Following African Capital into Kenya
Follow the money from regional infrastructure to the business next door.
Read the article →THE RESEARCH LIBRARY
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Follow the money from regional infrastructure to the business next door.
Read the article →Follow the money from regional infrastructure to the business next door.
Read the article →Connect global investments with the places you live, earn, and send money.
Read the article →Connect global investments with the places you live, earn, and send money.
Read the article →Connect global investments with the places you live, earn, and send money.
Read the article →Build a working plan for your payslip, pension, healthcare, and home.
Read the article →Build a working plan for your payslip, pension, healthcare, and home.
Read the article →Build a working plan for your payslip, pension, healthcare, and home.
Read the article →Build a working plan for your payslip, pension, healthcare, and home.
Read the article →Read the business, test its value, and build a portfolio with a purpose.
Read the article →Read the business, test its value, and build a portfolio with a purpose.
Read the article →Read the business, test its value, and build a portfolio with a purpose.
Read the article →Read the business, test its value, and build a portfolio with a purpose.
Read the article →A practical NSE dividend-growth core, transaction-cost reserve, whole-share DCA schedule, dividend-income estimate, and stress test.
Read the article →A portfolio-function watchlist for diversifiers, bank alternatives, monitoring rules, and future capital deployment.
Read the article →Define the economic exposure, benchmark, return and household risk question before choosing an investment vehicle.
Read the article →Compare direct holdings, funds and ETFs through legal structure, creation mechanics, fees, execution and compounding.
Read the article →Map fund domicile, withholding, estate exposure, currency, records and cross-border implementation before funding an account.
Read the article →Choose a portfolio architecture that assigns a clear job, loss budget, decision right and review rule to every sleeve.
Read the article →Evaluate broad US equity exposure, deliberate growth tilts, fund overlap, concentration and contribution-first rebalancing.
Read the article →Use semiconductor ETFs to test benchmark design, sector concentration, liquidity, valuation, stress testing and position limits.
Read the article →Model the options wheel as a payoff-changing tactical sleeve with collateral, assignment, tax, operating and portfolio risks.
Read the article →Connect overlap, covariance, collateral, stress tests, contributions and review rules into an auditable portfolio policy.
Read the article →Bring lump sums, ongoing contributions, reserves, withdrawals, tax and behaviour into the long-term operation of a portfolio.
Read the article →A practical guide to finding critical dependencies, building operational continuity and governing a founder's absence or transition.
Read the article →An owner opens the mobile banking app and sees KSh 1.2 million. How much of it can they take home?
Read the article →A business can look cash-rich because it has stopped replacing equipment. It can also look cash-poor because it is building the next stage of capacity. If we call all capital spending “maintenance,” we can understate what a growing business might earn. If we call all spending “growth,” we can…
Read the article →A cash forecast is most useful before there is a crisis. For a small business, the working version does not need to predict the whole year with false confidence. It needs to answer a simpler question: if the expected customers pay when promised, and the bills on the calendar are paid when due,…
Read the article →Owners often fund two very different things from one bank account: the work they do and the capital they put at risk. If the owner manages staff every day, their pay for that job is an operating cost. A dividend or draw is a return on ownership. Mixing the two can make a business appear more…
Read the article →A buyer asks, “What does the business earn?” The seller replies with what is left in the bank at the end of a good month. Both sides are asking the wrong version of the question.
Read the article →A public company gives us more information than most private businesses, but it does not give us a line called “owner earnings.” We have to build one from the report and keep every analyst judgment visible.
Read the article →A company can outsource factories and still require enormous amounts of capital. NVIDIA is a useful case because its business is often described as “fabless” or asset-light, yet its filings show material investment in research and development, working capital, supplier commitments, and…
Read the article →A data centre building is not one asset with one replacement date. It combines land, buildings, power systems, cooling, core systems, servers, networking, leasehold improvements, software, and contractual access to electricity and fibre. Some equipment may be refreshed every few years. A…
Read the article →A bank’s debt is not like a manufacturer’s debt. Customer deposits are part of the product that lets the bank lend and earn a spread. An insurer’s premium is not an immediate profit cheque: the insurer has agreed to cover future claims. That is why an industrial-company owner-earnings formula…
Read the article →An industrial-company formula can be useful for a Kenyan listed business, but only after we know what its assets and liabilities do. A bank’s customer deposits fund lending. An insurer’s premiums come with future claims. A farm may harvest seasonally and carry biological assets. A utility spends…
Read the article →After a company fails, its final crisis can make the ending seem obvious. That feeling is dangerous. The reader now knows which supplier went unpaid, which loan fell due, and which rescue did not arrive. A lender or owner three years earlier did not know those outcomes with certainty.
Read the article →Nakumatt and Tuskys are often discussed together as Kenyan supermarket failures. They are useful cases for asking what went wrong in a cash-intensive retail model, but their court records do not tell one interchangeable story. Each had its own legal company, creditor list, financing, operating…
Read the article →A start-up can raise a large sum and still run short of cash. The fundraising figure is not the company’s revenue, bank balance, gross margin, operating cash flow, cash runway, or the amount its owners could withdraw. It describes financing raised across particular entities, investors,…
Read the article →A founder sees the headline: Kenya led African startup funding in 2025, then reported funding fell sharply in the first half of 2026. An investor asks whether that means capital has disappeared, shifted into debt, or become more selective. Those are different questions. Before deciding which…
Read the article →Suppose two Kenyan companies each announce that they raised KSh 500 million. The headline makes them look comparable. One may have sold new shares to fund product experiments with no fixed repayment date. The other may have taken a secured, dollar-linked facility to finance equipment that pays…
Read the article →A social post says 13 Kenyan startups “collapsed after raising” a combined Sh93 billion. The sentence feels conclusive: large funding, failed companies, money gone. But it puts three questions into one label. Which legal entity received the financing? What happened to each business and its…
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