Inversk Special Issue - Women in Business Edition

INVERSK MAGAZINE

CONTENTS - OCTOBER 2020

| SPECIAL ISSUE

8 | First Word // Kimani Patrick

18

COVER STORY 18

| WANDIA GICHURU’S JOURNEY TO BUILDING VIVO ACTIVEWEAR Vivo Activewear Founder & CEO shares her journey and lessons to the top of Kenya’s fashion industry, her plans with ShopZetu plus much more.

By INVERSK TEAM

FOCUS 12

| MOVING TOWARDS A GENDER-NEUTRAL HIRING PROCESS Harvard findings show Shortlist's technology-based approach is levelling the playing field for female job seekers

BY MRIDVIKA RAISINGHANI

16

WHAT ENTREPRENEURSHIP HAS TAUGHT ME For me, every failure has always been a confirmation of what could have been my intuition that kept pushing me to persevere each time I faced adversity and, I am glad I did!

BY EMMANUELLA ABOA

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24 | WOMEN EMPOWERMENT IN THE DEVELOPING SOCIETIES Speak to a coach that would act as a sounding board, a trusted family member that may offer comfort and direction or a team member that you can process ideas and thoughts with. Help is not too far away.

BY HORACE OCHIENG

ENTREPRENEURS 26

| HOW JOANNE MUTURI LEFT HER HIGH-FLYING JOB TO BUILD A 7 FIGURE COACHING BUSINESS When it dawned on her that she had a potentially life-threatening tumor embedded in her abdomen, Joanne knew she had a decision to make: It was either LIFE or DEATH! She chose the former.

BY KIMANI PATRICK

30

| HOW THIS NAIROBI ENTREPRENEUR IS BUILDING HER BEAUTY SPA Brenda Nduta offers services which are high end and she therefore focuses on the middle and upper class and upper class in the society. With her spa strategically located in Nairobi’s Westlands, her location is well situated in a place whereby her clients are reduced the hassle and bustle.

BY INVERSK TEAM

22

36 INSURANCE: HOW TO FOSTER AN ATMOSPHERE OF CERTAINTY IN UNCERTAIN CIRCUMSTANCES IN AFRICA’S INSURANCE SECTOR This is the time when the industry leaders must show rather than just tell, and fostering certainty enables them to do exactly this.

BY NANCY AKETCH

OCTOBER 2020 I Inversk Magazine I 03

INVERSK MAGAZINE

CONTENTS - OCTOBER 2020

| SPECIAL ISSUE

SPOITLIGHT 22

| KENYAN BOY TO CLIMB 3 MOUNTAINS TO RAISE FUNDS FOR HIS SCHOOL TO BUY A BUS Lang'ata West Primary School, where he studies, has over 1,500 pupils who either walk every day to school or have to use public means to get to school. This poses a dangerous situation for the children going to school. The students often get to school exhausted.

BY SOPHIA NJERI

FEATURES 10

| LEADING THROUGH TURBULENT ECONOMIC TIMES During an economic crisis, leaders should structure their companies to operate like high reliability organizations such as airlines which can navigate through complex situations and in times of unpredictability.

BY JEREMY THUKU

14

| CUSTOMER SERVICE THE RIGHT WAY DURING THE CORONAVIRUS PANDEMIC The pandemic has caused a lot of worry and concern globally. Social distancing has caused man to look at man as a threat as you may not know who could be carrying the virus. This brings about the need for compassion.

BY SHALINI GADHIA

32

| HOW TO AUTOMATE YOUR MARKETING EFFORTS DURING THE PANDEMIC AND THE FUTURE With businesses struggling to stay afloat, it is unavoidable that marketing budgets has continued to reduce significantly, thus the need for a change in strategy.

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BY ALICE NGATIA

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| THE DISTINCTION BETWEEN FAKE EXPERTS AND THE TRUTH Fake experts and failed expertise have become fully entrenched in our social landscape – and we have not yet developed methods to regulate this flood of disingenuous information in a reliable way.

BY MICHAEL J. PADILLA

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40

| A CHECKLIST ON CHOOSING THE RIGHT CONTRACTOR FOR YOUR HOUSE Get a contractor who has a proper skills background in construction and not just a person who may have just upgraded from being a Mason or foreman.

BY LEWIS NDICHU

43

| PROJECT MANAGEMENT TIPS FOR A SUCCESSFUL SMALL BUSINESS Leadership attitudes, values, beliefs and approaches to problem-solving all tend to filter into their organizations as the acceptable or normative standards of behavior.

BY PETAR DJORDJEVIC

34

OPINION: COVID-19 RESPONSE: NEITHER THE US NOR THE UK CAN THROW STONES! At a time when utterances of our leaders are crucial to the fight against the pandemic, I can’t imagine something similar in Kenya or any other part of the world…or, can you?

BY PATIENCE NYANGE

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INVERSK MAGAZINE

CRISIS MANAGEMENT

May 2020 I INVERSK MAGAZINE I 05

INVERSK MAGAZINE

CONTENTS - OCTOBER 2020

| SPECIAL ISSUE

Pg. 36 CONTENTS - SEP 2020

FOSTERING AN ATMOSPHERE OF CERTAINTY IN UNCERTAIN CIRCUMSTANCES IN AFRICA’S INSURANCE SECTOR This is the time when the industry leaders must show rather than just tell, and fostering certainty enables them to do exactly this.

By Nancy Aketch

Now you can enjoy reading Inversk Magazine at:

06 I Inversk Magazine I OCTOBER 2020

First Word

Investing in women is Smart Business, But we have to do it Right

BY KIMANI PATRICK

W

omen entrepreneurship is a topic whose time has arrived in Africa and indeed for the whole world - that one plus unde rstanding w hat actually helps them start, build and scale/ grow businesses.

Let’s face it, the entrepreneurial space has always been hostile for women, with less than one in 10 venture capital dollars going to companies with a female founders.

This is despite studies indicating women make a higher return on investment.

Additionally, banks and other financial institutions find women riskier to loan than men.

For these reasons and many others, men have always been near twice as likely to start businesses as their female counterparts. In the USA, for example, according to an article published on Huffington Post, only 36 percent of all businesses in the United States in 2016 were owned by women.

Sadly, with decades of progress toward making women equal partners with men in the economy and society, and the existence of many mechanisms set in place in developing countries to help women thrive in business, there still exist many barriers to their success – and most women-owned enterprises are in low-profitability and/or

low-growth sectors. In Kenya, for example, the majority of women in business run 'mama mboga' kiosks, retail shops, beauty parlours, and food services among other sectors most refer as feminine. “They are rarely in mining, construction, electronics and software,” says Caren Grown, a Senior Director for gender at the World Bank.

However, if women are supported and empowered to participate in the global economic growth, by supporting their ventures, not just in some but in all sectors, global GDP will grow and the global economy will benefit.

A McKinsey Global Institute study found that if women - who account for half the world’s working-age population are supported to achieve their full economic potential, and play “an identical role in labour markets,” $28 trillion would be added to the global economy by 2025, an increase of 26%.

Thus said, to support women-led initiatives, programs such as the Graça Machel Trust backed Invest2Impact investing in women enterprises need to be launched and made available for all.

Another good example is the Imperial College London’s WE Innovate - a programme that has backed hundreds of female student entrepreneurs with mentorship, start-up contests and exposure to investor networks. Locally, Standard Chartered Bank and @ iBizAfrica, Strathmore University partnered to create the Standard Chartered Women in Tech Incubator - a program that supports female-led entrepreneurial teams by providing them with training, mentorship and seed funding.

Evaluation for such programs and data to show their success and shortcomings also need to be done in order to enhance

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their usefulness. Training women on personal initiative skills, exposure to male-dominated sectors and improving mentorship opportunities from men including introductions to new markets - is important to encourage women entrepreneurs.

Publications like Inversk and other media outlets also have a role to play by sharing and amplifying stories and initiatives from women - to encourage them to do more and as well encourage others to take the bold move to join the course.

Additionally, event organisers need to tap into female entrepreneurs by providing networking and exposure opportunities. This can be done by giving them speaking engagements.

As Inversk publishes the first-ever issue on Women in Business, we officially enter into space in doing more to promote women in their initiatives and help the global economy while enhancing gender equality in all spheres.

We do hope to do more and better in the future; not just in our publications but also in our events.

Kimani Patrick is the CEO & Publisher of Inversk Magazine Email: kp@carlstic.com

INVERSK CONTACTS Ads/Marketing Opportunities: Dennis Maingi dennis@inversk.co.ke | + 254 724 332 042

Editorial Features: Kabira Daisy content@inversk.co.ke | +254 701 789888

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www.inversk.co.ke

Inversk Magazine is a publication of The Carlstic Group. Views expressed in this publication do not in any way express the views of the publisher.

foresight Leading Through Turbulent

Economic Times

I

BY JEREMY THUKU

It is during the time of adversity that the real character of a man can be known. Martin Luther King, Jr. quips “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.� I could not agree more with Martin Luther, particularly concerning leadership in times of economic crisis.

Great leaders have overcome adversity whether in the economic, social or political arena while poor leaders have dithered.

During the 9/11 attacks in the United States, President George W. Bush navigated through one of the most horrific terrorist attacks in the globe and rallied all the nations of the world behind him in the fight against terrorism.

On November 6, 2001 President Bush made a clarion call; “Y ou're either with us or against us in the fight against terror" albeit being considered dictatorial this affirmed the mind of a leader.

Ideally, Bush demonstrated that calm and confidence could be adopted in time of crisis.

Winston Churchill is perhaps the most reckoned leader who described one of the best leadership skills in a time of crisis.

World War II was devastating Britain but rather than cry foul, Churchill rallied the Tories, the Britons and everyone shaping the Allied war strategy. They supported his course going down as one of the most celebrated leader in the 20th century. Both Bush and Winston showed how leaders could lead in time of crisis.

There is no handout there that provides guidelines on how to deal with the crisis because each crisis uniquely presents itself.

During the time of economic crisis, recession rules; jobs are lost, share prices dip, currencies lose their value, stock market crashes, firms struggle to stay afloat and purchasing power parity declines. It is the time of economic

10 I Inversk Magazine I OCTOBER 2020

trough. When a crisis happens, a leader has little or no time to make effective preparations. More so, a crisis does not have a timeline, and it may persist than expected.

Currently, as the world battles covid-19, no one knows how long this will go on. Hope is the only thing that remains in a man. The Enron scandal in which one of the largest global audit firms namely Anderson, collapsed shocked the financial world. It became magnum opus in the audit study.

The leaders of Enron became embroiled in the wrongdoing. Despite many assurances by Kenneth Lay, the founder and the CEO of Enron about the

comeback of the firm, it did not pull through. It demonstrated how flawed leadership could exacerbate a crisis.

Kenneth Lay felt a powerful sense of entitlement.

According to Peter Elkind and Bethany McLean, the authors of The Smartest Guy in the Room, Kenneth Lay considered himself very visionary. In the time of crisis, he continued to receive millions a year in compensation from the firm. He further took loans from the company for personal consumption.

Lay continued to give contracts and jobs to family members and used corporate jets in time of crisis. Even his counterpart Jeff Skilling who had joined

INVERSK MAGAZINE

FOCUS - LEADERSHIP Enron as the president and chief operating officer was unable to see the grim side of reality. Skilling, who has been considered as one of the smartest and incandescently brilliant in the company, could not salvage Enron. Lee Iacocca, another invincible chief executive of Chrysler continued to throw parties for the elite groups when the company was still in financial crisis.

Lee presented himself with expensive gifts which would later be billed to the company. As these leaders continued to cloak themselves in royalty and entertaining elites, they hid from the reality, and within their fixed mindset, they failed to see the uglier reality.

These corporate leaders, thought themselves as the most intelligent guys in the room that could together beat the odds. Typically, their fixed mindset in time of crisis snowballed into chaos. Tyco and WorldCom had also collapsed under the same circumstances of flawed leadership.

The world did not listen to their fixed mindset strategies.

In a time of crisis, leaders must therefore demonstrate a growth mindset.

The crisis may serve a growth mindset but becomes ruinous for a leader with a fixed mindset. Innovation and courage may not survive in a company or organization where fixed mindset leadership is on board. In 2000, Anne Mulcahy took over the directorship of Xerox. The company was recording poor performance, poor credit rating and had plunged into debt.

Its shares declined from$63.69 to $4 a share, and the company was on demise as it could not even sell its copy machines. It had gone through financial turbulence. It was crisis time. But three years later, after Mulcahy took the leadership of the company; it had recorded four profitable quarters. What had Mulcahy done that her predecessors were not doing? Mulcahy knew that as a leader she did not need to give excuses, to blame others, to cry foul as Kenneth Lay and Jeff Skilling would do. She knew that she needed to learn the situation, and she studied taxes, currency and inventory in her company so that she could make significant decisions. Each weekend she would take home large binders and pored over them as if she was studying for exams. She became complacent with everything in the organization.

In her book Mindset: The Psychology of Success, Stanford psychologist Dr Carol Dweck says that Mulcahy told everyone the cold and hard truth that they did not want to hear. She had been able to maintain the culture of Xerox even during the time of crisis and eventually triumphed in such hard times. On another quarter, in 2007 during the financial crisis, the leadership of Ford the auto-maker pulled through one of its grim economic

conditions. It had nearly filed for bankruptcy, and the automotive giant was expected to fall. Nevertheless, Allan Mulally, who had joined the company, became the chief executive, the company pulled through helping the company to project profits.

Navigating through the crisis Demonstrably, leaders must exude the growth mindset, readiness to learn and adapt. Many managers and leaders tend to become bosses. They yield power rather than transforming workers, themselves and organizations during a time of crisis.

John Zenger and Joseph Folkman in their book, The E xtraordinary L eader: Turning Good Managers into Great L eaders, say that most people, when they become leaders and managers, constantly learn and get a lot about how to learn. They are productive and enjoy each moment of training and learning. However, once they have learned the basics, they stop trying to improve. This becomes a leadership mistake, and in time of economic and financial crisis, they are sure not to prevail.

Rather than dwell on the results of an emergency, it is imperative to focus on a few takeaways on how to respond and lead in time of economic crisis:

airlines which can navigate through complex situations and in times of unpredictability. High reliability is committed to resilience, preoccupied with failure, sensitive to operations, reluctant to simplify and are deferent to expertise 4. Promote critical and creative thinking

In a time of crisis, leaders must discourage groupthink. Irving Janis popularized this concept in the 1970s where everyone in a group thinks alike.

If the organization has been set up to 1. Being resilient and adaptive promote groupthink, then decision Resilience management builds on making is in trouble. It is important to additional emphasis on the speeding create ways that will foster alternative recovery as well as facilitating adoption. views as well as constructive criticisms. It There are four resilience elements that a is vital to allow contribution from others leader can rely on to prevail in time of and allow the elephants to dance. This economic crisis. These capabilities include way, an organization would become resourcefulness, rapidity, technical and vibrant in time of crisis. organizational. In a time of crisis, leaders and organizations must understand their 5. Project honesty and confidence goals, constraints and alternatives so that Anne Mulcahy and Alan Mulally had one they can quickly and effectively counter thing in common. When their the crisis. Carmeli and Markman (2011) organizations were sinking, they have argued that resilience can guarantee maintained confidence. Dr Dweck says survival, even when an organization is that Mulcahy was ready, to tell the truth, stretched. that many did not want to hear. During a crisis, everyone looks up to the leader. If 2. Capacity to articulate direction for the the leader limps or becomes unease and company projects fear, that fear and uneasiness A 2009 survey by McKinsey and transmit to everybody else like a Company found that leadership and contagious disease. While leaders give direction as the most vital elements for a hopes and project honesty, they must leader to adopt. A leader must show lead- remain realistic. They must strike a ership by being inspirational to others in a balance between these virtues. bid to shape their actions. Direction would enable the organization know where it is headed and that all people are Jeremy Thuku is an Economics aligned on how to get there.

Graduate, Certified Public 3. Realign the company to the concept of high-reliability organizations

During an economic crisis, leaders should structure their companies to operate like high reliability organizations such as

Accountant (CPA-K) and Certified Investment and Financial Analyst (CIFA- K).

Reach him via jthukujeremy@ gmail.com

OCTOBER 2020 I Inversk Magazine I 11

Moving Towards a Gender-Neutral Hiring Process Harvard findings show Shortlist's technology-based approach is levelling the playing field for female job seekers

BY MRIDVIKA RAISINGHANI

O

ne of the main reasons we started Shortlist was to help eliminate the biases that so many job seekers face during their application process. This is especially true for female candidates, who continue to encounter bias and discrimination - sometimes due to reasons that are unconscious to hiring managers. So how do you introduce objectivity into such a human endeavor to create a gender-neutral hiring process?

Imagine all the different steps involved in the screening process alone. Each one has historically been tilted in favour of male applicants: from the user interface that candidates experience (usually developed by male designers), to the wording used in application questions (full of malegendered language like “ninja”), to opportunities for candidates to self-report their strengths (men consistently overstate these relative to women) to the signals employers are given by recruitment teams (usually leading with the name, not the assessment results).

One of the founding principles behind Shortlist is to move away from the archaic CV-driven recruitment process to a world where candidates are given the opportunity to demonstrate their competencies and fit for a role. We believe that technology isn’t a panacea to eliminate all bias in recruitment, but when used correctly, can be a powerful tool for helping create a gender -neutral hiring process that supports trained human resource teams to produce significantly more objective and ultimately better-performing hiring outcomes.

New independent and peer-reviewed research, published in partnership with Shell Foundation and the UK’s Department for International Development (in 2019), provides fresh evidence that we’re on the right track in our goal to eliminate gender bias in the recruitment process.

As part of their Masters in Public Administration programme at Harvard, Rachel Levenson and Layla O’Kane spent weeks analysing the Shortlist hiring process in India to help understand how a technology-based approach to hiring, underpinned by competency- based assessments, would affect the gender breakdown of the candidates we submit to clients for interviewing and hiring.

Levenson and O’Kane statistically analysed key metrics in our candidate database, reviewed our screening logic,

12 I Inversk Magazine I OCTOBER 2020

and spoke to our recruitment teams, clients, and jobseekers. They also analysed the broader Indian job market to establish a baseline around gender inclusion to help place conclusions about Shortlist’s model in context. We didn’t know what they would find.

The paper that resulted from this work, “Gender Inclusion in Hiring in India,” has validated that Shortlist’s approach provides a gender-neutral hiring process for candidates. What does this mean? Among several other key conclusions, the researchers found no signs of gender bias in the evaluative stages of the hiring process. Once women complete their application, they are equally likely as men to be shortlisted for the job.

The authors also developed other key insights about gender in the recruitment process, including the reality that women are more likely to apply to jobs for which they meet all the minimum selection criteria as compared to male applicants.

This insight points to the drawbacks of employers including a laundry list of “nice t o h a v e s ” m a s q ue r a d i n g a s “requirements” in their job description.

At Shortlist, we’re proud that over 70% of our leadership team and 65% of our overall employee base is female. While many of our clients use Shortlist specifically to help diversify their teams, we know that we still have a long way to go.

For instance, we need better data to point to the performance of female candidates to prove to skeptical hiring managers what we already know from seemingly endless anecdotal evidence and decades of

combined experience in management and recruitment: that on-the-job performance is a function of competency, intelligence and attitude, not gender.

The researchers themselves highlighted several gender-related questions worthy of additional research, including how to attract and hire women who are seeking to re-enter the workforce after family leave.

We also need to examine the organisations that have created a gender-diverse workforce across seniority levels and the practices they used to achieve this. We also need better data and examples that point to how we can reduce bias in the recruitment process for other minorities, such as LGBT or disabled candidates, both of which face discrimination when applying in many markets.

This research has pointed to ways in which we can meaningfully foster a gender-neutral hiring process during recruitment. At Shortlist, we’re actively working to further improve our process, including helping to diversify the workforce of sectors like energy that have traditionally been dominated by men. We’ll be highlighting examples of employer best practices and using data to connect the dots between recruitment practices and on-thejob performance.

Mridvika is the Managing Director for Shortlist in India. Shortlist works in India and East Africa to help growing enterprises hire based on skills and potential, rather than pedigree.

Customer Service the Right Way During the Coronavirus Pandemic The pandemic has caused a lot of worry and concern globally. Social distancing has caused man to look at man as a threat as you may not know who could be carrying the virus. This brings about the need for compassion.

BY SHALINI GADHIA

C COV ID- 19 has managed to change our lives in a matter of weeks, bringing almost all activities to a halt. With almost governments across the globe imposing various restrictions in March and businesses closing, certain industries experienced a spike in demand for their products. Some of these include grocery outlets, supermarkets, hospitals and network providers.

Those providing us with these services are also humans and are affected by the same pandemic that those who they are serving.

So for those working in these industries, how should high customer service standards be maintained?

Customer service is a function that determines how we interact with our clients and how they feel by the end of that interaction. It is no longer just about selling something to or serving the client but also consists of lasting relationships. After all, they will only return to the places where they most feel welcome and comfortable. The current situation makes it a more important function as this will go a long way in the customer remembering their experience in this difficult time.

The pandemic has caused a lot of worry and concern globally.

Social distancing has caused man to look at man as a threat as you may not know who could be 14 I Inversk Magazine I OCTOBER 2020

carrying the virus. This brings about the need for compassion.

Customers who walk into your outlet (s) could be carriers or not. It is however important to remember that regardless of the situation, we are still dealing with humans who have feelings and emotions. This understanding will allow us to treat our customers with kindness hence making them feel welcome.

Greeting your clients with kindness from a distance, signaling to welcome them with a gesture and also showing them that you are happy to have them round goes a long way in showing compassion and making them feel very welcome. Maintaining a positive attitude despite the situation will make the clients want to come back and shop from you.

Of course, nobody knows how fast things will return back to normal at this point but giving hope helps maintain a strong relationship with our customers. After all, nobody wants to visit a place that has negativity lurking in the environment. Some examples include smiling at customers, assuring them that supplies will be available and simply saying that ‘we are here for you’ will results in a surge of positive energy that will create a pleasant shopping experience.

Show your customers that you care about their wellbeing. Give them a warm welcome as they arrive at your premises. Warmth in such a situation goes a long way in creating a positive shopping experience Giving clients tips on how they can take care of themselves in their daily lives is also a sign of excellent customer service. Communicating in other ways like having safety posters around your premises, hand sanitizers, masks etc. also reassures your customers that you are not just out to make money but take their health as a primary concern.

Seeing how vulnerable we are at the moment, showing concern for customers’ wellbeing will instill confidence in you as a vendor.

This will help you in building a great reputation that will have a positive impact on your business even after the situation subsides.

Being solution oriented and thinking for the customer are key attributes that would play a very important role at this time. People are often confused and disoriented seeing that their routines have been disrupted. This has introduced a large percentage of uncertainty in our lives, causing confusion.

For customer facing personnel at this time, it is of essence that we strive to offer best solutions to what our customers are

INVERSK MAGAZINE

BUSINESS LIFE

looking for. A good example would be of a customer who walks into a grocery store but has no idea on what to buy. A great way of tackling this would be to offer a greeting, find out how their day is going and strike up a conversation about what they like cooking. This will help you understand them and suggest items in line with what would suit them. Going out of your way to share ideas on other activities that can be undertaken while staying at home can also prove to be value adding to the shopping experience.

Listening to customers half solves a problem. Shopping at this time should not just be a robotic affair as people are in need of connection and help. Listen to what problem your customer has, and personalize your responses accordingly.

Showing that you care and giving responses accordingly will make them feel valued and happy.

A lot of us are becoming price conscious about our purchases as incomes have been affected as a result of job losses and salary cuts. Listening to customers will therefore divert them from this and enable them enjoy their shopping experience. Considering that social interactions have been minimized, expressing interest in what they have to say instills a sense of belonging in them, resulting in repeat business in the long term.

An important concern is that we are likely to treat our customers with skepticism.

Considering how COVID-19 can spread by just standing close to another person, as customer facing personnel, we are likely to be fearful of interacting with our customers. It is therefore necessary that we avoid these fears by taking the necessary precautions to protect ourselves (wearing the right protective equipment and maintaining the required distance) and welcome customers in a warm and non-suspicious manner.

Our fears can be sensed and this is the last thing that should happen at this time.

Therefore, by wearing protective equipment, we would feel safe and this would translate into handling customers comfortably.

Body language plays an essential role in delivering excellent customer service. At this time, we must remember that our key role is to help these people who are in distress and in dire need of help. Showing concern by leaning forward or smiling from a distance instills reassurance in customers that we are there for them. This promotes confidence in customers towards us as they are likely to view us a more human-oriented business rather than just commercial or profit oriented. Body language also comprises of how we communicate with each other as staff and

how we handle our duties within the premises. Note that customers tend to notice our behavior hence it is essential that we exude confidence so that they feel safe and comfortable while present at our outlets.

Having said all these, as much as we are dealing with emotions and feelings, we also need to remember that procedures need to be in place in order to protect these same customers. Do ensure that all required standards are adhered to and communicated well to all customers. After all, this also communicates that you care as you are primarily looking out for your customer.

In a nutshell, bringing out the human element in us with a combination of observing safety measures and exuding confidence is the key to excellent customer

service in this difficult time.

Do not forget to continue being warm, friendly and accommodating even after this situation passes. As the saying goes, ‘when you help other people, you also help yourself. It is impossible to not feel good when you do well for other people’.

Shalini Gadhia is a marketing professional who is focused on creating excellent customer experience and tailoring corporate communication for high impact.

OCTOBER 2020 I Inversk Magazine I 15

INVERSK MAGAZINE

ENTREPRENEURS

What Entrepreneurship has taught me For me, every failure has always been a confirmation of what could have been my intuition that kept pushing me to persevere each time I faced adversity and, I am glad I did!

BY EMMANUELLA ABOA

W “What do you want to become when you grow up?” she asked in a gentle voice accompanied by a timid smile. She was my Grade 7 teacher: an intelligent, wise and petite woman, encapsulated in beauty. I had absolutely no idea what I wanted to become and dreaded the idea of being asked that question. “A politician!” exclaimed one. “The president” said another. “Doctor!” vociferated someone else. Nothing enthralled me. Finally, the word ‘journalist’ cascaded and echoed throughout the classroom and immediately, I was beguiled.

It was something I could easily picture myself doing. I wanted to be seen and to be heard, and television encompassed my vision. From journalism, my passion evolved to law. Y et, I am neither a journalist nor a lawyer. Like the French say, “C’est la vie!”

As the first born in a family of four, I was zealous to succeed and help my family. I never envisioned myself venturing into business. However, I was appetent to learn, to obtain the experience and the income I knew I deserved. I found myself in business out of necessity. The company I was working for then was transitioning and I did not want to be passive and wait for the inevitable. I had to create more opportunities to survive and that led me to business.

I have been an entrepreneur since 2007. I have failed more than I have succeeded. I have inaugurated and abated several businesses because I did not know what it meant to be an entrepreneur. I did not have the patience to embrace the different business lifecycles. Every failure, however, was confirmation of what could have been my intuition that kept pushing me to persevere each time I faced adversity and, I am glad I did!

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I would like to share some of my insights that I have acquired throughout my entrepreneurial journey.

before they see your business. Y ou will need to work assiduously on improving your track record to be considered a thought leader in your industry.

1. Appreciate the woman you are:

Being a woman means, being viewed differently. Y ou will encounter unfair expectations, harsh judgement and your value will be undermined. Y ou will have to work harder to be seen, heard and valued. The world is not fair; however, always stand for something. Do not try to manage others. Y ou can only manage yourself and, learn to influence others.

2. Elevate your track record:

Attractive women, specifically, will experience greater adversaries in business for obvious reasons. People will see you

3. Do not quit your job:

One of the gravest mistakes people make when starting a business, is getting carried away and quitting their job. The entrepreneurial journey is laborious and cumbersome. Y ou will need all the financial resources possible to support your business. Even if you do not need money to start a business, you need money to maintain your business. So, do not be hasty in quitting your job.

Discipline is pivotal. For many years, I would go to the office from 08:30 a.m. to 17:00 p.m., go home and start working on

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BUSINESS LIFE my business from 11:00 p.m. to 03:00 a.m.

My weekends were reserved for my business. This meant that I did not have a social life, but it was a sacrifice I was willing to make to achieve my dreams.

4. Trust your ideas and do not overthink

The longer you wait, the more ambivalent you become. Take the plunge and make every mistake you possibly can.

Learn as you go. I started Transolution Services as a translation company. Never would I have envisioned that we would provide translation services in more than 20 international languages or that we would expand our services into project management and training. Better yet, that we would become a Pan African company. My vision became clearer as we went along. There is never a perfect time in business. Things become clearer as you progress.

5. Forget about passion

A prevaricate, which people tend to tell others when starting a business, is to follow their passion. Most successful entrepreneurs become ardent about what they do and not the other way around.

Passion alone is not enough to sustain your business. Hard work and determination, along with passion sustains a business.

There are three traits that define success in work: a) Creativity - does your business provide a faster and most effective way of doing things? b) Impact - does your business respond to the needs of people and does it inspire people to improve their work ethic and skills? c) Control - is your business a monopoly or does it control a high percentage of the market?

Y our business must fall into one of these categories in order to be successful.

6. Start Small

Do not be too ambitious and start thinking about having an office. I started Transolution in 2010 by offering online services with just a computer and Wi-Fi. In 2015, we got our first office space, which was not an office but rather a cubicle. The office was shared with other entrepreneurs. It was in 2018 that we finally had our own office and more often than not, I tear when I think about the journey. Do not be afraid to start small.

7. Learn to Delegate

When starting your company, there will be an expectation for you to be a polymath. However, if you want to grow, you must learn to establish the right structure, systems and delegation. Be clear and precise about your vision and appreciate your limitation. Delegate and share

doors of many businesses. The rise of Artificial Intelligence will cause more calamities in the near future. In business, 8. Be consistent: Even when there seems to be no light at you must build your strategy around bethe end of the tunnel, be consistent. havioural habits. Money is the representaConsistency brings visibility and visibility, tion of the value created in an economy.

The value you create determines the incredibility. come you will earn. Review and revise your strategy often to remain competitive. responsibilities.

“

if you want to grow, you must learn to establish the right structure, systems and delegation. Be clear and precise about your vision and appreciate your limitation.

9. Have a mentor:

”

”

It is essential to surround yourself with like-minded individuals, who have already achieved the level you are aiming for.

These mentors can be found in books or people you admire. Social media has made it easily accessible, to engage with business people, and trust me, they are willing to assist. Do not be afraid to reach out.

10. Review your strategy often: The world is evolving frequently. Y our current skills may become obsolete within two months. Covid-19 has battened the

11. Manage your cash flow: Budget and plan your finances. Provide an invoice as soon as a job is completed. Be clear about payment terms with your customers and manage suppliers’ payment. Cash flow is paramount to SME’s survival.

12. Be your biggest cheerleader: Celebrate every milestone, every small victory and every obstacle that you have overcome.

Winding up As you do all these, remember to pray. I love this Bible verse “Psalm 127:1 (JUB) unless the LORD builds the house, they labour in vain that build it; unless the LORD keeps the city, the watchmen watch in vain.” Centre and align prayer in everything that you do. Prayer gives hope, peace of mind and unlocks doors you would have never cogitated.

Emmanuella Aboa has over 15 years experience spanning through corporate governance, business development, marketing and content development, she has helped individuals and businesses thrive within their ecosystems.

OCTOBER 2020 I Inversk Magazine I 17

INVERSK MAGAZINE

COVER STORY

Wandia Gichuru’s Journey to Building

Vivo Activewear Vivo Activewear Founder & CEO shares her journey and lessons to the top of Kenya’s fashion industry, her plans with ShopZetu plus much more.

By Debby Mumbi & Kimani Patrick

18 I Inversk Magazine I OCTOBER 2020

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COVER STORY

Founding Vivo Activewear

E

ntrepreneur Wandia Gichuru is no stranger to the Kenyan business scene, the CEO of Vivo Activewear participated as an investor in the KCB Lion’s den – the Kenyan version of popular Shark Tank and has appeared in many local and regional conferences as a speaker.

The company she co-founded, Vivo Activewear, is one of the few African fashion brands dominating the fashion scene. She also started Shop Zetu, a marketplace dedicated to fashion and beauty accessories.

The Stanford Economics graduate has been able to turn Vivo the brand into a household fashion name for the last 9 years – growing presence it into more than 11 retail centers within the country.

Before she started Vivo, Wandia was born in Canada from a Kenyan father, a civil servant, and a Canadian mum - a school teacher. She was the only girl in a family of four.

In her early life, she worked in the corporate world for twenty years. It is then that she picked skills in project management, budgeting, public relations, strategy development, and presentation skills among others. She also developed her interest in people. “I am interested in people,” she told Inversk’s Kimani Patrick during the interview for this feature, “so when I was in international development I wasn't motivated to work by just making money. I think making money is great but as a result of something you enjoy.”

She attributes herself to being the woman she is today because of her parents. Her mum gave her a lot of freedom in terms of expression consequently made her be expressive and confident. However, on the downside, Wandia “struggled with extreme forms of structure and wished she was exposed to discipline and structure in her childhood.”

Wandia had to be trained as a life coach and in the process, she was coached to knowing and being attuned with herself – developing her purpose. To her, “purpose statement is being a loving light that wakes people up to their power: power meaning recognizing you are making choices at every step of every day.”

Vivo was birthed from the passion for fitness and dance. Together with co-founder, their intention was to offer products around that concentration.

“We started doing salsa and hip hop, and because we were serious, we started looking for proper gear. That’s when we realized if we were looking for this, so maybe other people are looking for this.”

She and her co-founder started looking for suppliers and started distributing flyers to schools and dance classes where people needed the gear. The market responded, and people wanted to try on the clothes therefore, her home became her first office.

Vivo, which means being alive, was officially born and now has 14 retail outlets in Kenya. However, Vivo pivoted in 2013 when it started designing and manufacturing their own clothing. This resulted in freedom in design and tailor-made their fashion to the sizes and colors that would fit the market.

Wandia recognizes in her career path she was mentored by people she knows and those she reads and listens to online.

Books like ‘Shoe Dog’ by Phil Knight- the founder of Nike edified her as an entrepreneur. It was through this that she realized all great businesses started small.

It is from this that she advises that “there is no one way to start a business.”

To her the most important aspect of being an entrepreneur is “being clear about the product or service, target consumers, the problem it is solving, competition (both current and future), and how much you are to charge for it.

The market will eventually tell you if you are on the right track. She therefore adds, it is important to be agile and adapt to the market.”

“As a CEO, prioritizing is quite hard since everything looks urgent and important.” Wandia finds that writing things down and scheduling them in a diary is helpful. At work, she introduced

OCTOBER 2020 I Inversk Magazine I 19

Google OKR (Objective and Key Results) framework, which helps them in writing down targets, milestones, and giving everything time-bound and measurable results. This also helps her and her employees to have clarity in what they want to achieve and makes them accountable.

“There will only ever be 24 hours in a day, and several of those must be taken up by eating and sleeping. So when you start to allocate your time, you quickly realize that you can’t do everything.”

Being raised as the only girl in a family of boys, Wandia has known to stand up to bullying. As a result, she finds that her being a woman should not be an impediment. Regardless, Wandia acknowledges that sometimes it is easier and beneficial for women, as they can ask for help when

they need it. There are also programs and opportunities specifically designed for young women entrepreneurs.

Like any other entrepreneur, Wandia calls out women who are looking for investors to have tried and proved their concept before pitching the idea. Try to be confident, approach your investors courageously, show your commitment, and be ready to answer any questions especially about the numbers. Being an Investor herself, Wandia admits a woman who pitches her idea courageously will stand out however, no one will invest because of being a woman.

Her outgoing message for all women entrepreneurs is “Work hard. Persevere.

Don’t let the haters get to you. Make be ing a w oman be c ome your superpower.”

“

When you start to allocate your time, you quickly realize that you can’t do everything.

” Wandia’s Advice On Building a Business

A

ccording to Wandia, major mistakes done by most entrepreneurs are not doing enough research, not understanding the value of their proposition and to know how numbers work. There are a lot of businesses that are making lots of work or sales with no profit, it is therefore important to be keen on your numbers from day one.

“The only difference between the ones that succeed and the ones that don’t is simply having staying power.” However, Wandia warns that not all businesses are scalable and therefore if you want to grow your business you have to grow it in a specific way. An example she gives is that of selling amazing freshly baked cookies.

In the instance, you are the only one who can bake and prefer to sell from your house. The business wouldn't be as big, instead, you will require to train a group of people to bake the cookies and look for distribution partners to widen your market.

Wandia advocates that anyone in business should think about their branding by giving it a look and a feel.

“Get people to connect with your brand at a personal level, by creating social media pages and sharing interesting content.”

What’s next?

Wandia’s passion for building up local entrepreneurs has just started and is continuing to build Shop Zetu - an online market platform where local and international brands have their products on sale to cater to consumer needs. They are also working and excited to introduce a new brand called Zoya which includes loungewear, athleisure, and fitness wear and streetwear products.

OCTOBER 2020 I Inversk Magazine I 21

Spotlight

Kenyan Boy to Climb 3 Mountains to Raise Funds for his School to Buy a Bus Lang'ata West Primary School, where he studies, has over 1,500 pupils who either walk every day to school or have to use public means to get to school. This poses a dangerous situation for the children going to school. The students often get to school exhausted.

J

oshua Kimkung, an 11 year old Kenyan boy, is preparing to conquer 3 Mountains: Mt Kilimanjaro, Mt Meru and Mt Kenya in a bid to get his school get a bus.

For Joshua, hiking is not a new thing for him, just last ye a r , he s uc c e s s f ully summited Mt Kenya to the peak. It took him 6 days, a not so popular hiking route, a positive and enthusiastic spirit to reach the peak at only 10 years old.

“I climbed Mount Kenya for the first time in 2019,” Joshua says, adding he “decided to climb Mount Kenya after I had tasted the beauty and adventure of Le Satima.”

Before the thrilling adventure, Joshua had “hiked various hills in the country” to prepare his “system both physically and mentally.” The prep hikes included hiking Elephant Hill, Rurumeria and Ngong Hills.

The Mount Kenya climb took him six days, from 21st to 26th November 2019.

“We used Kamweti Route, which is not as popular with mountain climbers as the other routes. It was snowing on as we climbed higher, and one of my cherished memories is walking in the snow and scooping it with my gloved hands.I had a very supportive team of experienced hikers, and my mum was also with me,” Joshua narrates.

His desire to summit 3 mountains stems from the want to raise funds for his school to buy a school bus. Lang'ata West Primary School, where he studies, has over 1,500 pupils who either walk every day to school or have to use public means to get to school. This poses a dangerous situation for the children going to school.

The students often get to school exhausted. Joshua lives far from school and there are challenges with the private

BY SOPHIA NJERI He wakes up at 5.45am and runs for about 3.5km 4 times a week.

Every afternoon he plays football from 2pm 5pm 4 times a week and when not playing football he goes for an evening run.

Joshua will be the first 11 year old boy to attempt to summit 3 mountains back to back.

His mother, Martha Mugi Kimkung, photographer Danson Njoroge and c ousin T re v or P e te r Tumbula will accompany Joshua on his trail on the 3 mountains. Mt Kilimanjaro will take 8 days to scale, Mt Meru will take 5 days to scale and Mt Kenya will take 5 days to scale.

Joshua has had prep hikes which prepares his body for the ultimate climb. Last year in January 2019, he started the New Y ear with the Kijabe Waterfall Chase. It is located in Kijabe Kinale Forest, at an altitude of 2600m. owned buses. The bus that Joshua uses This moderate hike took him about 7 carries other children from other schools hours. The place is beautiful, and it has a waterfall. Him and his having a total of 4 different schools in the magnificent same bus. The bus has to go to and from team walked through a village, along the each school which takes quite some time railway track, and higher up a hill to see and sometimes the bus may leave without the waterfall before ascending further to some pupils due to lack of follow up from the summit.

In March 2019, he hiked Rurimeria in the coordinator, this has happened to the Aberdare Range. It took about 9 Joshua several times.

During last year’s hike to Mt Kenya, hours to climb to 3860m. Later, in May Joshua raised a total of Ksh 143,940, same year, he hiked the bamboo trail of which has been used to organise and Elephant Hill. This would lead to another engage new logistics for the current hike in September, which combined campaign towards 3 summits. This year Elephant Hill and Mount Kinangop. This he decided to exceed his limits and 34km hike helped him understand his summit 3 mountains on the December 1st body better, as he got closer to the Mount to the 23rd and raise the full amount Kenya expedition. Other places he has hiked are Le Satima, Sleeping Warrior & needed.

Joshua will be hosting a virtual dinner Ugali Hills, and Ngong Hills. Le Satima on the 27th of September to facilitate he’s was his first hike, in 2018. It is within scale up Mt Kilimanjaro. Attempting to Aberdare National Park. summit 3 mountains back to back will be Y ou can follow Joshua’s hike on Facebook, Twitter, Instagram and via hiswebsite a challenge, which Joshua is preparing for. www.joshuakimkung.com/home

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INVERSK MAGAZINE

FOCUS - WOMEN EMPOWERMENT

Women Empowerment in the Developing Societies Success in women entrepreneurship in the society will depends majorly on economic, social, religious, and cultural factors. There is also need for putting in place supporting and sustaining activities.

BY HORACE OCHIENG

I 24 I Inversk Magazine I OCTOBER 2020

In many African societies, a woman is treated like the beast of burden, exploited and wasted. However, women have shown, beyond any reasonable doubt, that they can increase productivity, run flourishing enterprises, and devise new ways of augmenting family income.

Women have been relegated, for far too long, on the periphery at the behest of men. This is a sad state of affairs. To be able to get empowered, they must first break free of retrogressive traditions. This article, while discussing the lack of

empowerment of the womenfolk from various fronts like entrepreneurship, gender inequality, and feminism, will touch on policy formulation and implementation aimed at development of mass level women entrepreneurship and agribusiness in the developing countries.

Girls and women alike hold unlimited potential, the barriers that constrain women are multifaceted. Genderbased violence has remained pervasive even in as much as women are underrepresented in decision-making processes at all levels.

When one says, for example, that many women in Africa today have risen to top leadership positions and attained the highest echelons of power and economic independence, becoming accomplished entrepreneurs, government officials, police officers, airline pilots, scientists, engineers, agriculturists and so many more; you realise that they are referring to many women which cannot represent all women who could have done wanted to accomplish that. This begs the question: is there gender equality and equity in the distribution and accessibility of resources and opportunities in the continent?

Women can liberate themselves to a great extent by joining self-help projects which generate income. There is no shortage of profitable activities they could engage in- growing vegetables and fruits both for sale and home use, poultry-keeping and even supply local communities with imported products. This, they can do if credit and proper training is made accessible to them.

Women can be very good managers, this has been proven time and again, that is why it is not surprising that many banks are extending loans to women to run and manage their own affairs, finances and generate income.

By and large, women form the pillar of family food production. It is not lost on me that provision of microfinance to female entrepreneurs to grow their SMEs has proven to only do so little if they are not properly trained economic empowerment and interventions put in place to sustain their enterprises.

A small capital and little sophisticated managerial and technical skills should be provided. Success in women entrepreneurship in the society will depends majorly on economic, social, religious, and cultural factors. There is also need for putting in place supporting and sustaining activities.

Economic stimulus programs such as The Women Enterprise Fund that provides micro-finance credit and other financial support for women; and The Y outh Enterprise Development Fund in Kenyan that provides

INVERSK MAGAZINE

FOCUS - WOMEN EMPOWERMENT

credit for young men and women to enable them to establish businesses; and The Uwezo fund that gives seed money as startup capital to the special interest groups have only done so much. In all sincerity, money does not trickle down to the grassroots as should be. It is either too little to cause any effect or it does not do its intended purpose.

Another area on which women need to be empowered is improving their health and nutrition. A woman is more likely to die during childbirth due to poor health.

Basic hygiene is a front on which the battle to liberate women must be fought.

Education on basic hygiene can save a lot of lives. Governments and other agencies should focus more on mother-child nutrition care. Mothers should also be taught about the locally available nutritious foods that can help their health and that of their families, even in as much as the essential rehydration salts and medicine is made easily available to them.

Gender inequality also remains a serious limitation of economic growth and development and keeps women powerless and backward. Women own only a little of economic assets, have less consumption entitlements, lack access to economic opportunities, and lag far behind in social and economic political arena.

The problem is even worse when some people use gender roles to exploit or

“ the public should put on a spirited fight against breaking the shackles of demeaning traditions

”

oppress other people. Men for example, have for a long time invoked gender roles to force women to do certain things and to prevent them from doing things the women may want to do to better their lives and the living standards of their families. Generally, you hear someone saying that politics (leadership) a man’s field.

That a woman cannot be a President or Army commander.

A more sensible way of dealing with men and women is to take them strictly on the basis of their individual abilities. A human being is a human being, whether man or woman and each should be given every opportunity to realize his or her full human potential. An enlightened approach to gender equity is suggested by the old English saying “What’s good for

the goose is good for the gander.” This way, women will have been given an equal chance to men emancipate themselves from backward socio-cultural practices.

For tangible economic growth and stability to be realized in Kenya and Africa, women’s participation in peace building, conflict prevention, and mitigation has to be factored in all aspects.

Women’s access to credit facilities and markets opportunities has to be exponentially increased. Creation of safe spaces for women and girls, so they can live free from gender-based violence will act as an economic catalyst.

It beats logic when a Kenyan politician, in the capacity of a Women Representative, would advance an argument that by buying and supplying sanitary towels to the poor girls in the informal and rural settlements, she is empowering the girlchild. This came as a shocker to me and I was left wondering if she really understands her functions and role.

Some may argue that the development blueprint Kenya Vision 2030 has reinforced the women representation and inclusion, and that that it is enough. Other policy and legal frameworks have also been enacted to promote, enforce and monitor equality and non-discrimination.

These include National Human Rights Policy and Action Plan; The Marriage Act 2014; The Matrimonial Properties Act 2013; The Land Act 2016; and Draft National Policy on Gender and Development among others. These are good legislations but without proper and full implementation as it is, they only remain good on paper. We should be seeing tangible and functional projects as result of such good policies. I hold that more needs to be done on the legal front.

Although the situation seems grim for the African woman, something though miniscule, is done to uplift her status.

Women themselves and the public should put on a spirited fight against breaking the shackles of demeaning traditions.

Horace Ochieng is a Credit analyst and a Management Consultant at Golden Thoughts Consultancy.

Email him via horaceochieng1@ gmail.com

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SUCCESS STORY

world, including servers, desktops, and laptops. Consequently, 4.7 billion people worldwide have access to the internet, representing 56.9 percent of the total population. Further analysis and research contained in The Digital 2019 report by HootSuite and Wearesocial reveal that the average internet user spends more than a quarter of their life on the World Wide Web. The same report further shows that consumers are online an average of 6 hours and 42 minutes each.

The total hours equate to more than 100 days of online time for an average internet user, more than 27 percent of each year.

The number of Google searches, Facebook posts, and WhatsApp messages sent in a minute is truly phenomenal.

Smart Insights estimates that in under 60 seconds, the average online activity amount to 56 million WhatsApp messages, 350 million tweets, 78 million blogs, and 500 hours of Y ouTube uploads, 294 billion emails, and 4.4 million google searches.

D 28 I Inversk Magazine I September 2020

How Joanne Muturi Left her High-Flying Job to Build a 7 Figure Coaching Business When it dawned on her that she had a potentially lifethreatening tumor embedded in her abdomen, Joanne knew she had a decision to make: It was either LIFE or DEATH! She chose the former.

The energetic, bubbly and enthusiastic lady fought tooth and nail and is extremely grateful that God gave her a second chance at life. It was time for her to truly live!

Today, she is a life coach and mentor for women who are stuck and need a life makeover. She seeks to help them release and realize their life purpose based on their unique talents, their gifting, their strengths and passions even as they go through life’s transitions.

By Kimani Patrick

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SUCCESS STORY

Before starting her coaching business, Joanne worked at the United Nations office in Nairobi – a well-paying job which she quit to engage her full potential. Her work in the corporate world entailed creating an unforgettable customer experience in the financial sector. She interacted with very many people and realized that the underlying cause of most people’s problems was mainly due to financial distress and difficulties.

“A lot of financial decisions that people make are based on the circumstances prevailing in their life at a particular time or season. Such times include when someone is about to get married, going through a divorce, has lost a loved one or is about to get a baby.

In such situations, many opt to take out a loan or a credit card for some immediate financial reprieve” Joanne realized that there had to be better options rather than getting into debt to solve some temporary problem. She could counsel people in her office while still at work. That was her light bulb moment. It hit her that she had been solving people’s life issues effortlessly. That she had been advising them on making better decisions for their personal lives without as much as a struggle.

Her empathy, love, concern and good communication skills worked well for her at this “new-found” role. She was not only contributing to the well-being of her colleagues but also to those of her clients.

too many lifestyle transitions that would also have been distractions.

Her biggest concern and cause of sleepless nights was the yearning for her life purpose. She chose to focus on finding out what exactly on earth was she created to do.

“Focus,” she says. “Life is full of distractions; but what you focus on expands.” From the gifts and talents that she carried, she gradually stepped from her comfort zone. The eagle’s egg had just hatched! It was time for her to SOAR! “Many of us have gifts and talents that we never utilize. We give excuses, this is not for me, and it’s for someone else.”

Joanne began chasing her potential. She knew she had to go up. And the only way up was out!

She works with women in the corporate world as a life coach and business mentor. Her life’s mission is to grow and nurture and many women as possible into entrepreneurs. She has noticed that most women tend to be in businesses as a hobby. She states that one should choose whether the business is a business or just a hobby.

“Y ou have to make a deliberate choice. If you want it to be properly scaled up, you must quit treating your business as a hobby and nurture it into a sustainable and viable business.”

Joanne works with corporate women in helping them create an exit strategy that transitions them into either full-time or part-time entrepreneurs (depending on the exit strategy) they decide on with

Authenticity is key Joanne was real and cared about her ‘clients. Genuinely concerned! Unlike most people in the corporate space, she did not treat her customers as statistics. No, they were people who had lives to nurture and to build.

People with real needs who did not just want financial rescuing but also needed life advice. She had to advise them on their personal matters and helped them make better choices all around.

In her current position, as an entrepreneur, Joanne teaches women on how to unleash the incredible power within them. Her target market is mainly women in the corporate world who know that it is time for them to spread their wings beyond their jobs and want to transition with a plan.

A twist of fate In August 2014, Joanne was diagnosed with the cancerous tumour which led to her operation in the following month of September. After the operation, she resumed official duties in December.

She continued to work as she got her treatment which ended in April 2015. It was during this period, that she began getting the serious discomfort in her career. She felt that she wasn’t fully accomplishing what she was created to do.

In the same year, Joanne and her fiancé tied the knot in October 2015. Her husband was living and working in the United Kingdom, and Joanne made the decision to resign and join him.

January 27th, 2016 was her last day with the United Nations, a place she had called home for 13 years. This left her with more questions to answer and decisions to make.

It was a tough period of serious adjusting. She had OCTOBER 2020 I Inversk Magazine I 29

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SUCCESS STORY

“

when you start with passion, the money will follow

“

the client.

She has taught people to begin and know what to focus on and prioritize.

“Most people are starters and not finishers.” She says. “By having one project at a time, one gives it the full attention and concentrates on it. Whatever you begin, make sure you finish.”

She uses her name as her brand. From the name she uses on her website www.joannemuturi.com to how she markets her business. This means she is the face of her own brand and company.

In her coaching sessions, Joanne concentrates on elements such as having a corporate exit strategy and having crystal clarity of life purpose. She helps one successfully incubate, conceive then launch their business linked to their passions, gifting and personal strengths.

“Y ou don’t engage in a business simply because it makes money.” she says, adding that one should “get into business in an area you are passionate about. When 28 I Inversk Magazine I OCTOBER 2020

you start with passion, the money will definitely follow.”

When you are passionate about your business, despite the lows and dips that life throws at you, you will always have the grit and resilience to do it. However, if you are doing it for money and it doesn’t show up when you expected, then you have no other motivation to continue working. Y ou will leave that business feeling completely deflated and demotivated.

Joanne is currently working with clients in four regions: the United Kingdom, Australia, the United States of America and Kenya. The bulk of her clients are based in Kenya. Thanks to technology, she does her business online and is able to have her coaching calls with the client’s easily right from the comfort of her home office.

When you choose to work with Joanne, you choose either one-on-one model which is individually themed and totally bespoke to the client’s needs; or through her a group training programme

dubbed “REFOCUS”.

For the one on one personal coaching, it is based on the client’s individual needs.

The shortest program takes 12 weeks while the longest goes up to 1 year.

The group program is relatively shorter.

Refocus takes eight weeks whereby she holds weekly meetings on video with the clients. Then an additional two weeks whereby she meets with them individually to know what extra help they may need outside of the programme with the intention of helping them scale up.

Other than the personal benefits, these classes are life-changing and totally transformation.

Once you get a life make over, your life is looked at from a holistic perspective, from finances, spiritual, your home environment, family and friends, your significant other, your career or business.

Every aspect of your life is carefully considered. And thereafter an action plan is devised to work on the areas that need immediate attention alongside much needed mentorship and accountability. At the end of it all, the client has a suitable roadmap and vehicle to carry them from where they are to where they want to go.

The vehicle in this case is the coaching and mentorship. So far, she has a 100% success stories of people who have passed through her classes in a bid to move from corporate to launch their own businesses.

Kimani Patrick is the CEO for Carlstic & Publisher for Inversk Magazine Y ou can reach him via kp@ carlstic.com

September 2020 I Inversk Magazine I 31

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RISING STAR

How this Nairobi Entrepreneur is Building Her Beauty Spa She offers services which are high end and she therefore focuses on the middle and upper class and upper class in the society. With her spa strategically located in Nairobi’s Westlands, her location is well situated in a place whereby her clients are reduced the hassle and bustle.

BY INVERSK TEAM

B

renda Nduta is a Kenyan makeup artist who proudly runs Brenz Spa. Other than make up, Brenzpa offers services such as manicure, pedicure, massage and facials. They seek to give their clients a good and relaxing feel.

“I have never seen myself in the corporate world. In my mind, I always knew I was going to be an entrepreneur. I didn’t know what exactly what I would major in, but I knew I would be my own boss,” she told Inversk in a recent interview.

Brenda began her entrepreneurship journey in 2014. At the time, the twenty eight year old lady was a fulltime student at United States International University (USIU-Africa) so she was juggling between books and work.

As a student, Brenda enjoyed glamouring herself and most of her friends admired her makeup - they would ask her to do the make up on them.

When she did make-up on her friends, they got so happy that they referred their friends to Brenda. This gave her satisfaction and she realized that this is what she wanted to do. She started her own business – BrenzSpa based in Westlands.

When she started, Brenda’s first clients

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were people she didn’t know who had been referred by her clients. She attributes word of mouth as the marketing strategy she uses for her business.

Having studied International Business Administration, which is totally unrelated in the beauty industry, Brenda acknowledges that the business part has in a great way helped her to run her business.

In growing the business, Brenda’s biggest factor is a positive attitude. This way, it is easy to train employees according to what she wants. “A positive attitude,” she says, “can enable an employer to equip the desired skills in an employee.”

When she began, Brenda only engaged in pure facial make up. With time, due to a positive attitude and hard work, this gave birth to the rest of the spa.

Brenda doesn’t consider other makeup artists above her as competitors. She looks at them as an inspiration: since them too, began from somewhere and have really worked hard to get to where they are. She admires them and aspires to be like them and considers some of them as her role models.

She offers services which are high end and she therefore focuses on the middle and upper class and upper class in the society. With her spa strategically located in Nairobi’s Westlands, her location is well situated in a place whereby her clients are reduced the hassle and bustle.

By knowing her target market quite well, Brenda has structured her business to suite them well enough. A cool, calm and collected place whereby people love to relax.

However, the biggest challenge has been finances. She got her initial investment capital from her savings and some money she received as gifts during her graduation. The saved cash came from various small hustles such as selling electronics, perfumes and iPads before she fully concentrated on her makeup.

Before setting up her spa, Brenda was mobile and would go to meet the client whenever on call. It was a challenge since she would bundle up her equipment to go meet the clients.

Earlier into the business, she trusted clients too much whenever she was promised a job. This led to some cancellations from clients whereby some wouldn’t show up or fail to completely contact her.

This was a big loss for her business.

What has she leant so far?

Brenda has learnt from her mistakes and she now has documented steps she undertakes with the client before booking them for a job – each client has to sign a contract with make a down payment before being attended. Brenda also ensures that the booked appointments are documented, everything. This way, she is

guaranteed that the client is fully into the job.

Being in a service industry, she advises that entrepreneurs should keep the ir bus ine s se s as professional as possible.

She practices professionalism such that she has never failed her clients as she keeps her promise. She doesn’t mix personal relations with her job. She respects her clients and receives the same kind of respect from them too.

She acknowledges her mum as her biggest inspiration factor.

Final Word: “Keep practicing. Y ou do not know everything. Act like you do not anything and challenge yourself everywhere you go, make sure you learn something new and useful in your life.

Entrepreneurship is not a walk in the park, but with the zeal and motivation, you will definitely make it.

Be positive and keep the focus.”

OCTOBER 2020 I Inversk Magazine I 31

INVERSK MAGAZINE

TECHNOLOGY - MARKETING AUTOMATION

How to

Automate your Marketing Efforts during the Pandemic and the future With businesses struggling to stay afloat, it is unavoidable that marketing budgets has continued to reduce significantly, thus the need for a change in strategy.

BY ALICE NGATIA

D During these unprecedented Covid-19 pandemic times, businesses are sailing in uncharted waters, some thriving while others fighting for survival. The unpredictability of the pandemic is also making it harder to plan for the future of businesses, hence the need to adapt and innovate.

With various countries around the world adopting measures recommended by the World Health Organization (WHO) including social distancing as well as use of cashless transactions, businesses and customers have had to shift to online in place of physical interactions - making e -commerce to be one of the biggest beneficiaries of the crisis as its nature perfectly match the measures to curb the spread of Covid-19. For instance, according to the Bank Indonesia (BI), digital transactions in the country rose by 102.5% year-on-year in the first four months of 2020.

In Kenya, mobile commerce is in on rapid growth and is shaping the future of ecommerce in the country. When the Central Bank of Kenya (CBK) approved the increase of daily M-Pesa transaction limits from Kes. 70,000 ($700) to Kes. 150,000 ($1,500), it was aimed at supporting small and micro business enterprises (SMEs) and by allowing individual Mpesa wallets to host transactions of up to Kes. 300,000 ($3,000), up from the previous limit of Kes. 140,000 ($1,400) in a day, it effectively translates to consumers having more leeway to tend towards digital transactions thereby leading to an increase in consumer digital behavior.

This means therefore that Covid-19 s pushing everyone’s thoughts to digital transformation. But what does this mean for marketing executives?

To start with, changes in the marketing 32 I Inversk Magazine I OCTOBER 2020

landscape make it necessary for marketers to adapt and innovate or die. With businesses struggling to stay afloat, it is unavoidable that marketing budgets has continued to reduce significantly, thus the need for a change in strategy.

Automation, the process of utilizing available technology tools to streamline marketing efforts and make them more effective, makes use of one or more platforms to manage all the aspects of the marketing campaigns. For marketing executives and professionals, automation offers an exciting opportunity for greater efficiency, cost reduction, and an enhanced customer experience.

A business should never waste a crisis, therefore embarking on an automation

journey is what will set apart the business from the rest.

Automating marketing efforts makes it easier to target customers with automated and customized messages across email, websites, social media, and texts or push notifications.

A sets of instructions (workflows) are used to send custommade message templates built from scratch or modified to achieve the intended results.

The intended results are getting more leads, increased conversions rate while saving time, money, labor and reducing human error.

Research has found that businesses that use automation have seen increased leads and sales, driving a 14% in sales

INVERSK MAGAZINE

TECHNOLOGY - MARKETING AUTOMATION

productivity and 12% reduction in marketing overheads.

To fully automate the marketing process, marketers collect information from various touch points including web visits, downloads and social media activity.

Then, engage in automatic direct marketing by recommending products according to each customer behavior.

This enables automatic scoring, qualifying and prioritizing of leads, driven directly from wider nurture campaigns.

Stages to automating marketing efforts 1. Initiation stage

Create landing pages that your potential clients will access directly or in directly once they click on product communication. It is the page with the call-to-action (CTA) where customers can place orders or subscribe to a newsletter, login portal or payment methods.

It is important to be keen when designing the landing page by deciding on the action you want your visitors to take (create a page to help you drive that action), with an easy to complete form. Do not overcrowd the landing pages, make them clear and specific.

This will lead potential clients to exactly what step to take next and smoothly transition to a conversion stage.

The landing page should also load fast because every second delay in page loading speed can reduce your conversion rate by almost 7%. In addition, faster loading speeds will boost your search engine optimization (SEO).

2. Conversion Stage

This is the fulfillment stage which works to getting the customer to place an order or subscribe to the services. This is the most important stage as it aims to ensure that the customer is fully satisfied. It is at this stage that Marketing Automation comes in handy to drive communication campaigns that will nurture the customer towards a sale.

HOW TO CONVERT This can be achieved through: a) Trigger-based Marketing Messages This identifies key events in a customer's life, and triggers personalized and timely marketing to the customer – for instance, a simple offer presented on the week leading up to their birthday. The message can be through personalized emails, text or through social media.

b) Drip Campaign Messages This involves sending automated multiple pre-written set of messages at specific times/dates to the customers. The regulated ‘drip-feed’ emails seek to maintain customer's interest by not letting them forget about the brand. These messages often take the form of email marketing, although other media can also be used.

c) Personalized Messages A marketer can initiate an email campaign targeted at specific subscribers by leveraging the data available about them, the last product they bought, where they live, how many times they log into your app, or a number of other data points. Automate the system to recognize this data and send out emails with this personal information aimed at connecting per level.

Each of these tools offer powerful marketing assets that allow a business to continuously connect with customers with minimal effort.

3. Aftersales Stage

As a marketer, a successful conversion does not end upon a sale or subscription.

Follow up services are necessary not only to handle returns, refunds but to also measure customer satisfaction. This will give you a basis on areas that need improvements.

Since COVID-19 remains unpredictable and will stay with us for an unforeseeable future, marketers will need to quickly adapt to the new normal by adjusting the communication messages and creating solutions that address the needs of the moment.

Alice has over 15 years' experience in Marketing, Communications and Product Development. Reach her on alice.ngatia@ gmail.com

OCTOBER 2020 I Inversk Magazine I 33

INVERSK MAGAZINE

OPINION

COVID-19 Response: neither the US nor the UK can throw stones!

At a time when utterances of our leaders are crucial to the fight against the pandemic, I can’t imagine something similar in Kenya or any other part of the world…or, can you?

BY PATIENCE NYANGE

T

34 I Inversk Magazine I OCTOBER 2020

19), challenges and progress. There were reasons as to why I should pay attention to them. One, these two are diplomats that I hold in high esteem, and the mere fact that they are serving their tour of duty in my country, I was curious to hear what they had to say about their experience being in Kenya compared to the pandemic response back in their home countries.

Two, I am currently a student at Cardiff University in the UK, finalising my dissertation, focusing on government communication in relation to the response and management of COVID-19. I have drawn my literature review from three case studies, the UK, the United States and New Zealand. This means I have spent a remarkable amount of time, reading and researching from these three countries on the subject of COVID-19.

The UK and the US have had a fair share of their good deeds and grave mishaps in handling the pandemic.

Let me spotlight a few. There is the case of the President of the United States, Donald Trump, subverting the usual presidential communications process via press officers, ignoring journalists during pressers, tweeting away whatever seems to come into his mind including insults, public disinformation and labelling anything that displeases him as fake news.

At a time when utterances of our leaders are crucial to the fight against the pandemic, I can’t imagine something similar in Kenya or any other part of the The late Gordon B. Hinckley, an Ameri- world… or, can you? I watch him with can religious leader once said, “In matters utter shock and wonder how blurred the of honesty, there are no shortcuts; no lines have become between the expression little white lies, no big black lies, only the of personal opinion and leadership at a simple, honest truths spoken in candour, time of so much uncertainty. hence being true is different from being With the pandemic having ravaged the honest.”

United States in such high magnitude, that Two weeks ago, I saw a poster make impacts millions of people, I somehow rounds on social media about a recent expected that the US Ambassador would television interview featuring the United talk about some of these experiences in Kingdom’s High Commissioner to Kenya, his own country compared to how Kenya Jane Marriot and her American counter- was faring. Especially looking at some of part, Ambassador Kyle McCarter. The the decisions the US made initially includtwo presented “a diplomatic perspective” ing reluctance to take decisive actions to on the Coronavirus pandemic (COVIDstem the spread of the virus that crippled

INVERSK MAGAZINE

OPINION - PANAFRICANISM its health care system. How on earth did it take the wealthiest nation on earth so long to deliver COVID-19 tests, and how could it allow its health system to be overwhelmed?

My musings led me to reflect on views by Donna Ladkin, an Organisational Learning and Leadership Senior Lecturer at Cranfield School of Management in the UK, who urges that we should focus on systemic structures and weaknesses affecting management of a crisis rather than romanticise the leaders at the helm during this period.

In light of these observations, rather than continuing to feed our romance with leaders, leadership scholars encourage us to expand our inquiries to interrogate the structural and societal forces which contribute to a situation’s outcomes and also pay more considerable attention to the irrational, primal dimensions at play in the relationship between leaders and those that they lead. Well, McCarter offered no comparative analysis of any kind, all I heard was how badly my country has fared in the management of COVID-19 virus, even though I believe it has fared way better than the US on its approach and actions.

He did mention the funding the US is providing to partially deal with the pandemic and spoke about “thievery of the resources,” but he forgot to give any details of his specific concerns. I imagine, only activists can get away with providing wonderful soundbites without care as to whether they are fiction or fact. Diplomats are expected to table facts if they relate to their host government.

Whereas the television interview pointed to one case of questionable procurement, a little more comparative research might have forced the UK High Commissioner to perhaps reflect on how the UK is dealing with its own allegations of poorly managed Personal Protective Equipment (PPE) procurement.

The cases in the UK are many. They are being discussed all over, be it on the social media platforms or the mainstream media. The Good Law Project (GLP) in the UK (not-for-profit membership organisation that uses the law to protect the interests of the public) has published a list of “PPE Fiasco” asking why the Government awarded PPE contracts worth millions of pounds to a pest control company, a confectionery wholesaler and an opaque fund. The GLP is taking legal action to get answers.

“On 27 March, Government opened its portal inviting tenders for PPE on the gov.uk website and received 24,000 offers from 16,000 suppliers. It has spent – and this is the Treasury’s figure – a staggering £ 15 billion. And, surprisingly, three of the biggest beneficiaries were companies specialising in pest control, a confectionery wholesaler and an opaque private fund owned through a tax haven,” reads an extract on the GPL website.

Three companies are currently under judicial review with respect to the above claims. They

include Pestfix that received £ 108 million from a government tender for PPE that never appeared, Clandeboye Agencies Ltd, a confectionery wholesaler, in Co Antrim that received £ 14.2 million and a subsequent £93.2 million of public money for PPE than never appeared and fund manager Ayanda Capital, registered in Mauritius, a tax haven, that was given £ 252 million of public funds to supply PPE that never materialised.

As if this isn’t enough, there are more alleged cases of unsupplied garments and biological chemical protection to the National Health Service (NHS). £ 25 million is claimed to have been given to Luxe Lifestyle Ltd, yet, according to Companies House, a UK based registrar that hosts details of all companies transacting business in the UK, and the business was incorporated by fashion designer Karen Brost in November 2018.

In an interesting turn of events, the company appears to have no employees, no assets and no accounts filed. Well, these are only a few of the many scandals surrounding the management of COVID-19 pandemic in the UK. It would have been interesting to hear how Ambassador Marriot would have addressed these serious issues around governance in the PPE process in the UK, or indeed how Dominic Cummings, Chief adviser to the Prime Minister was publicly flouting advise and guidelines put in place to combat COVID-19.

However, listening to Ambassador Marriot claim that UK companies were suffering at the tender box because they couldn’t give bribes – without a shred of evidence – I wondered really, why was there no mention of these flawed tendering processes that have come under heavy scrutiny in the UK. The television interview was an important departure for globalised learning to a challenge facing the entire world indiscriminately. And as the pandemic unfolds, there are many lessons to learn. Indeed, Kenyans might have appreciated to hear and perhaps learn how the US and UK are dealing with similar challenges in managing a

crisis including corruption related to the procurement of PPE and other medical supplies that has crippled efforts of their governments to deal with the pandemic effectively.

Of course, we in Kenya must work hard to eliminate slippage of public funds and EACC, DCI and DPP must continue their assault on graft with high octane.

After drawing the proverbial blood from Grace Wakhungu and John Waluke, are they on the scent?

All these claims deny or strip us all of our human rights and dignity.

And with regard to PPE, where the lives of innocent individuals are concerned, there can be no mercy.

Patience is currently pursuing a Masters Degree in International Public Relations and Global Communication Management at Cardiff University. She is a council Member at Media Council of Kenya, PR Practitioner and aHuman Rights Enthusiast. Reach her via nyangep@ gmail.com

OCTOBER 2020 I Inversk Magazine I 35

INVERSK MAGAZINE

LEADERSHIP—INSURANCE

Fostering an Atmosphere of Certainty in Uncertain Circumstances in Africa’s Insurance Sector This is the time when the industry leaders must show rather than just tell, and fostering certainty enables them to do exactly this.

BY NANCY AKETCH

I If there is one positive take-away from this dreary global health crisis, it is that of triggering a humane response where none existed even a few months previously. Through its sheer magnitude, the COVID 19 pandemic has not only humbled so-called invincible systems, but has also forced several leading 36 I Inversk Magazine I OCTOBER 2020

economies of the world to their knees.

As a result, for the first time, corporate entities, particularly in Africa’s insurance sector, have started to look beyond monetary gains and instead focus on how to salvage the well-being of those around them.

With anxieties being at an all-time high, the need of the hour for Africa’s insurance sector is to quell challenges but also to provide a sense of security.

Equally important is for the insurance sector to adapt to the changing circumstances and forge

a strategy that would ensure progress over the forthcoming weeks and months.

These objectives can be best achieved by fostering an atmosphere of certainty by implementing the following measures; 1. Assuring Employees

More than ever, employees are worried both about their jobs and their personal and professional safety.

Additionally, industry leaders have also been rattled by this severe disruption in work dynamics, given that many of the questions still remain unanswered. Many solutions have proved to be short-term, and have further aggravated the stress.

Under the circumstances, the best way to foster certainty would entail abolishing the sphere of influence and reaching out to your employees. Creating a virtual

INVERSK MAGAZINE

LEADERSHIP—INSURANCE

workplace will not only assure your team of their employment but also ensures their safety. It cuts down the trepidation of being exposed to the contagion while at work, and this is itself is a huge morale booster.

2. Reaching out to Employees

At a time when workers are bound to feel lonely and isolated, reaching out to them should take a priority over everything else. An assurance from their team leader’s call every now and then provides employees with sufficient motivation to maintain efficiency and perform well.

Setting up discussion forums is another way of reaching out to employees to foster certainty. Through forums, employees are able to openly discuss their concerns; problems, challenges and their possible solutions. The employees feel cared for and hence are better placed to make positive contributions.

Africa’s insurance sector must innovate in order to continue to foster an atmosphere of certainty. Emphasis must now be placed on creating a seamless digital experience for employees and customers alike so that information can flow without a hitch.

Unhindered connectivity and communication are crucial to this objective. Not only do they hold the promise of facilitating work related operations, but also of socializing among employees through game hunts, team nights and so on.

Winding up

To effectively implement the above recommendations, regardless of the extent of insecurity or uncertainty the employees might be facing, a spark of positivism is required to brighten the insurance sector.

Fostering an atmosphere of uncertainty is sure to benefit the employees in Africa’s insurance sector in myriad ways. For the

Employer, it would imply evolving into a contemporary and innovative entity that takes cognizance of the present-day scenario and has the ability to adapt and grow.

This is the time when the industry leaders must show rather than just tell, and fostering certainty enables them to do exactly this.

Nancy has over 12 years of experience in the Kenyan insurance industry and is the Executive Director of ALX - School of Insurance.

3. Strengthening Small Businesses

Small and medium enterprises represent a segment that has been one of the worst hit by this health crisis, and Africa’s insurance sector can do a lot to mitigate the uncertainty suffered by the entrepreneurs. Some ways include cutting down on premium and introducing a program for payroll protection.

On one hand, this would save the small enterprise from paying a premium and focus on generating business. Likewise, the business owner would be excused from paying a premium on workers who may have been given a temporary furlough.

4. Assisting Frontline Health Workers and Probable Cases

Currently, the biggest fear is contracting the illness which is a big possibility given that it is reputed to be twice more contagious than other virulent strains. For the insurance sector to build certainty, the first step includes taking an overview of the health of all employees in terms of essential and non-essential requisites.

Secondly, it is important to ascertain the amount of compensation to be paid to the workers after having before/after the diagnosis.

Offering short-term replacement of wages is another step that Africa’s insurance sector must consider to provide a sense of assurance and security to employees, especially in context of those who might be conducting tests or may be attending to infected patients.

5. Chalking Out Future Pathways

Going ahead, the ways of the past would no longer apply to contemporary workplaces and new threats call for novel measures. This means therefore that OCTOBER 2020 I Inversk Magazine I 37

The Distinction between Fake Experts and the Truth Fake experts and failed expertise have become fully entrenched in our social landscape – and we have not yet developed methods to regulate this flood of disingenuous information in a reliable way.

By Michael J. Padilla

I It is truly incredible as Social media has been the “big game changer” in the loss of context to evaluate the trustworthiness. In the world of fake news and disinformation, everyone is a self-proclaimed expert. Popularity and self -promotion have replaced knowledge and experience as indicators of expertise.

I am seeing and reading things and this so called Fake experts really lack, what I would look for as a experts, things like Competence, integrity/honesty, credibility and track record are all important but so too is benevolence which is when someone is disposed to act in the interests of others and show good will towards 38 I Inversk Magazine I OCTOBER 2020

people. But as we can see people peddle their personal opinions as expert advice in all areas, from foreign policy and finance to sports, beauty, and entertainment.

Let us all face it, social media has made the fake news and disinformation problem significantly worse. Sites like LinkedIn, Facebook, Y ouTube, Instagram, and Twitter are great at making voices heard – but lack a filter for distinguishing fact from fiction, and opinion from expert advice.

“Social influencers,” in the form of security and risk experts , lifestyle coaches, daily vloggers, and beauty, fashion, and travel bloggers, amongst others, tell followers what to eat and wear, how to exercise and apply makeup, where to go and stay, and more generally, how to live a certain lifestyle. And their advice is largely accepted, due to high follower counts, the enviable lives they portray, and, often, sheer good looks. The vast majority lack

formal education, training or comprehensive knowledge in their fields of expertise, Travel Risk Management companies for example live in the UK or Italy but rarely have a true understating of places like Egypt, Kenya, DRC, nor do they actually working and understand the cultural issues in those countries – we just let them decide for us what services or solution or travel advise to take, but rarely are the honest with the customer, who is actually taking care of them on the ground, or how to even contact them.

The list goes on.

Many of these people became “Instafamous” overnight, without reason and without qualification, but we listen to their advice like it’s divinely inspired. They are neither journalists nor researchers; their posts are not the product of detailed investigative work, but we trust them like it is – and that’s a huge mistake.

Online “experts” aren’t giving us advice – they are making sales pitches.

Their platforms are a source for income, where they make millions by selling us things that they got for free. The irony is, the more we take their “advice,” the more money they earn, free meals they get to eat, and complimentary hotels they are offered.

Did you buy that protein shake your favourite fitness personality claimed was life changing? That’s money in his pocket.

Did you follow the world traveller with hundreds of scenic posts, probably uploaded straight from Google Images?

She is using your follow to convince airlines and hotels to let her travel for free. And when you book the same hotel or use the traveller’s insurance she did?

She’ll get 5% back from both your purchases.

Not every product or place these influencers endorse is “the best ever.” Y et thousands are still buying.

And so now let also look at traditional brand of “experts” – academics, journalists, former politicians, and retired military officials. We assume these individuals have something special to offer, given their popularity, experiences and credentials.

Some of these traditional experts do have real experience and knowledge, however, their advice is often accepted as though it is both unbiased and without error, which is a huge problem. We also believe, incorrectly, that these individuals are our best and brightest, when the truth is, they are just well connected. Much of their stature simply comes from the access they have attained. Take, for example, the revolving door of political appointees, lobbyists, consultants, and strategists.

Federal employees are re-shuffled into private sector positions at various institutions with each partisan shift of the government. These positions simply provide

INVERSK MAGAZINE

SOCIAL MEDIA a comfortable salary and a platform to leverage until the next election to attract enough attention to eventually be recycled back into the federal government.

They are not necessarily experts of government and policy, rather they managed to win their seats based on popularity, namely popularity of their messages – which don’t have to be acted on.

Just like today’s social influencers, traditional experts work hard to increase the number of followers and get their names mentioned in media outlets. That means much of what you read about them or hear them say is largely for ratings.

Even when they have nothing new to say, which is often, they come up with something, no matter how insignificant, and then re-wrap and sell to you as a great new idea. In the popularity contests of leading experts, it’s most effective to be “provocative” and “controversial,” even if the commentary lacks any real substance or real-life applicability.

The same is true of retired flag officers.

After serving their 20-plus years and moving up the ranks, we for some reason think they are worthy of a high-salaried job in the private sector or public office.

More often than not, they lack the experience and credentials to be successful in either. In other cases, retired officers have found themselves providing an advisory service for foreign governments, allies of the U.S., based on the perceived expertise which most of the general population has not experienced.

And so, I write this more about my field, were companies and people should push back to these “experts.” People are getting sick of self-serving, elites who tell them what to do and how to think.

People are tired of the constant stream of senseless information used for self-promotion, political favors, and kickbacks. Traditional media is now referred to as “fake news.” The number of non-establishment candidates continues to rise as resentment against politicians increases and other elites, are being “ousted” from positions of power more and more frequently.

It’s time for “experts” to start thinking seriously about the advice they give. People in positions of authority aren’t always the brightest, and they don’t always know what’s best. They may simply be individuals with the access and resources to make people believe that their opinions are somehow legitimate.

It’s time for people to start looking to new channels for information. Perhaps it’s time we find solutions from the people on -the-ground, who are getting their hands dirty, and who, more importantly, understand the lives and needs of fellow citizens.

Al Thuraya Holdings and its affiliated companies strives to be a company that

does just that. We amplify the voices of ordinary people in place we work, Africa, Middle East, Latin Americana and Asia, rather than just pushing top-down advice as self-serving, out-of-touch “expertise.”

Nevertheless, this case demonstrates the sheer power of disinformation – an old concept, though somehow became popularized by President Trump who banked his campaign on the danger and spread of ‘fake news’. It illustrates how social influencers that offer personal opinions or flat-out lies as expert advice, and the extent to which their followers believe, and even act on, the faulty advice of these fake experts.

To be fair, social influencers couldn’t make the claims that they do, if the general public had not elevated them to such a status. However, fake experts and failed expertise have become fully entrenched in our social landscape – and we have not yet developed methods to

regulate this flood of disingenuous information in are liable way. Until we do, a healthy dose of skepticism is recommended, both in preventing the rise of disinformation campaigns by our political leaders, the popularity of false experts and in lessening the damage from failed expertise.

We would be pragmatic and sensible to remember that in a society where so called “experts” are the norm, their advice often does more harm to the common good.

Michael J. Padilla Pagan Payano is the founder and CEO of Al Thuraya Consultancy™, bringing a unique understanding of risk analysis and supporting his customers in understanding culture and traditions of countries to be better employers and investors.

OCTOBER 2020 I Inversk Magazine I 39

INVERSK MAGAZINE

ADVERTISERS CONTENT - CONSTRUCTION

Want to become a homeowner?

Here’s a Checklist on Choosing the right Contractor for your House Get a contractor who has a proper skills background in construction and not just a person who may have just upgraded from being a Mason or foreman as they may lack the necessary skills to see a project through.

BY LEWIS NDICHU Conduct due diligence on the contractor, find out if they are registered by NCA, and if their certificates are up to date - we have had many cases of unqualified contractors.

An unqualified contractor will provide you a quotation which when it gets to put the structure on the ground, your money gets finished - just as soon as the house left the ground.

Get a contractor who has a proper skills background in construction and not just a person who may have just upgraded from being a Mason or foreman as they may lack the necessary skills to see a project through.

Wise precaution: cheap is expensive.

Don’t simply go for the highest bidder nor the lowest bidder. A contractor may fulfill or destroy your dream!

A A client recently called me, she was very disappointed because the stories she reads on Facebook are ways on putting more homeowners into a risk of unfinished projects. Here’s what I advised her; “without a practical process do not trust what you read.”

We arranged for a meeting, to lay out our plan on helping her become a homeowner.

After our conversation, she decided to hire our firm, Lewison Builders to construct her three-bedroom bungalow in 40 I Inversk Magazine I OCTOBER 2020

2. Monitor the process Throughout the construction process, be sure to keep an eye on every detail because it is much easier to correct a mistake when identified early. Y ou may overlook a mistake that might take weeks or months to be corrected hence costing you more.

If, for any reason, you cannot manage to be there to monitor the progress of Ngong, Kajiado County. your project, hire a clerk of works. I have A three-bedroom bungalow has an seen clients demolishing structures approximate size of 90-120 square meters because of failed workmanship. and costs Ksh 25,000 per square meter for As you monitor the progress, standard finishing. remember to monitor the payments and The construction of the three- progress. Both should be parallel. This bedroom bungalow, which is almost com- will ensure transparency for the plete, will cost her between Ksh 2,250M contractor. to Ksh 3M once it is complete.

To achieve what our client has 3. Build according to your budget achieved, building a home, or any building Don’t build to impress your neighbors. for that matter, below are 6 practical tips Y ou may become famous for owning the you need to follow closely. classiest house in the neighborhood only to be embarrassed when the creditors 1. Choose your contractor carefully come for their money.

This is the first step, hire the best Before you start building, have a plan. contractor you can afford, ask him/her Have a guide and step by step implemenfor references of past projects they have tation strategy. On the Bill of Quantity, done. Any professional contractor will not have another broken down plan, like object to you contacting past clients. foundation cost, superstructure cost,

INVERSK MAGAZINE

ADVERTISERS CONTENT - CONSTRUCTION

roofing cost, plastering cost, and plumbing cost, electrical works cost, paint works cost, etc. That way, you will be in a position to calculate how long you will take.

4. Always build for resale Build the house for resale not for you. This is because at some point you might need to sell of the house. Well, a ten-bedroom house with six bathrooms may be excellent for your family but it will stress you out when looking for a buyer. Y es, it might cost you a fortune to build it but think of the need be to resell it in the future.

5. Expect delays Y ou should definitely expect delays from sub-contractors depending on others to complete.

Don’t stick too much on the deadline given, automatically there may be delays due to sub-contractors.

6. Study the neighborhood carefully Before you get to start your own house, do field research from others within where you a putting up your house. It is necessary to do field research, just in case there are changes needed to be done by the contractor concerning the ground.

Most contractors do not inspect or conduct topographical analysis, which might change foundation settings, which might result to budget conflicts. For example, the ground might lack a stable foundation base, which will lead to the removal of topsoil, or the foundation might encounter rocks within the ground. Thus it’s advisable to study the ground first before you begin your construction.

7. Beacons Lastly, another stress I have encountered is the re-positioning of beacons. Before setting up

your house, re-beacon your plot effectively.

Have a surveyor to re-beacon your land as it is on the deed plan if beacons are missing. I have seen border conflicts over beacons which resulted in the demolition of fully built houses.

By following the above relatively simple house construction tips you can be sure to build your home effectively with minimal risks of costs overrun.

For this and more articles follow Lewison Builders on Facebook (L e w is on B uilde rs Online Platform).

As well, Lewison Group is are here to walk you through the home ow nership by providing the below finance support.

It is simple, you will raise 40% on the be ginning of the construction, 20% when we will be handing over and the balance 40% you pay in monthly installments. Y our 1 million can make you a homeowner, as you lipa pole pole.

For questions, consultations and comments email Lewis at lewisongroupltd@ gmail.com.

Lewis is also available on call and WhatsApp 0717 944 017 www.lewisonbuilders.com This article is provided by the Lewison Holdings.

Inversk Magazine provides content from Lewison Holdings as a service to its readers but does not edit the articles it publishes.

Inversk Magazine is not responsible for the content provided by Lewison Holdings

OCTOBER 2020 I Inversk Magazine I 41

INVERSK MAGAZINE

FOCUS - PROJECT MANAGEMENT

Project Management Tips for a Successful Small Business Leadership attitudes, values, beliefs and approaches to problem-solving all tend to filter into their organizations as the acceptable or normative standards of behavior. With time, these leadership behaviors become the dominant organizational culture.

T

he time for entrepreneurs has arrived, with so many startups blooming all around the world.

However, running a business from the ground up and making it successful is even harder than starting it. That’s why there is such a small percent of startups succeeding with their goals.

W ha t ma k e s s o me businesses stand out from so many others? Well, when tackling projects, they follow simple project management tips for any successful small business. These include c are fully planning the workflow, good project discussions tools and realizing the importance of good assessment. In this article, we take a look at these three key factors to help you lead your business to success!

1. Start with a good Project management plan

One of the biggest mistakes entrepreneurs make when starting a business is that they try to tackle everything at once. There is a well-known idiom that can apply even to the projects you will be tackling – divide and conquer. Once you are faced with a task, try to identify specific issues. This can make even the most complicated processes easier to handle!

Afterward, you can create teams to deal with each of these tasks and allocate the resources. Create a project management plan which includes the goal of the project and its scope. Doing this will set up a workflow – which is an important first step. Once you have a strong project management structure, you will be able to tackle each incoming project as your business starts growing and developing.

The most essential thing in the project management plan is having a clear focus on the time and the resources you need 42 I Inversk Magazine I OCTOBER 2020

BY PETAR DJORDJEVIC your clients.

First, everyone in your team needs to have clear access to information. This way, there will not be any confusion when it comes to handling their tasks. The easiest way to achieve this is through a cloud-based tool.

Web-based tools, will enable to manage tasks, schedules and get a clear project overview at any time. With an intuitive interface, you will be able to change up things on the fly.

This is extremely important in the startups’ world because flexibility allows you to adjust to the changes in your industry at any time.

After you finish with a project, it is time to review it. This is also an important step in project management and can help you make your business even better in the future. First, take a look at how well you achieved the goal – whethfor its implementation. er you met it and how well everything Having your budget and schedule are went. Then, examine the whole process – essential – there is no project without how much time it took, the resources you them. Still, you need to create these used up and so on. Then, discuss with separately for every project, after you have your team about the difficulties they created your team. What is important is to might have had. This way, you might be make sure that your team knows what the able to change things up and improve priorities are, and the chronological order your project workflow in the future. Y ou in which they should deal with them. The should also pay attention to the things same goes for the budget – knowing that went well – and model other parts of exactly how much you are able to spend the workflow after them. on each task will help your team figure out the resources on how to best finish their task.

2. Put solid communication systems in place

Having an efficient project management workflow is essential, but you also need to keep the whole machinery running. Y ou can do this by having good communication within your business, as well as with

Petar Djordjevic is a Writer, Actor, Mathematician and Traveller. Hoping to one day complete his scratch off world map. He currently works as a content writer at Nifty, leading project management tool.