{"id":51016,"date":"2026-08-25T16:08:28","date_gmt":"2026-08-25T13:08:28","guid":{"rendered":"https:\/\/sbs.strathmore.edu\/?p=51016"},"modified":"2026-08-25T16:08:28","modified_gmt":"2026-08-25T13:08:28","slug":"what-kenyan-entrepreneurs-taught-the-executive-mba-class-about-building-businesses-that-last","status":"publish","type":"post","link":"https:\/\/sbs.strathmore.edu\/fr\/what-kenyan-entrepreneurs-taught-the-executive-mba-class-about-building-businesses-that-last\/","title":{"rendered":"What Kenyan Entrepreneurs Taught the Executive MBA Class About Building Businesses That Last"},"content":{"rendered":"
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    Strathmore Business School’s MBA Entrepreneurship and Innovation class recently hosted a panel of founders from hospitality, professional services, and construction, and the conversation ranged far beyond pitch decks and funding rounds.<\/p>\n

    There is a particular kind of honesty that only comes out when entrepreneurs stop pitching and start talking. That was the mood in a recent session of Strathmore Business School’s Executive MBA Entrepreneurship and Innovation course, where a panel of Kenyan business builders sat down with students to unpack what actually happens between having an idea and running a company that survives.<\/p>\n

    I moderated the session, opening not with introductions but with a framework, a reminder that entrepreneurship is rarely a straight line.<\/p>\n

    The Shape of the Entrepreneurial Journey<\/strong><\/h3>\n

    Before handing the floor to the panel, I laid out a pattern that I had observed across years of working with founders: businesses tend to move through five overlapping stages: explore, focus, systemise, scale, and renew.<\/p>\n

    Most founders start out exploring, he explained, often without reliable market data to guide them. “A lot of businesses start out by physically exploring the problem they are solving,” he told the class. Plans change the moment implementation begins, and founders frequently discover, sometimes for years in, that the problem worth solving isn’t the one they started with.<\/p>\n

    Once a business has tested the ground, the temptation is to chase every opportunity at once. I then argued that business should narrow down to two or three priorities rather than one, a nod to the risks of over-concentration in markets as volatile as Kenya’s, before doubling down on whatever shows the clearest signs of traction. From there, the job becomes building systems: finance, marketing, HR, and technology robust enough that the business can function without the founder in the room every day. Only then, he said, does scaling, expanding city to city, country to country, become sustainable. And even a mature business, he cautioned, must keep renewing itself, particularly as artificial intelligence reshapes what customers expect and how work gets done.<\/p>\n

    It was a fitting frame for the stories that followed.<\/p>\n

    Building the Infrastructure Around Entrepreneurs: Joram and Sandbox<\/strong><\/h3>\n

    A first thread of the conversation came from Joram Mwinamo. He is a co-founder of SNDBX, a professional services network for small and growing businesses. He simply described it as the \u2018supermarket\u2019 for professional services. The company brings accountants, HR consultants, marketers, lawyers and other specialists under one roof, and one brand, so that SMEs can outsource functions they aren’t yet big enough to hire in-house.<\/p>\n

    The model, he explained, has proven unusually durable in a sector where many support organisations rely on grant funding: his business is fully revenue-generating, built on a mix of membership fees, project work with partners such as international foundations, and commissions from work referred to within the network. As the network of professionals has grown, he said, referrals between members have become a significant growth engine, professionals bringing clients to each other, and the brand growing “organically” as a result.<\/p>\n

    Asked how the business has expanded beyond Kenya, he pointed to something students may not expect: bureaucracy and local complexity, he said, have often made it easier<\/em> to do business in markets far from home, including the United States, than to navigate some of the friction closer by. Much of the company’s regional growth, he added, has come from simply following existing clients as they expand into new markets, rather than leading with new market bets.<\/p>\n

    He also spoke candidly about succession, describing a deliberate, structured handover when he stepped back from an earlier consulting business to focus on his current venture, including a transition period built around shared oversight with a co-director before fully letting go.<\/p>\n

    From Corporate Kitchens to Building a Brand: Leonard Mudachi<\/strong><\/h3>\n

    The second panellist to take the floor was Leonard Mudachi<\/strong>, who describes himself as a “Chief Visionary Officer” and runs BRRAL, Branded Restaurants and Retail Africa Limited. His path into entrepreneurship ran through some of Kenya’s best-known hospitality brands, including a stint as Chief Operating Officer at Java House, before he struck out to build restaurant concepts of his own.<\/p>\n

    His biggest lesson from the corporate world, he told the MBA class, was about narrative ownership. Java House, he pointed out, was founded by one Kenyan and two American partners, with the Kenyan holding the majority stake, yet the popular story around the brand rarely reflects that. “Our stories are told by other people<\/em>,” he said, arguing that African founders too often let outsiders define what African business success looks like.<\/p>\n

    That conviction led him to start a podcast profiling African entrepreneurs, AfriCAN DO!, a project he says has produced more than 70 episodes and inspired a growing set of case studies for use in classrooms like Strathmore’s. Among the stories he’s featured: a founder who built a document-management and archiving business after noticing how poorly companies stored their records, later selling it to a much larger rival; the founders of a Kenyan running-shoe company built on the insight that world-class Kenyan athletes were competing in shoes designed without them in mind; and a property developer who has built thousands of studio apartments for young professionals, deliberately without bank financing, relying instead on buyer trust and a track record of delivery.<\/p>\n

    The common thread, Mudachi argued, is that they all started by fixing something broken in their own experience, then built the operational muscle to grow it.<\/p>\n

    Grit, Family, and the Long Game: Sarah Karingi<\/strong><\/h3>\n

    The panel’s most personal moments came from Sarah Karingi<\/strong>, whose journey into the construction industry began far from where she expected. She started as a government officer before circumstance pushed her into entrepreneurship in one of the sectors least welcoming to newcomers. Known, in her own words, as “the queen of networking” (and rarely seen without something red), Karingi is also a published author.<\/p>\n

    She described knocking on doors, waiting outside banks for meetings that didn’t materialise, and refusing to accept a single rejection as the final word. “If I can’t get help from one person, I always tell my children, don’t stop at one answer<\/em>,” she told the room. Her business today is a family affair: her children and even a grandson are involved, and she spoke about the deliberate work of preparing the next generation to run the business without her, exposing them early, building management teams that can operate independently, and treating succession as an ongoing conversation rather than a single event.<\/p>\n

    Her candour drew a strong response from students, several of whom noted that stories like hers rarely make it into business-school case studies, even though, as one student put it, “there are so many successful businesses in Kenya you never read about.”<\/p>\n

    The Takeaway for Aspiring Founders<\/strong><\/h3>\n

    Across three very different sectors- hospitality, professional services, and construction- the panel converged on similar ground: entrepreneurship in Kenya rewards founders who solve a problem they’ve personally lived through, build trust-based relationships before they build capital, and treat systems and succession as seriously as they treat the original idea.<\/p>\n

    As I begun, in framing the discussion, the businesses that last aren’t the ones that get everything right from day one; they’re the ones willing to keep exploring, focusing, and renewing themselves as the ground shifts beneath them.<\/p>\n

    Written by William Murithi, PhD, Senior Faculty at Strathmore Business School.<\/strong><\/p>\n<\/div><\/div><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"","protected":false},"author":7,"featured_media":51024,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[39],"tags":[],"class_list":["post-51016","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"acf":[],"yoast_head":"\nWhat Kenyan Entrepreneurs Taught the Executive MBA Class About Building Businesses That Last - Strathmore University Business School<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/sbs.strathmore.edu\/fr\/what-kenyan-entrepreneurs-taught-the-executive-mba-class-about-building-businesses-that-last\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"What Kenyan Entrepreneurs Taught the Executive MBA Class About Building Businesses That Last\" \/>\n<meta property=\"og:url\" content=\"https:\/\/sbs.strathmore.edu\/fr\/what-kenyan-entrepreneurs-taught-the-executive-mba-class-about-building-businesses-that-last\/\" \/>\n<meta property=\"og:site_name\" content=\"Strathmore University Business School\" \/>\n<meta property=\"article:published_time\" content=\"2026-08-25T13:08:28+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/sbs.strathmore.edu\/wp-content\/uploads\/2026\/08\/What-Kenyan-Entrepreneurs-Taught-the-Executive-MBA-Class-About-Building-Businesses-That-Last-web7.webp\" \/>\n\t<meta property=\"og:image:width\" content=\"1200\" \/>\n\t<meta property=\"og:image:height\" content=\"675\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/webp\" \/>\n<meta name=\"author\" content=\"Juliet Hinga\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"\u00c9crit par\" \/>\n\t<meta name=\"twitter:data1\" content=\"Juliet Hinga\" \/>\n\t<meta name=\"twitter:label2\" content=\"Dur\u00e9e de lecture estim\u00e9e\" \/>\n\t<meta name=\"twitter:data2\" content=\"2 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/sbs.strathmore.edu\\\/what-kenyan-entrepreneurs-taught-the-executive-mba-class-about-building-businesses-that-last\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/sbs.strathmore.edu\\\/what-kenyan-entrepreneurs-taught-the-executive-mba-class-about-building-businesses-that-last\\\/\"},\"author\":{\"name\":\"Juliet Hinga\",\"@id\":\"https:\\\/\\\/sbs.strathmore.edu\\\/#\\\/schema\\\/person\\\/ef65175d48e8c61e0454cc7b137a849d\"},\"headline\":\"What Kenyan Entrepreneurs Taught the Executive MBA Class About Building Businesses That Last\",\"datePublished\":\"2026-08-25T13:08:28+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/sbs.strathmore.edu\\\/what-kenyan-entrepreneurs-taught-the-executive-mba-class-about-building-businesses-that-last\\\/\"},\"wordCount\":2856,\"image\":{\"@id\":\"https:\\\/\\\/sbs.strathmore.edu\\\/what-kenyan-entrepreneurs-taught-the-executive-mba-class-about-building-businesses-that-last\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/sbs.strathmore.edu\\\/wp-content\\\/uploads\\\/2026\\\/08\\\/What-Kenyan-Entrepreneurs-Taught-the-Executive-MBA-Class-About-Building-Businesses-That-Last-web7.webp\",\"articleSection\":[\"News\"],\"inLanguage\":\"fr-FR\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/sbs.strathmore.edu\\\/what-kenyan-entrepreneurs-taught-the-executive-mba-class-about-building-businesses-that-last\\\/\",\"url\":\"https:\\\/\\\/sbs.strathmore.edu\\\/what-kenyan-entrepreneurs-taught-the-executive-mba-class-about-building-businesses-that-last\\\/\",\"name\":\"What Kenyan Entrepreneurs Taught the Executive MBA Class About Building Businesses That Last - 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