200 per month, stating that the intermediate profits claim was not proved by sufficient evidence.

The decision was delivered on Wednesday, July 22, 2026, by a three-judge panel comprising Justices Gerald Ndika, Omar Othman Makungu, and Mustafa Ismail, in an appeal filed by Mr Nzowa against Mr Kova, the Permanent Secretary in the Ministry of Works, and the Attorney General. The judges decided, after reviewing 10 grounds raised by Mr Nzowa challenging the High Court judgment that gave Mr Kova victory in the ownership dispute.

The court stated that, except for the ground on the $200 monthly payment, the other grounds of Mr Nzowa’s appeal lacked merit and were dismissed.

How the dispute started

The dispute concerned a government house known as House Number 203 or 140, located on Plot Number 40, Block 3, Sekei, in Arusha.

Mr Kova and Mr Nzowa were police officers serving in similar positions before swapping duty stations in 2001.

Whilst Mr Nzowa was serving in Kigoma, Mr Kova was in Arusha.

After the transfer, Mr Nzowa moved to Arusha whilst Mr Kova was posted to Kigoma.

Mr Nzowa arrived in Arusha on January 1, 2002, and the handover took place on January 8, 2002, involving the government house occupied by Mr Kova.

When the government began selling some of its houses to public servants, Mr Nzowa claimed first right to buy the house as he had relocated to Arusha.

However, Mr Kova successfully bought and registered the house under his name, prompting Mr Nzowa to challenge the legality of the sale in court.

Process began in 2001

The Court of Appeal rejected Mr Nzowa’s contention that identifying eligible public servants began after the President’s speech on May 1, 2002.

The court stated evidence showed the process commenced in 2001 following Cabinet Circular Number 7, which ordered the listing of houses recommended for sale alongside public servants living in them.

Judges stated the President’s speech was the climax of implementing a decision already made by the government, not the start of the identification process.

On that basis, the court agreed Mr Kova was qualified to buy the house as he lived there during initial identification.

The court also rejected Mr Nzowa’s argument that Mr Kova submitted false occupancy information or that the sale agreement was void.

Mr Nzowa offered property in Kigoma

Mr Nzowa claimed he was never officially offered another government house at Heri Avenue in Kigoma.

However, the court established that documents showed he was offered the opportunity on June 17, 2002, and reminded on January 9 and October 4, 2004, before the offer was cancelled due to non-response.

Mr Nzowa secured victory on the $200 monthly payment. Mr Kova initially claimed $400 per month in lost rent due to Mr Nzowa’s continued stay, which the High Court reduced to $200.

The appellate court quashed the order, stating Mr Kova failed to provide evidence like tenancy agreements or market value documents.

The court confirmed Mr Kova’s purchase was valid and ordered each party to bear its own costs.

Tanzania’s senior women’s national football team, Twiga Stars, delivered another encouraging performance ahead of the 2026 Women’s Africa Cup of Nations (WAFCON) after holding Ghana to a goalless draw in an international friendly in Morocco on Tuesday.

The result offers a timely confidence boost for coach Bakari Shime’s side as they complete their preparations for the continental showpiece, which kicks off on July 26 in Morocco. Tanzania will compete in a challenging Group B alongside defending champions South Africa, Côte d’Ivoire and Burkina Faso.

Twiga Stars produced a disciplined defensive display to frustrate one of Africa’s traditional powerhouses, with Ghana dominating possession but failing to find a breakthrough against Tanzania’s organised backline. The Black Queens controlled much of the match and dictated the tempo from the opening whistle, but they struggled to convert their superiority into meaningful scoring opportunities. Tanzania remained compact throughout the contest, limiting Ghana’s attacking options and forcing them to settle for efforts from less dangerous positions.

Whenever they regained possession, Twiga Stars looked dangerous on the counterattack, using their pace and teamwork to keep Ghana’s defence alert. Although neither side created many clear-cut chances, Tanzania’s defensive resilience ensured the match ended in a goalless stalemate.

The result provides valuable encouragement for Twiga Stars just days before their WAFCON campaign begins. Tanzania will open their Group B campaign against South Africa on July 27 before facing Burkina Faso on July 31 and concluding the group stage against Côte d’Ivoire on August 4.

For Ghana, the draw exposed the need for greater attacking efficiency despite their dominance in possession. The Black Queens will now turn their attention to Group D, where they are set to face Cape Verde, Cameroon and Mali in what is expected to be another competitive section.

Elsewhere, Côte d’Ivoire returned to winning ways with a hard-fought 1-0 victory over Mali at the Berrechid Municipal Stadium, bouncing back from their recent defeat to Ghana.

The decisive moment came in the 42nd minute when GrSce Ruth Sery capitalised on a scoring opportunity, firing home the only goal of the match to hand the Elephants a morale-boosting victory.

Mali responded strongly after the break, applying sustained pressure in search of an equaliser, but Côte d’Ivoire defended resolutely to preserve their slender advantage until the final whistle.

Tanzania has highlighted significant progress in foundational learning, attributing improved pupil performance and higher enrolment to innovative early childhood education programmes.

The country presented its experience alongside South Africa, Ghana and Zambia at the third Foundational Learning Exchange (FLEX) conference in Malawi, where participants shared successful approaches to improving the quality of early learning.

Tanzania’s National Coordinator for Pre-Primary Education and Foundational Learning at the Ministry of Education, Science and Technology, Mr Julius Swila, said enrolment in pre-primary education had risen to about 77 percent from 47 percent a decade ago, reflecting improvements in teaching and learning. He said the government had invested in innovation, including the rollout of digital learning resources and the implementation of the Quality Early Learning Package (QELP), a learner-centred programme supported by the World Bank.

Speaking at the conference, Mr Swila said the programme encourages children to learn at their own pace through play-based teaching, helping them build literacy and numeracy skills.

“Play-based learning allows children to explore, imagine and develop essential skills naturally,” he said. He said the approach integrates local and modern games, stories, songs and dances to create an engaging learning environment, while teachers receive continuous training to strengthen play-based teaching methods and move away from rote learning.

The government has also supplied schools with teaching manuals, storybooks in Kiswahili and English, educational toys and visual learning materials to support classroom instruction and children’s cognitive development.

According to Mr Swila, the initiative has improved children’s readiness for primary school and strengthened the foundation for better performance throughout their education. However, he said sustained progress would require increased investment in foundational learning to ensure more children enrol, remain in school and achieve better learning outcomes.

The three-day conference, organised by the Government of Malawi in collaboration with the Association for the Development of Education in Africa (ADEA), brought together education ministers, senior government officials, researchers, development partners and other stakeholders.

It is supported by the World Bank, the Gates Foundation, the Hempel Foundation, the UK’s Foreign, Commonwealth and Development Office (FCDO) and Human Capital Africa.

Passengers using Zanzibar’s newly launched electric buses will pay fares through a fully cashless smart card system managed by digital financial services provider Mixx, marking a significant step in the islands’ drive to modernise public transport.

The payment platform was unveiled on Thursday, July 23, alongside the launch of the ZanBus electric bus project by President of Zanzibar and Chairman of the Revolutionary Council, Dr Hussein Ali Mwinyi.

Speaking at the launch, Dr Mwinyi said the project reflects the government’s commitment to building a modern, safe and environmentally friendly public transport system while accelerating the transition to clean energy. “The launch of this electric bus project is part of our commitment to building a modern, safe and environmentally friendly public transport system. We pledged to introduce electric public transport to reduce environmental pollution while providing better services to our people,” he said.

Dr Mwinyi said the initial rollout marks the beginning of a broader plan to expand the fleet to 500 electric buses as part of the government’s long-term ambition to transition public transport to electric mobility.

“Ultimately, we aim to achieve a zero-emissions transport system, protect the environment and transform Zanzibar into a modern city offering quality services to its citizens,” he added.

The project is being implemented by the Zanzibar Social Security Fund (ZSSF), which describes the investment as a long-term initiative expected to improve public transport while supporting sustainable economic growth.

ZSSF Managing Director Nassor Shaaban Ameir said the project goes beyond improving commuter services by promoting technology adoption, environmental protection and economic development.

“The ZanBus project is a long-term investment for the people of Zanzibar. Beyond improving public transport services, it will accelerate technology adoption, protect the environment and stimulate economic growth,” he said.

Under the new system, passengers will no longer need to carry cash. Instead, they will use smart cards integrated with the Mixx digital payments platform, allowing them to pay fares electronically.

Mixx Chief Operating Officer Arnold Ngarashi said passengers will be able to top up their cards using mobile phones or through the company’s network of nearly 20,000 agents across Zanzibar.

“In today’s digital economy, modern public transport cannot operate effectively without a modern payment system. Through Mixx, passengers will be able to top up their smart cards easily using their mobile phones or through our network of nearly 20,000 agents across Zanzibar,” he said.

Mr Ngarashi said the platform is expected to improve revenue transparency, enhance the passenger experience and create opportunities to integrate additional digital services into the transport sector in future.

He added that Mixx’s involvement reflects the company’s commitment to expanding digital payment solutions across key sectors of the economy, including transport, commerce and public services.

Mr Ngarashi also said sister companies Yas and Yas Fiber are working with the Revolutionary Government of Zanzibar to strengthen the islands’ digital infrastructure, including Yas Fiber’s planned investment of about Sh300 billion to expand fibre-optic connectivity across Zanzibar.

Dodoma Regional Commissioner Rosemary Senyamule has commended the National Bank of Commerce (NBC) and its partners for completing preparations for the seventh edition of the NBC Dodoma Marathon, saying the event has grown into a major sporting, tourism, and economic attraction for Tanzania’s capital.

Senyamule made the remarks yesterday after receiving the official marathon jersey from NBC officials during a ceremony held at the regional commissioner’s office, ahead of the race scheduled for July 26 at Jamhuri Stadium.

The event is expected to be officiated by Prime Minister Mwigulu Lameck NchembaThe ceremony was attended by senior regional government officials, including Acting Regional Administrative Secretary Mwajabu Nyamkumora, while the NBC delegation was led by Head of Communications and Public Relations Godwin Semunyu.

Representatives from strategic partners GSM Group and Vodacom Tanzania also attended.

Senyamule said the successful preparations demonstrate the increasing stature of the marathon and its contribution to positioning Dodoma as a destination for major international sporting events.

She highlighted the social impact of the marathon, noting that funds raised through the event support initiatives aimed at reducing maternal and newborn deaths, financing life-saving heart surgeries for children, and strengthening the Bone Marrow Transplant Fund for children living with sickle cell disease.

‘Beyond being a sporting event, the NBC Dodoma Marathon has become an important platform for supporting critical social causes while promoting the growth and development of our city,’ said Senyamule.

The Regional Commissioner added that the marathon has become one of Dodoma’s biggest annual economic activities, creating opportunities for businesses in accommodation, transport, food services, retail and tourism.

Meanwhile, NBC’s Head of Communications and Public Relations, Godwin Semunyu, confirmed that all logistical and operational preparations for the marathon had been successfully completed, with runners competing in the 5km, 10km, 21km, and 42km races already arriving in Dodoma ahead of Sunday’s event.

Winners of the men’s and women’s full marathon categories will each receive Sh11.5 million, while athletes who break last year’s course records will earn an additional Sh5 million performance bonus.

He said NBC had prepared additional activities to enhance the marathon experience, including the Dodoma Wine Festival on July 24, the marathon expo on July 25, and entertainment featuring leading Tanzanian artistes, including Marioo.

‘Our goal is to ensure the marathon creates lasting economic benefits for Dodoma while providing participants and visitors with a memorable experience,’ said Semunyu.

In last week’s article, I argued that liberalisation did not eliminate the role of government; it changed it. The challenge is no longer whether government should intervene in markets, but how and when.

No sector illustrates this dilemma better than agriculture.

Agriculture remains Tanzania’s largest employer and the principal source of livelihood for millions of rural households. Yet no issue generates more political debate than the price farmers receive for their crops. Every harvesting season, the same question resurfaces: should government determine what farmers are paid, or should prices be left to the market?

The answer requires both history and economics.

For many years after independence, producer prices for major export crops were administratively determined. Cooperative unions and marketing boards became the exclusive buyers of crops such as coffee, cotton and cashew nuts. Their responsibility was to purchase produce from farmers at official prices before selling it on domestic or international markets.

The policy sought to protect farmers against exploitation and unstable world prices. In principle, it was a noble objective. In practice, however, official producer prices were often set above what marketing institutions could sustainably afford. Cooperatives were required to purchase crops at government-approved prices even when export markets could not recover the costs. The predictable result was mounting financial losses, delayed payments, heavy borrowing and, eventually, the collapse of many cooperative unions.

The lesson was clear. Good intentions cannot repeal economic realities.

Market liberalisation introduced an important change. Private buyers entered the market and competed with one another. Farmers could sell at the farm gate, receive immediate payment and choose the buyer offering the best combination of price and convenience. Competition created incentives for efficiency throughout the marketing chain.

Yet, over time, elements of centralised marketing gradually re-emerged.

Today, several cash crops are marketed primarily through Agricultural Marketing Cooperative Societies (AMCOS) and the Warehouse Receipt System (Stakabadhi Ghalani). Farmers deliver their produce to designated warehouses and receive warehouse receipts. The crops are later auctioned to licensed buyers, after which farmers are paid. Government also announces indicative prices intended to guide the market.

The Warehouse Receipt System has important strengths. It improves grading and quality control, enhances traceability, strengthens farmers’ bargaining power and can produce better prices when international demand is favourable. Collective marketing also reduces opportunities for dishonest traders to exploit isolated farmers.

These are significant achievements that should not be dismissed.

However, no marketing system should be judged solely by its intentions. It should also be judged by the incentives it creates and the choices it leaves to farmers.

Many farmers require immediate cash after harvest to repay seasonal loans, pay school fees, purchase farm inputs or meet household expenses. Under warehouse marketing, payment often depends on the completion of auctions and administrative procedures. Even relatively short delays can impose severe financial hardship on households with limited savings.

Equally important is the question of competition.

When farmers are required to market through a single institutional channel, competition among buyers is inevitably reduced. The very essence of a liberalised market is that buyers compete for farmers’ produce-not that farmers compete for access to a single marketing system.

This does not mean the Warehouse Receipt System should be abandoned. On the contrary, it remains an important marketing option for farmers who believe collective marketing offers them better returns.

The real policy question is whether it should be the only option.

A more balanced approach would allow different marketing systems to coexist.

Farmers who prefer warehouse marketing should continue to use it.

Those who prefer immediate farm-gate sales to licensed private buyers should equally enjoy that freedom.

Competition between marketing systems may ultimately benefit farmers just as competition between buyers benefits consumers.

Some may argue that unrestricted farm-gate buying risks side-selling, tax evasion or deterioration in product quality. These concerns are legitimate, but they can be addressed through licensing, quality standards, inspection and effective regulation rather than by eliminating competition altogether.

Government’s responsibility is to establish fair rules for all participants, not necessarily to prescribe a single marketing model.

The objective of producer price policy should therefore extend beyond announcing indicative prices. It should focus on creating markets in which farmers enjoy genuine choice, prompt payment, transparent pricing and healthy competition among buyers.

Experience around the world shows that prosperous agriculture depends less on governments fixing prices than on governments investing in rural roads, storage facilities, irrigation, agricultural research, extension services, market information and access to finance. These measures raise productivity and strengthen farmers’ bargaining power without suppressing competition.

Producer prices are ultimately a symptom of the efficiency of the entire agricultural marketing system. When markets function competitively and transparently, prices are more likely to reward productivity while remaining sustainable for buyers and exporters alike.

The challenge, therefore, is not to return to the administrative controls of the past, nor to embrace unregulated markets without safeguards. It is to design institutions that preserve competition while protecting farmers from genuine market failures.

In next week’s article, I turn to the consumer side of the equation. Why does government regulate fuel prices, bus fares and other essential services? Where is the line between protecting consumers and distorting markets? And, why should government protect competition rather than competitors?

Those questions are becoming increasingly important as Tanzania continues its journey toward a modern and inclusive market economy enunciated in its Vision 2050.

The Nyanzaga Gold Project is already delivering jobs, business opportunities and government revenue well before commercial gold production begins, according to Sotta Mining Corporation Limited Country Manager Isaac Lupokela.

Speaking ahead of the 5th Local Content Compliance Forum in Mwanza, Mr Lupokela said the project’s impact is already evident through contracts awarded to Tanzanian companies, employment opportunities and partnerships with local institutions.

“The real impact of Nyanzaga is already visible in the businesses winning contracts, the thousands of people earning incomes and the partnerships being built with Tanzanian institutions,” he said. “This demonstrates that mining can create broad economic opportunities long before the first gold is produced,” he said.

The project, which is expected to pour its first gold in the first quarter of 2027, has injected Sh457.7 billion into the Tanzanian economy between July 2024 and March 2026, he said.

Of that amount, Sh371.6 billion was spent on goods and services procured from Tanzanian suppliers, benefiting local contractors, transport companies, manufacturers and service providers.

More than 3,600 people are currently working at the mine site in Sengerema District, Mwanza Region, with the majority of employees being Tanzanians, many recruited from surrounding communities, according to Mr Lupokela.

The company said it has also paid Sh60.7 billion to the government in taxes and other statutory payments, while employees have received Sh25.1 billion in wages and benefits. It added that community investments are supporting local development projects.

Construction of the mine is about halfway complete following an investment of around $250 million.

Developed through a joint venture between Perseus Mining, which holds an 80 percent stake, and the government of Tanzania, which owns the remaining 20 percent, Nyanzaga will become Tanzania’s first major new gold mine in nearly two decades.

Once operational, the mine is expected to produce gold for at least 16 years from estimated reserves of about four million ounces, generating long-term employment, procurement opportunities and government revenue.

Sotta Mining is using this week’s Local Content Compliance Forum to showcase its approach to local procurement, workforce localisation and collaboration with government as part of efforts to strengthen local content in Tanzania’s mining industry.

. Tanzania-based Koncept AI Academy has expanded its regional footprint by taking its artificial intelligence (AI) capacity-building programme to Rwanda, where it conducted a high-level executive masterclass to help hospitality leaders harness AI to improve business performance.

The programme brought together hotel owners, general managers, heads of department and senior executives from leading hospitality establishments across Rwanda.

Participants explored practical applications of AI in hotel operations, customer experience, marketing, revenue management, productivity and strategic decision-making. The Rwanda engagement marks another milestone in Koncept AI Academy’s drive to expand practical AI education beyond Tanzania as organisations across Africa increasingly adopt digital solutions to remain competitive in a rapidly evolving global economy.

Alongside the executive training, the academy used the visit to strengthen partnerships with key institutions in Rwanda, including Mount Kigali University, Royal FM, Paramount Kigali Hotel and stakeholders within the Rwandan government.

According to the academy’s statement availed to The Citizen on Wednesday, July 22, 2026, the engagements are intended to lay the foundation for broader collaboration in AI education, digital transformation, innovation and institutional capacity development, while supporting wider adoption of emerging technologies across the continent.

The expansion into Rwanda forms part of Koncept AI Academy’s long-term strategy to establish itself as a regional hub for practical AI training.

Through executive masterclasses, institutional capacity-building programmes and specialised AI transformation initiatives, the academy aims to bridge the gap between emerging technologies and their practical application across African industries.

Its programmes target executives, entrepreneurs, professionals, educational institutions and public sector leaders, equipping them with the skills needed to integrate AI into their operations, improve efficiency, create new business opportunities and prepare organisations for future technological change.

Speaking about the academy’s regional ambitions, Koncept Group founder and chief executive officer, Dr Krantz Mwantepele, said the organisation’s vision extends beyond national borders.

‘Our vision is bigger than one country. Through Koncept AI Academy, we are taking practical AI education and transformation across Africa and beyond. We want to empower leaders, businesses, institutions and governments with the knowledge and capabilities they need to compete in an AI-driven future,’ he said.

Dr Mwantepele said Africa should play a leading role in shaping the future of artificial intelligence rather than remaining merely a consumer of the technology.

‘Africa must not just consume AI. Africa must lead it. The continent has the talent, ambition, creativity and opportunity to become an active architect of the global AI future. Our mission is to help turn that potential into practical impact,’ he said.

They have heard about an opportunity and know you might know someone who can help. Maybe it is a job, a client, or an introduction to someone in your professional network. Whatever it is, they ask you to put in a good word.

Your first instinct is probably to help. For many of us, that is what we have been taught to do. If you have managed to get your foot through a door, you are expected to hold it open for the people coming behind you.

Maybe you have worked with this relative before. Maybe you have watched them lose interest halfway through projects, arrive late one too many times, or take opportunities for granted. You know they are capable, but you are not sure they are consistent. And if they disappoint the person you introduced them to, your name becomes part of that story too.

When we put this question to our community, the responses showed that this is not really a conversation about jobs or business connections. It is a conversation about loyalty, trust, and where we draw the line between supporting our families and protecting the reputation we have worked hard to build.

What you said

When we asked what you would do, the responses fell into three categories:

* Make the introduction. Family comes first.

* I worked too hard for my reputation.

* I will get back to you. ??

The poll itself was divided, but the comments were even more interesting. People were not arguing about whether family matters. Almost everyone agreed that it does. The disagreement was about what helping should actually look like.

Different ways of looking at it

‘Family is family’

‘Your coworkers won’t bury you, it’s the fam… arrange that intro my guys.’

For some people, the answer was simple. If you have access to opportunities that someone else in your family does not, why would you not help?

It is a way of thinking that many of us grew up with. Success is not seen as something that belongs to one person. It is something you are expected to share. So when a relative asks you to make an introduction, saying no can feel selfish, even when you have genuine concerns.

‘Where were they when I needed help?’

‘When I needed help walikuwa wapi?’

Others saw it very differently.

Some people pointed out that family support is not always mutual. There are relatives who only reach out when they need something, or who expect access to your network without recognising how much work went into building it.

That can create resentment. Not because you do not want to help, but because the relationship starts to feel one-sided. When support only flows in one direction, saying yes becomes harder every time.

Helping is not the same as carrying someone

‘Better those who ask for help to get employment. There are those who just want frequent handouts because they can’t be bothered to work.’

This comment touched on something important.

Most of us are happy to help someone who is willing to put in the effort. The hesitation usually comes when we are being asked to create opportunities for someone who has not shown they are ready for them.

We do not often think about recommendations this way, but every recommendation is a reflection of your judgement. When you introduce someone, you are quietly telling another person: ‘I believe this person is worth your time.’

That is why this decision feels so heavy. You are not only opening a door. You are lending someone a little bit of your credibility.

So what do you do?

There is no single right answer, but there are ways to help without putting yourself in a difficult position.

Help them prepare first

Before making the introduction, spend some time with them. Go through their CV. Talk about the opportunity. Ask them questions they might be asked. Sometimes those conversations tell you whether someone is actually ready.

Be honest about what you are offering

An introduction is not a guarantee. You are opening a door, not promising that someone should walk through it. Let the person on the other side make their own decision.

Have the uncomfortable conversation

If your reputation is on the line, it is okay to say that.

Something as simple as, ‘I am happy to introduce you, but I need you to take this seriously because my name is attached to it,’ can completely change how someone approaches the opportunity.

Final thoughts

One of the hardest things about building a professional reputation is that it happens quietly. It is built through years of showing up, meeting deadlines, doing good work, and earning people’s trust. Most of the time, you do not even realise you are building it until people start associating your name with reliability.

That is why these situations feel so complicated.

This is not really about choosing between family and your career. It is about deciding when helping someone also means taking responsibility for the outcome.

Before you make the introduction, ask yourself one question:

If this person was not my relative, would I still feel confident recommending them?

Sometimes the answer is yes.

Sometimes the kindest thing you can do is help them become ready before you put your name behind theirs.

Disclaimer: This column is for informational and educational purposes only and does not constitute clinical advice. While exploring these psychological concepts can provide helpful insight, it is not a replacement for professional therapy.

If you are struggling with deep family conflict, burnout, or mental health challenges and want to explore these issues further, consider reaching out to a licensed therapist or mental health professional for personalised guidance.

Haika Gerson is a mental health advocate with a background in psychology and a focus on modern relational wellness.