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Nadine Niyonizeye District - Nyamasheke The Impact Footprint Growth Guide: Nadine Niyonizeye, 26 Location: Western Province, Nyamasheke District, Ruharambuga Sector, Wimana Cell, Ryangage Village Total Ecosystem Portfolio: 321 Youth MSMEs Trained & Mentored Demographic Breakdown: 258 women, 63 men, 12 persons with disabilities Nadine Niyonizeye became a Growth Guide at a time when she herself was unemployed, driven by a desire to take action and support other young people in similar situations. As a young volunteer, she saw the role as an opportunity to not only create purpose for herself but also help others build livelihoods through entrepreneurship. Her motivation is rooted in turning challenges into opportunities, both for herself and for the youth in her community. Through her work, Nadine has reached around 450 young people, helping them shift how they approach business. One of the most visible changes she has contributed to is encouraging entrepreneurs to keep proper financial records and actively listen to their customers. By tracking how money is used and gathering feedback from clients, young business owners are beginning to better understand market needs and improve their products and services. This shift toward more informed and responsive businesses is helping create stronger and more sustainable enterprises. A key part of her support involves helping young entrepreneurs prepare their business ideas and projects so they are ready for financial opportunities. While youth in her area have not yet accessed loans, mainly due to limited availability within their sector, Nadine focuses on ensuring they are equipped with the knowledge and structure needed to benefit when access improves. Her work is centered on readiness, making sure young people are not left behind when opportunities arise. Through this role, she has gained deeper insights into important social and economic issues, including gender dynamics, financial inclusion, and the challenges faced by vulnerable groups such as persons with disabilities. These learnings have strengthened her ability to support others more holistically, understanding that entrepreneurship is not only about income but also about inclusion and empowerment. Looking ahead, her hope is that financial institutions will make it easier for young people to access loans, especially by reducing barriers like collateral requirements. She believes that many young entrepreneurs are capable and ready, but need systems that are more accessible and supportive. Her message to young people reflects resilience and determination: they should stay disciplined, create their own opportunities, and make the most of the resources around them. She encourages them to be bold in approaching financial institutions and to actively seek ways to grow, believing that progress comes from courage, effort, and the willingness to take initiative. Facebook X (Twitter) WhatsApp LinkedIn Pinterest Copy link

How Leadership Development for Healthcare is Powering Innovation: The Maisha Meds Story All Stories John Nsubuga Position: Director, People Operations Company: Maisha Meds Programme: Management Development Programme Leadership Development Programme Country: Kenya At AMI, we know that great businesses don’t just happen—they’re built by strong leaders. In a critical sector like healthcare, the right leadership can be the difference between progress and stagnation. That’s why when Maisha Meds, a fast-growing health-tech company, sought to scale its impact, it turned to AMI’s Leadership Development Programme (LDP) and Management Development Programme (MDP) to equip its team with the skills to lead confidently in a complex landscape. Scaling Healthcare Access Through Strategic Leadership Maisha Meds has transformed access to quality healthcare across East Africa. Its groundbreaking digital platform connects 4,400 pharmacies and clinics, facilitating over one million patient reimbursements and ensuring life-saving medicines reach those who need them most. But as with any fast-growing company, the challenge wasn’t just scaling its operations—it was ensuring its leadership could keep pace with its ambitious vision. Recognizing that strong leadership fuels sustainable growth, Maisha Meds invested in its managers and senior leaders through AMI’s LDP and MDP. These programmes are designed to move beyond theory and into action—giving leaders the tools to navigate complexity, foster accountability, and drive business success. Practical Skills, Real Impact The impact was immediate and tangible. Thirteen Maisha Meds managers completed the MDP, a practical programme designed to sharpen management skills in areas like goal-setting, communication, and team empowerment. Fourteen senior leaders enrolled in the LDP , where they tackled high-level leadership challenges, from driving organizational culture to strategic decision-making. Participants reported a transformation in their approach to leadership: Greater clarity in their managerial roles Improved ability to lead tough conversations with confidence Stronger mentoring and coaching skills to build high-performing teams Better time management and productivity A more strategic, solution-oriented mindset “The clarity and relevance of the course content were impressive,” shared Idris Musa, Sales Manager at Maisha Meds. “It felt tailored to real-world challenges, and I was able to implement new strategies that immediately improved team performance and communication.” The AMI Approach: Leadership That Delivers Results At AMI, we believe that leadership training should never feel like a box-ticking exercise. Our programmes are designed for real business environments, equipping managers and executives with practical, immediately applicable skills. From interactive workshops to on-the-job learning, we ensure that leaders don’t just learn—they lead. The Maisha Meds story is a testament to the power of investing in people. When businesses commit to developing their managers and executives, they don’t just build strong teams—they create organizations that thrive. Ready to strengthen your leadership team? Discover how AMI’s Leadership Development and Management Development Programmes can help your business scale with confidence. Learn more here.

How leadership must change as your business grows is a question many leaders do not ask early enough. The leadership model that helped an organisation succeed can become the thing that prevents it from scaling. In the early stages, speed often comes from proximity. The founder knows the customers, makes the important decisions, solves problems quickly and can see what is happening across the organisation. Experienced employees carry institutional knowledge in their heads. Informal communication works because everyone is close to the centre. Then the organisation gets bigger. There are more customers, more employees, more markets and more decisions to make. The founder is still the final decision-maker. Senior leaders get pulled into operational escalations. Managers wait for approval. Experienced employees become indispensable because too much knowledge sits with too few people. Customers start to notice the inconsistency. The predictable response is to add more people, more technology, more processes or more meetings. But through our work with leaders across African organisations, AMI sees a different question emerging: has the organisation outgrown the way it is being led? That question shaped a recent AMI Leadership Conversation between Rebecca Harrison, CEO and Co-Founder of AMI and Segun Adeyemi, Founder and CEO of Anchor. Their discussion exposed a distinction that matters for every growing organisation: growth adds resources, but scale requires the organisation to become capable of doing more without becoming more dependent on a few people. As Segun put it, organisations have to keep asking themselves whether, if the business were to double or grow fivefold, “the processes and the people that we have today” would still be enough to support that level of growth. That is the real leadership challenge of scale. Not simply how to grow faster, but how to build an organisation that can absorb growth without allowing complexity to overwhelm its people, systems or customer experience. The Leadership Challenges That Come With Growth For Segun, the complexity ceiling became visible when Anchor moved beyond its first few customers. Early customers were largely people he and his co-founders already knew. As the company grew to more than 100 businesses, that model stopped working. “If something breaks,” he explained, customers can no longer simply call the founders directly. “There needs to be a process for them to be able to escalate.” As transaction volumes increased, the same principle applied internally. People needed to know what to do when something went wrong without relying on a founder or a handful of experienced employees to intervene every time. His approach is particularly relevant for leaders who are growing quickly: solve today's problem, but design with the next level of scale in mind. As Segun described it, organisations should not solve a problem only for today's volume. They should be thinking about what happens if the business grows two or five times larger. Rebecca sees the same complexity from a different angle. She argues that processes are often the root cause of organisational problems without being where those problems first appear. Instead, leaders see the symptoms. A team is overwhelmed. People are burning out. Customers complain that the experience is inconsistent. Something feels like it is "on fire." That distinction is important. The place where a problem appears is not necessarily the place where it starts. A burned-out team may be signalling a broken process somewhere else in the organisation. A customer complaint may be exposing an internal handoff problem. A manager who constantly escalates decisions may be operating inside a system that never gave them enough authority to begin with. For leaders, the implication is to stop treating every visible problem as an isolated performance issue. Instead, work backwards from the symptom and ask what the organisation has designed, or failed to design, underneath it. When everything feels like a bottleneck, start with ownership Once complexity increases, one question becomes increasingly valuable: who owns this? Segun describes this as the role of the Directly Responsible Individual, or DRI. When a problem occurs, the first step is to establish who owns it. If nobody does, the problem eventually finds its way back to the founder or senior leadership. At Anchor, postmortems are used to make this explicit. After an issue has been resolved, the organisation closes the loop by establishing a DRI. Segun makes an important distinction here: having a DRI does not mean the process has already been solved. It means there is someone responsible for ensuring the problem is addressed and for asking why it happens again. This is where many organisations confuse accountability with ownership. Giving someone a task is not the same as giving them an outcome to own. And giving someone an outcome without the authority to influence it is not real ownership. The question leaders should therefore ask is not simply, "Who is responsible?" It is: "Who owns the outcome, and what decisions can they make without coming back to me?" That is a much more useful test of organisational maturity. If every important decision still returns to the CEO, the organisation may have distributed responsibilities without actually distributing ownership. Build the Leadership Your Growth Requires Growth puts new demands on your managers and leaders. AMI's Leadership Development Programme equips leaders with the skills, judgement and practical tools to lead people, make better decisions and build organisations that can scale. The hardest leadership shift is letting people struggle One of the most revealing parts of the conversation was not about systems at all. It was about the difficulty leaders have in stepping back. Segun described a recurring challenge at Anchor. Many of the company's current leaders started as individual contributors. They were capable, passionate and good at getting things done. But as they moved into leadership roles, some continued to hold onto work that should have been handed to their teams. The temptation is understandable. A leader gives someone a task. The work takes longer than expected or does not meet the required standard. The leader thinks, "I could do this myself in two hours." So they step in and complete it. But Segun argues that this is exactly what leaders need to resist. “We would rather lose some time,” he said, allowing someone to learn on the job than have the leader jump in and do the work themselves. The reason is simple: “We have to be able to build shared knowledge and shared context.” This is one of the most important transitions in scaling. The leader's job changes from being the person who can do the work fastest to being the person who builds a team capable of doing the work well without them. Rebecca strongly reinforced this point, arguing that fast-growing organisations ask much more of leaders than simply executing a strategy. Leaders have to create the future, translate that direction for their teams, build the processes that enable execution and develop the capabilities people need to deliver. Her reflection was particularly pointed for AMI: despite being a learning organisation, one of her own lessons has been the importance of being intentional about becoming a learning organisation internally. Leaders need to ask not only what their people are doing today, but what capabilities they will need next year and two years from now if the organisation achieves the growth it is aiming for. That is a fundamentally different approach to talent development. It moves learning from a response to a performance gap to an investment in future organisational capacity. Culture has to evolve without losing its core Scale creates another tension: how do you preserve culture when the organisation becomes too large for the founder to personally transmit it? Rebecca pushes back against the idea that founders or CEOs ever become irrelevant to culture. Leaders remain powerful cultural signals because people watch what they do, not just what they say. “Kids do what you do, not what you say,” she observed, making the point that organisations behave in much the same way. But leadership alone is not enough. As an organisation grows, culture has to become operational. Rebecca described AMI's own experience of this shift. Early on, culture could be transmitted through direct interaction. Over time, that was no longer sufficient. People needed to experience AMI's values through the systems surrounding them: how interviews are conducted, whether people follow up when they say they will, whether someone is welcomed on their first day, whether managers recognise behaviours that reflect the values and whether policies reinforce the culture rather than contradict it. Segun offered a complementary example from Anchor. Every new employee, regardless of role, spends time with him during onboarding. The purpose is not simply to introduce the CEO. It is to explain what the company's cultural principles actually mean when employees have to make decisions. One example is Anchor's framework for urgency. Segun explained it through a memorable distinction between a hat, a haircut, and a tattoo. A hat can easily be taken off, so decisions of that type should move quickly. A haircut can be changed, but requires more effort. A tattoo is much harder and more costly to reverse, so it requires more consultation and approval. The principle underneath the analogy is powerful: culture becomes scalable when people understand how values should guide decisions, not simply when they can recite the values. Build the process around the business, not the other way around If growth exposes weaknesses in process, the answer is not to create more process for its own sake. Segun's advice is to start with the business itself. What are you trying to achieve? What is the organisation's North Star? What are the few metrics that matter most? Only then should leaders design the processes required to achieve those goals. “The process would break if the goal is not clear,” he argued. This is an important corrective to a common scaling mistake. Organisations often copy processes from larger companies because those processes appear sophisticated. But a process that works in one organisation can be completely wrong for another because the goals, people, business model and operating context are different. The right question is therefore not, "What process should we adopt?" It is "What are we trying to achieve, and what is the simplest repeatable way for our people to achieve it consistently?" For AMI, this distinction matters because organisational capability cannot be separated from context. The leadership practices required by a fast-growing African enterprise are not necessarily the same as those required by a multinational operating under a completely different structure. Scaling is not about importing complexity. It is about deliberately building the capabilities and systems that the organisation's next stage actually requires. The customer often tells you where the system is broken One of the strongest themes in the conversation was that leaders need to pay attention to where stress appears. Rebecca described customer experience as one of the early signals she noticed at AMI. Small details that seemed insignificant on their own, such as inconsistencies in how a workshop was delivered, revealed something deeper. When the founders and most trusted leaders were no longer personally involved in everything, the organisation needed processes capable of translating its standards and vision into consistent execution. Segun's experience points to the same principle from the customer side. As Anchor moved from a small group of familiar customers to hundreds of businesses and thousands of transactions, personal relationships could no longer be the operating system. His response was not to pretend that everything would work perfectly during the transition. It was to protect trust through communication. “What we cannot tolerate is silence,” he said. When something goes wrong, customers need to know that the organisation is aware of the problem, understands that the experience is below the promised standard and is actively working towards a solution. For growing organisations, this is a critical lesson. Customers should not have to absorb the complexity created by your growth. If growth means slower responses, inconsistent delivery or unclear ownership, the problem is not simply customer experience. It is a signal that the organisation's internal operating model has not kept pace. AI is changing what scale can look like The conversation also raised a question that increasingly sits at the centre of growth strategy: if AI agents can perform more work, does headcount remain a useful measure of organisational scale? Rebecca argued that leaders need to move beyond adopting AI because it is fashionable and instead become disciplined about testing its actual impact. At AMI, the question is twofold: how can AI improve the value delivered to customers, and how can it make the organisation more efficient internally? That includes using AI to personalise learning and improve customer experience, but also changing how work gets done. Rebecca pointed to the increasing ability for one person, supported by agentic tools, to accomplish work that previously required a much larger team. Segun took the idea one step further in his practical takeaway. He encouraged leaders to calculate revenue per employee, then ask a harder question: if the company's revenue and operations doubled, how many people would it require using today's model, and how might that change if AI agents were treated as potential capacity? This does not make people less important. It changes what leaders need to think about when designing organisations. The future scaling question may be less about how many people a company employs and more about how much productive capacity its people, systems and AI-enabled workflows can create together. The leadership question behind every growth strategy The strongest message from the conversation is that scale is not a single operational project. It is a leadership transition. The founder who once needed to make every decision has to create leaders who can make decisions. The manager who once solved every problem has to learn to coach rather than rescue. The experienced employee who carries critical institutional knowledge has to help turn that knowledge into organisational capability. The people team has to translate culture into everyday experiences and systems. And leaders across the organisation need to think ahead about the capabilities the business will require before those capabilities become urgent. Rebecca's final practical challenge captured this shift. Leaders should think strategically about becoming a learning organisation by asking: what are my people going to need to be able to do next year, or two years from now, if we build the business we say we want to build? That is the question AMI believes leaders need to be asking more often. Because the organisations that scale successfully are not necessarily the ones that grow fastest. They are the ones that deliberately build the leadership capability, decision-making structures, systems and learning cultures required to support that growth. Growth tells you that the business is getting bigger. Scale tells you that the organisation is getting better at handling bigger. So before adding another layer of people, another process or another technology investment, leaders should ask a harder question: Can the way we currently lead support the organisation we are trying to become? If the answer is no, the next stage of growth will require more than more resources. It will require a different organisation. Ready to build the leadership capability your next phase of growth demands? Explore AMI's Leadership Development Programme to equip your managers and leaders with the skills, judgement and practical tools to lead people, make better decisions and build organisations that can scale.

There is an old joke about a road crew that goes something like this. A man is assigned to paint the centre line down a long stretch of highway. Halfway through, he reaches a fallen branch lying across the road. He paints around it. Comes back the next day, paints around it again. It was never his job to move the branch. He was told to paint the line, and technically, he did. It is a small story with an uncomfortable punchline for anyone running a fast-paced company, because most organisations do not have an accountability problem in the way they think they do. What they have is a branch sitting in the middle of the road, and a leadership culture that has trained everyone, again and again, to paint around it. That argument came out of a recent AMI Enterprise leadership session on accountability, in a conversation between Brenda Wakaba, an HR consultant who has spent fifteen years inside African organisations, and Caroline Kamau, a Change Management Specialist. What came out was not a motivational talk about ownership. Rather, it was closer to a systems diagnosis, and it should concern any executive who still thinks accountability is a personality trait you hire for. The Clarity Problem Brenda cited research showing that close to half of new hires fail within eighteen months, not because they lack the skill for the job, but because of unclear expectations, poor onboarding, and misaligned values from day one. "This is not a people problem," she said. "It is a clarity problem." And it begins long before the person's first day, in how clearly the organisation has already defined what success looks like. This is the part most performance conversations skip. Companies love to talk about consequences: the review, the improvement plan, and the difficult conversation. Far fewer talk about what came before it; the upstream work of making sure a person actually knew, in specific and repeated terms, what they were responsible for and why it mattered to the business. Brenda's phrase for this was blunt and worth stealing for your next leadership offsite: "clarity before consequence." When we punish an unclear expectation without building accountability, we’re teaching our teams that the fastest way to avoid blame is to do as little as possible. Accountability without authority is not accountability Brenda argued that a lot of what companies call accountability is actually something else entirely, dressed up to look virtuous. "You cannot hold a manager accountable for retention if they have no say in compensation, no budget for development, and no voice in hiring decisions," she said. "That is not accountability. That feels more like blame redistribution." Sit with that for a second, because it reframes a habit that is close to universal in fast-growing companies. Leadership hands someone a metric, withholds the authority to actually move that metric, and then treats the missed target as a failure of will rather than a failure of design. It is, in effect, punishing people for outcomes the organisation itself made structurally impossible for them to control. Jocko Willink, the former Navy SEAL commander turned business consultant, has built an entire leadership philosophy on a related but sharper claim: there are no bad teams, only bad leaders, and when something goes wrong the first place a leader should look is in the mirror, not down the org chart. Brenda's point sharpens that same idea. Ownership means nothing without the authority to back it up. Accountability without real decision-making power is simply a liability shield. There is a cost to this that never makes it into the accountability conversation, and it is not a morale cost. Every decision waiting on a signature is revenue waiting on a signature too. When we centralise enough decisions long enough, managers stop deciding, and eventually they lose the ability to develop judgement that would have let them decide well. Eventually the CEO who centralised everything is the same CEO that complains that the bench is thin. That is not a talent shortage; it is the predictable outcome of the system that produced it. People do not become accountable because a leader tells them to own the outcome. They become accountable once a leader has already removed the excuse, clarity instead of ambiguity, authority instead of borrowed responsibility, a model instead of a mandate, that would have let them avoid owning it in the first place. If your organisation is struggling with these systemic issues, our Leadership Development Programme provides the practical, hands-on training your managers need to build true accountability. A Gen Z Problem or a Wrong Diagnosis? The session's sharpest reframe came when the conversation turned to the tension nearly every African executive is currently living through, between senior leaders who built their careers in command-and-control environments and younger professionals who expect to understand the why before they execute the what. The easy explanation, the one repeated in nearly every LinkedIn post about Gen Z in the workplace, is that younger employees simply lack accountability. Caroline rejected that framing entirely. "This is not a talent problem," she said. "This is a culture design problem." Her argument deserves more airtime than it got in the room. Senior leaders whose authority was built on being the person with the answers experience delegation as a loss of relevance, not an act of trust. Younger professionals who grew up with unlimited access to information experience over-control as a signal that they are not trusted, and they do not comply silently the way earlier generations were trained to. Neither side, Caroline pointed out, is wrong about what they are experiencing, but both are wrong about what is causing it. The fix she proposed was that leaders should learn to narrate the handover out loud, publicly transferring ownership rather than hoping someone steps up, until decision-making at lower levels becomes the norm rather than the exception. There is a real cost to getting this wrong, and it shows up on the income statement long before it shows up in an engagement survey. Caroline made the point that most performance systems reward results while punishing the risk-taking that actually produces them. A team member makes a bold call, it does not work out, and the response is blame rather than a coaching conversation. That employee, and everyone watching, learns exactly one lesson from that moment: never make that move again. Alex Hormozi, who has scaled a portfolio of companies past nine figures partly on the strength of operational discipline, makes a version of this same argument from the opposite direction. His formula for building accountable teams runs on expectations, measurement, and consistent reinforcement, the theory being that ambiguity, not laziness, is what actually kills execution. When we punish the wrong thing consistently, we get exactly the behaviour we punished for, at scale, from our best people first. What this actually costs a company It is tempting to file all of this under culture, the soft stuff, the thing that gets a slide in the all-hands deck and nothing else. That would be a mistake, and an expensive one. Every high performer who learns that a bold call gets punished rather than coached will, eventually, stop making bold calls, taking whatever growth-driving instinct they had with them when they leave for a company that will actually use it. And every manager held responsible for a number they have no authority to move is a resignation letter with a delay timer on it. Brenda closed with a line that is worth pinning above every leadership team's next planning session. "People don't resist accountability," she said. "What people resist is when things are ambiguous." The job of a leader, in her framing, is not to demand more ownership from a team. It is to make ambiguity safe, to remove the barriers standing in the way of the outcome, and then to be the first person in the room whose own behaviour matches what was just asked of everyone else. Which brings the conversation back to that branch in the road. Most companies do not need another accountability initiative, another values poster, another framework borrowed from a book written for a different context entirely. They need to look, honestly, at how many of their best people have learned that the smartest career move available to them is to paint carefully around the thing nobody gave them permission to move. Most companies treat accountability as a character problem. It has always been an architectural one. Accountability was never a personality trait waiting to be hired for. It is an architectural decision, made or avoided every time a leader chooses whether to hand someone the branch or paint around it for them. The companies that get this right will not be the ones with the most accountable people. They will be the ones that stopped asking people to be accountable for a road they were never given the tools to fix. Ready to build a culture of real accountability? Explore our Leadership Development Programme to equip your team with the tools and authority they need to succeed.

"We don't just need textbook information; we need someone who listens to our unique struggles and builds a bridge of absolute trust. True economic integration begins when we stop viewing refugees as passive recipients of aid and start backing them as capable drivers of local market growth." — Prince Shamumbo, KATAZA Growth Guide. The Profile Growth Guide Name: Prince Shamumbo, 27 Location: Kigeme Refugee Camp, Nyamagabe District, Southern Province Total MSMEs supported: 65 Displaced Youth Mentored The Inclusion Matrix: 58 Young Women | 57 Persons with Disabilities When Prince Shamumbo speaks to entrepreneurs in the Kigeme Refugee Camp about overcoming structural barriers, his words carry the weight of lived experience. Arriving in Rwanda in 2012 from the conflict-torn Rutshuru Territory in the Democratic Republic of Congo, Prince experienced the harsh realities of displacement firsthand: acute food insecurity, family separation, and the systemic isolation that often leaves young refugees locked out of the formal labor market. Despite these barriers, Prince completed his secondary education in 2021. Realizing that the vast talent inside the camp was hitting a wall due to a lack of structural networks, he joined the KATAZA Program in May 2026. His mission was clear: to serve as a living bridge converting raw survival instinct into structured business success. Equipped with the African Management Institute’s (AMI) rigorous business methodology, Prince does not rely on guesswork. Armed with his smartphone running the FieldPro system, Prince actively audits and diagnoses camp-based micro-enterprises, pinpointing exact operational leaks in real time. Out of the 65 youth-led enterprises he has diagnosed and trained since May 2026, 58 are young women, and 57 are refugees, a demographic historically left behind by traditional financial literacy initiatives. Prince’s data-driven intervention targets the core vulnerabilities of informal trade through a strict three-step execution: Mobile Diagnostics (FieldPro): Using mobile-first technology to run health checks on informal businesses, mapping out exactly where cash flow and stock management are failing. AMI Tool Implementation: Training entrepreneurs on how to use practical, everyday business tools. Prince introduced simple bookkeeping practices that helped traders separate home expenses from business capital, driving up net profits within 30 days. Direct SACCO Capital Linkages: Once businesses are stabilized and record-keeping is institutionalized, Prince directly guides these newly bankable refugee entrepreneurs through the formal application process to secure growth loans at the nearest SACCO. Prince’s work as a Growth Guide extends beyond enterprise ledgers into holistic community stabilization. Understanding that deep economic stress often manifests as household instability, Prince successfully used his financial coaching frameworks as a tool for domestic peacebuilding. When financial arguments pushed a local refugee couple to the brink of separation, Prince intervened using a structural approach. By introducing them to transparent household budgeting and shared savings goals, he helped the family build clear communication, resolve deep conflict, and protect their household structure. "True development is about combining empathy with the right technology," Prince notes on World Refugee Day. "When a young woman or an entrepreneur inside this camp uses a practical tool to master their finances, they become bankable. Resilience becomes real economic progress."