Understand the problem
Start with people and their circumstances. Ask what matters before deciding what to build.
Use the interview worksheet →I am a social entrepreneur, innovation strategist and ecosystem builder. My story includes doors opened by others, businesses that failed, and a continuing commitment to build practical opportunity in Africa.


I was born in the heart of Nyeri Town. My childhood took me to the boundary of Gakanga and Charity sub-locations in the picturesque Endarasha Location, at the foot of the Nyandarua Mountains, looking towards magnificent Mount Kenya.
I began primary school at Gakanga Primary School, on the edges of Aberdares National Park. Land, water, farming, roads and markets were part of the world around me long before they became subjects I would think and write about.
Those early surroundings still shape my interest in livelihoods, opportunity and the environment. I now look at them alongside the questions that enterprise brings: who can participate, what gets in the way, and how can a useful idea become something that lasts?
Explore the questions in My Thoughts →My education was not a straight line. It crossed different places, institutions and circumstances. The Salesians of Don Bosco paid for my full high school education, giving me the opportunity to continue learning through each of those stages.
My first classroom, near Aberdares National Park and the landscape of Endarasha.
After moving to Nairobi, I briefly attended Morrisson Primary School in Bahati. I was later fortunate to be welcomed at Bosco Boys Nairobi by the Salesians of Don Bosco, who paid for my entire high school education.
I spent one year at Christ the King High School in Mogotio, Baringo County, and another at St. Pius X Seminary in Nkubu, Meru County.
I completed my high school education at Muhuri Muchiri High School in Ruai, Nairobi County.
I am an alumnus of The Riara University. This is part of my formal education.
This is my name for learning through real life: work, building businesses, setbacks, responsibility and the experience that comes from doing. It is separate from my university education.
Starting a business without capital sitting in a bank is not for the faint-hearted. I know that through experience.
There have been late salaries, delayed payments to suppliers, customers who did not pay, and difficult experiences with banks and the terms of finance. These are not abstract business-school cases for me. They affect people, relationships and trust.
I have learned from those failures and pressures. They have made me more attentive to cash flow, commitments, the cost of capital and the gap between an attractive idea and a business that can support itself.
My passion for social entrepreneurship remains. I want to use the experience I now have to build more carefully, test assumptions earlier and create enterprises that are commercially viable, socially useful and environmentally responsible.
I want this readership to be part of the learning: following the questions, the small tests, the difficult decisions and the progress towards Goal 2030.
Start with people and their circumstances. Ask what matters before deciding what to build.
Use the interview worksheet →Make the next step small enough to learn from. Examine demand, cost and what customers are willing to do.
Follow Startup Journeys →Share the evidence, successes, setbacks and next decisions as reviewed chapters and reports are published.
Receive new writing →I am a social entrepreneur, innovation strategist, and ecosystem builder focused on turning ideas, talent, and real-world challenges into sustainable enterprises and measurable impact.
My work sits at the intersection of entrepreneurship, technology, education, sustainable development, and inclusive economic growth. I am particularly interested in building practical systems that help people and organisations move from learning and problem identification to validation, venture creation, market access, investment readiness, and long-term growth.
A central part of my work is supporting entrepreneurs and innovators to develop solutions that are commercially viable, socially useful, and environmentally responsible. I believe entrepreneurship is most powerful when it creates opportunity, strengthens communities, and solves problems in ways that can endure beyond individual projects or funding cycles.
My interests include social enterprise development, responsible innovation, digital platforms, renewable energy, regenerative agriculture, sustainable value chains, circular economy models, youth economic participation, market access, and impact investment. I am especially drawn to approaches that connect producers, entrepreneurs, institutions, investors, and markets through more transparent, accountable, and inclusive systems.
I also work on the design of innovation ecosystems that combine applied learning, mentorship, enterprise development, research, technology, partnerships, and evidence. Rather than treating training, finance, incubation, and market access as separate interventions, I focus on how these elements can work together as a continuous pathway from capability to opportunity.
Africa presents enormous opportunities for locally grounded innovation. I am committed to strengthening the infrastructure that enables African entrepreneurs, creators, and institutions to build, compete, and collaborate globally while responding to local economic, social, and environmental priorities.
My approach is grounded in collaboration, integrity, evidence, and long-term value creation. I believe meaningful innovation requires more than good ideas; it requires capable people, strong institutions, responsible technology, access to markets, and partnerships that align incentives around shared outcomes.
I welcome conversations and collaborations around entrepreneurship, innovation, technology, sustainable development, investment, education, responsible value chains, and building solutions that create lasting economic and social value.
Three pathways, one ambition: create enterprises that last, strengthen social entrepreneurship and open access to markets.
Through Ubunifu Institute, connect applied learning, incubation and enterprise development. Jobs are created by the incubated enterprises.
2,030Target by June 2030
Help establish 2,030 successful social enterprises through incubation at Ubunifu Institute.
10,150Target by June 2030
Support 2,030 social enterprises incubated at Ubunifu Institute to employ an average of 5 permanent staff each—10,150 permanent jobs across those enterprises. Ubunifu contributes through incubation; the enterprises are the employers. This is a target, not a reported result.
Household members of enterprise founders and employees, and community members who benefit indirectly from the enterprises’ social or environmental work. Founders, employees and people directly receiving enterprise services are counted separately.
Count awaiting verified reportingThrough Goblis Group, establish or be directly involved in ventures with paying customers, viable operations and lasting employment.
30Target by June 2030
Establish or be directly involved in 30 successful startups through Goblis Group.
2,030Target by June 2030
Build those enterprises to employ 2,030 permanent staff collectively by June 2030.
Household members supported by employees’ earnings, and people in local supplier and service networks who experience a documented improvement in livelihoods. Employees already counted directly are excluded.
Count awaiting verified reportingThrough Goblis Foundation’s AfriTrace Link, support market access across all 55 African countries. A documented market connection is distinct from a completed sale.
30,000Target by June 2030
Connect 30,000 African social enterprises to markets through Goblis Foundation’s AfriTrace Link, with planned coverage across all 55 African countries.
Household members of participating producers and enterprise workers, and people benefiting from improved local supplier, logistics and market networks. A listed enterprise, buyer introduction or sale alone does not establish a beneficiary count.
Count awaiting verified reportingThese are my goals, not a claim of results already achieved. Progress comes from the organisations’ reporting systems. Missing data is shown as unavailable, rather than zero. These figures describe shared work with teams and partners, not outcomes attributable to me alone.
The reporting window runs from 1 July 2026 to 30 June 2030. Monthly reports are snapshots: enterprise progress is counted cumulatively within that window, while permanent staff are measured at month-end. Monthly snapshots must not be added together. Each source must approve its figures for publication and use the same reporting definitions. Source-reported progress is not an independent audit.
Ubunifu employment target: 2,030 social enterprises incubated at Ubunifu Institute × an average of 5 permanent staff = 10,150 permanent jobs across those enterprises. Employment is generated indirectly through incubation; the enterprises employ the staff. Actual staff are counted from source reports, rather than calculated from enterprise counts.
Indirect beneficiaries: count distinct people outside the directly served group with evidence of benefit, using an approved survey or documented sampling method. Do not count every household member, customer, supplier or community resident automatically. Deduplicate people across households and activities; exclude direct participants and explain sampling, geographic coverage and uncertainty. No common household multiplier is applied across African countries. Research on tracking indirect beneficiaries supports tracing the pathway of benefit rather than assuming reach.
Each source deduplicates its own enterprises and staff before publishing an aggregate report. The categories can overlap and must not be added together. AfriTrace Link is the primary market-access count; Goblis Foundation supplies corroborating programme reporting, not an additional count.
Goblis Foundation reporting: Awaiting source data.
Configured feeds are checked every 15 minutes. Monthly measurements, source approval, publication and connection checks have separate dates. A monthly report remains current until the following month’s report is due, with a publication window through the 15th day after that following month ends. For example, September measurements remain current through 15 November. A failed connection check does not change those dates or refresh the figures. Overdue reports keep their last approved values with a monthly-update-overdue label. An explicit withdrawal removes the figures. Older legacy feeds retain their 48-hour measurement rule until upgraded; connection checks never reset it. Definitions may be refined transparently with the source organisations before their first approved reports.
Reporting design draws on Impact Performance Reporting Norms and Impact Frontiers: distinguish targets, activities, outcomes and contribution, and explain the evidence and limits behind each number.
I welcome thoughtful questions, founder experiences and practical collaborations around entrepreneurship, education, technology and sustainable development.