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Diamond in the Rough: How Karen Fruits Became a Node in Kenya's Food Supply Chain All Stories Wanjiku Ng'ethe Position: Founder Company: Karen Fruits & Veges Programme: Grow Your Business Country: Kenya Wanjiku Ng'ethe didn't set out to build supply chain infrastructure. She opened a small fresh produce shop because she needed to earn a living and had land to farm. But Karen Fruits and Veges, her retail outlet in Karen, Nairobi, quickly became something more: a daily distribution point connecting local smallholder farmers to customers, and a node in the informal food economy that most Kenyans depend on. Businesses like hers: small, rooted in community, operating close to the land, are also the most exposed when climate and economic shocks hit. When input costs spike, when rains fail, when supply chains buckle, it's the Wanjikus who absorb the pressure first. The question isn't whether MSMEs like hers matter to the broader economy. They do. The question is whether they're strong enough to hold. "I was unemployed, and no one was hiring in the field I had trained for," she shares. "But we've always been in farming. I saw a gap in the market and opened a small retail shop to sell our farm produce." Behind the fresh displays and steady sales, Wanjiku was fighting quiet battles such as staff motivation, poor planning, theft, and the overwhelming pressure of doing everything herself. "I lacked professionalism in how I ran my business. It was run on instinct, not systems. I was just trying to survive." That changed when she joined the Grow Your Business (GYB) programme. Through AMI’s practical training, Wanjiku began reshaping the way she worked, starting with herself. “The programme revealed some hard truths about how I was running things. It wasn’t easy. But I had a choice: give up or knuckle under. I chose to grow.” “The Grow Your Business (GYB) programme pushed me to face tough truths about my business, from poor planning to staff issues, even theft. But it also gave me practical tools to turn things around. I became more organised, improved accountability, and learned how to motivate my team. Since then, our revenue has grown by over 84%, we’ve hired a young team member for fulfilment, and even started co-marketing with suppliers. I’ve learned that asking for help isn’t weakness, it’s growth. " With AMI’s tools and guidance, Wanjiku introduced new systems for accountability, clear recordkeeping, and staff motivation. She learned to outsource time-consuming tasks like bookkeeping and began making decisions based on data, not just gut instinct. One of her biggest lessons? “You can’t know or do everything. Asking for help isn’t weakness, it’s smart. I’ve become obsessed with learning now, always seeking new info on business and farming.” The results speak for themselves. Since the programme, Karen Fruits and Veges has grown revenue by 84.4% and added a new staff member, a 23-year-old man who handles the heavy lifting for bulk orders, and receives housing from the business. Wanjiku also began co-marketing with suppliers, boosting visibility for both her business and theirs. "My suppliers have benefited the most," she says. "We're ordering more and collaborating more." That's the supply chain in motion. A stronger Wanjiku means more consistent orders for the farmers she sources from, more stability for the young staff member she employs, and more reliable access to fresh produce for the families she serves. For Wanjiku, business resilience and environmental responsibility are the same conversation. And while profits are rising, she's just as proud of the small shifts that reflect bigger change, like encouraging customers to return and reuse egg punnets and cutting down on plastic packaging. Karen Fruits and Veges is still growing but now it's growing on purpose. With stronger systems, a team she trusts, and a clearer sense of her role in the broader food economy, Wanjiku's shop has become something larger than she imagined when she opened it: a source of livelihoods, a market for local farmers, and a small but significant link in the chain that feeds her community. "I'm still learning," she says. "But I'm breathing easier. This business is a diamond in the rough, and now, I can finally see the shine." Download Wanjiku Nge'the's Story Download AMI's 2024 Impact Report

Atije: A West African Recipe for Heritage, Growth, and Impact All Stories Moyosore Oluwa Odunfa Position: Owner Company: Atije Experiences Concepts Programme: Aspire Business Growth Programme Country: Nigeria The Stories We Serve: A West African Recipe for Heritage, Growth, and Impact For many, the Àtijẹ experience begins with a plate at the table. For Moyo, it began four years ago. This idea took shape during Moyo’s time at culinary school in Switzerland. There, she noticed that while cuisines from around the world were widely celebrated, African cuisine remained underrepresented. That realization sparked a vision that eventually became Àtijẹ. Named after the Yoruba phrase meaning "how we eat," Àtijẹ was created to celebrate the richness of West African food traditions through immersive dining. Guests came for the stories, history, and connection behind the flavours. Yet, behind the beautifully curated experiences, Moyo was carrying the weight of building a business almost entirely on instinct. Like many founders, she wore every hat: managing operations, solving problems, and trying to keep pace with a growing business. The vision was clear, but it lacked structure and systems. "I knew where I wanted Àtijẹ to go," Moyo reflects . "The challenge was figuring out how to build a business that could grow without losing what made it special in the first place." The turning point arrived with the Aspire program, which gave Moyo the tools, structure, and discipline needed to scale the business more intentionally. Moyo moved away from the reactive chaos of her startup days, embracing a proactive, data-driven strategy. A ‘Monthly financial review’, a non-negotiable ritual, became the bedrock of her success, replacing guesswork with hard data. “The numbers no longer intimidate me because I know them. I track them, review them, and use them to guide decisions.” By standardizing operations and shifting toward structured team appraisals, she dismantled the dangerous trap of "founder-dependency," allowing Àtijẹ to evolve into an agile, resilient enterprise. The results speak for themselves: a 40–45% surge in revenue, fueled by intentional expansion and smarter marketing. But for Moyo, the numbers only tell part of the story. The real transformation happened in her kitchen. With an all-female culinary team spanning roles from interns to Chef de Partie, the business has become a space where women can develop their craft, confidence, and leadership potential. Moyo has witnessed team members who once preferred to stay in the background begin to lead, mentor others, and take ownership of their work. " Aspire taught me that one of the best investments I can make is in my people," she says. That same philosophy extends beyond Moyo's kitchen walls. The business works closely with local suppliers, helping them create greater appreciation for indigenous ingredients and their value within West African cuisine. Through its "No Leftovers" initiative, Àtijẹ also transforms kitchen offcuts and surplus food into nutritious meals for a local school community. A small but meaningful commitment that continues to make a difference each month. "At Àtijẹ, we don't believe growth and responsibility should compete with each other," Moyo says. "By applying a no-waste mindset, we're proving that a business can nourish its customers and community at the same time." Moyo's vision extends even further. In response to Nigeria's growing challenge of post-harvest loss, Àtijẹ is actively working on developing a new line of jams and spreads made from surplus seasonal produce that would otherwise go to waste. By transforming excess harvests into sustainable products, the business is creating value where others might see waste. Today, Àtijẹ is more than a dining experience. It is a platform for preserving heritage, creating opportunities, and supporting local ecosystems. Because long after the last plate is cleared, the stories, opportunities and impact remain.

Pan-African Performance Management Building a Culture of Accountability Zoom Kenya, Uganda, Nigeria People don't drive performance because they're monitored. They drive performance because they have clarity, ownership, and the right support. Join AMI Enterprise for the next Leadership Conversations , where we'll explore how organizations can build a culture of accountability that improves performance, engagement, and business results. Hear practical insights from Brenda Wakaba , Caroline Kamau , and moderator Naomi Kirungu . Register now to secure your place. 28 July 2026 2:00 PM EAT | 12:00 PM WAT Register Now Additional Info Why attend? Learn practical tools to align individual performance with business goals. Discover how to move beyond annual performance reviews with continuous feedback and coaching. Gain actionable strategies to build a culture of accountability that drives performance. Register Now

The AMI Talent Leaders Forum Kenya HR & Talent Strategies The AMI Talent Leaders Forum Watch the highlights from AMI Enterprise's event focused on talent acquisition and engagement strategies for Africa's dynamic workforce! Register Now Additional Info Register Now

Scaling a chili export business, despite pandemic shocks All Stories Twahirwa Dieudonné Position: Entrepreneur Company: Gashora chilli export farm Programme: Grow Your Business Country: Rwanda If you want to hear a story out of a crisis, you have to talk to people like Dieudonné. Like many, his Gashora chilli export farm, founded in 2013, never anticipated the impact of the pandemic. He never imagined having to keep business going while the world shut down. As restrictions tightened, Twahirwa and his team had to quickly rethink their strategy. Fortunately, his good relationship with one of his financers, the Development Bank of Rwanda, connected him to AMI’s Grow Your Agribusiness Programme, which is aimed at equipping Agri-business owners like him across Africa with skills and tools to overcome shocks and setbacks resulting from economic crisis. After some time on the programme, Twahirwa started thinking more broadly. He got the skills and tools to diversify his pool of suppliers. He applied AMI’s cash flow management tool along with lessons on strategic management to rethink how he was running the business. Scaling a chilli export business, despite pandemic shocks Ultimately, he decided to reduce the size of his farm in order to reduce his expenses and began outsourcing through other local farmers. Gashora Farm has since increased the number of partner smallholder farmers far beyond Rwanda and DRC borders. He now works in partnership with smallholder farmers in Kenya, Tanzania, Zimbabwe, and Malawi. “As a result of this program, we have managed to increase the number of smallholder farmers that we work with to around 10,000.”

Pro Strategy Takes the Lead in Digital Transformation Across Africa All Stories Pascal Aloo Position: Founder Company: Pro Strategy Programme: Grow Your Business Country: Kenya As an educator, Pascal Aloo recognized a significant gap in Africa’s approach to digital transformation. While technology had the potential to drive innovation and improve lives, many young professionals lacked the skills to harness its full potential. This realization led to the creation of Pro Strategy, a company dedicated to equipping young Africans with the digital knowledge they need to thrive in their careers and businesses. Despite a strong demand for its courses, Pro Strategy faced challenges in scaling. "Before joining the GYB programme, we had proven that our courses were needed, but setting up systems, automating processes, and managing operations efficiently remained difficult. We wanted to grow and reach more learners, but we lacked the right tools to do so," Pascal explains. Joining AMI’s Grow Your Business (GYB) programme provided the structure and resources needed to take Pro Strategy to the next level. "The biggest learning for me was the tools, especially the OKR Tracker. It allowed us to capture key organisational data, track qualitative feedback, and hold coaching sessions with our team. This helped us improve production, align staff with company values, and provide better support for our employees." A major shift came from adopting goal-setting and tracking mechanisms. "The practice of setting targets and reflecting on them monthly transformed how we operate. Team discussions around goals allowed us to work backwards, identifying where we could have increased our efforts based on data. It also encouraged ownership, everyone was working towards a shared vision." The impact was clear: Pro Strategy achieved an 84% revenue increase in 2024. This growth came from a mix of improved internal processes, stronger team motivation, and better communication. "We sustained existing clients while successfully attracting new ones," Pascal notes. The business expansion also led to job creation, with new hires in product development, sales, and marketing - all young professionals. "We believe in empowering the next generation, and I’m proud that we maintain a 50/50 gender balance. One of our employees is a young mother, and it means a lot to us that we can provide stable opportunities that support families." “The programme gave us the tools we needed to scale, and the results speak for themselves. We improved our processes, set clear goals, and created a stronger team culture. With better systems in place, we’ve grown our revenue and expanded our team, hiring young professionals who are now shaping the future of digital skills in Africa” Beyond its commercial success, Pro Strategy is driving capacity building at scale. "Our biggest objective is to equip learners with relevant skills that accelerate their careers and businesses. Recently, we hosted a mental health workshop with over 200 participants, and the impact was monumental." The company also integrates sustainability into its training. "We teach modern skills with an environmental lens—raising awareness on green sector opportunities and showing young professionals how they can be champions for the planet." Reflecting on the journey, Pascal sees the GYB programme as a turning point for Pro Strategy. "It gave us the structure, confidence, and tools to grow. Today, we’re not just expanding as a business, we’re shaping the future of Africa’s workforce." Download Pascal Aloo's Story Download AMI's 2024 Impact Report

Back to News Updates South Africa Empowering South African SMEs: AMI’s ESD Partnerships and Practical Training Solutions 14 Nov 2024 Small and medium enterprises (SMEs) are a cornerstone of South Africa’s economy, driving growth, job creation, and innovation. However, many SMEs face significant challenges accessing the resources and guidance they need to scale successfully. Common barriers include limited access to financing, lack of skills training, and insufficient networking opportunities. The African Management Institute (AMI) is tackling these issues through its mission to empower SMEs with the tools, skills, and support they need to thrive. Through Enterprise and Supplier Development (ESD) partnerships, AMI delivers tailored training programs to SMEs that promote resilience and competitiveness. This approach not only addresses the immediate needs of small businesses but also builds a foundation for long-term success. AMI’s Approach to Empowering SMEs through Enterprise and Supplier Development (ESD) AMI’s strategy centers on Enterprise and Supplier Development (ESD), a model designed to help SMEs overcome common barriers to growth. ESD is crucial for the South African business landscape, as it creates opportunities for SMEs to become integral parts of larger supply chains and access broader markets. AMI’s training programs are crafted with practical tools and actionable insights that provide real-world solutions for these businesses. By partnering with industry leaders and development organizations, AMI tailors its programs to meet the unique needs of SMEs across various sectors. With hands-on methodologies, AMI provides ongoing support and mentoring, enabling SMEs to build essential skills and apply new strategies to grow and scale sustainably. Event Overview: Lunch, Learn, and Network for Partners and SMEs On September 12, 2024, AMI hosted its Lunch, Learn, and Network event in Johannesburg, a unique gathering designed to connect current and prospective partners with the transformative work AMI is doing in the SME space. This immersive event wasn’t just a typical presentation—it was a hands-on experience showcasing AMI’s tailored training tools and engaging methodologies. Andrea Warriner, Managing Director, AMI Impact, opened the event with a presentation on AMI’s research-backed approach to SME development. She emphasized that the partner journey with AMI is more than just an engagement; it is a commitment to build enduring, impactful partnerships. This collaborative approach not only benefits SMEs but also strengthens the support network within South Africa’s business ecosystem. Interactive Learning and Tools in Action To energize attendees, the event kicked off with an interactive "Pulse Check" activity, where participants shared their business goals and personal strengths. This icebreaker set a collaborative tone for the day, building connections and sparking potential partnerships. The event also highlighted AMI's suite of programs, including the Start Your Business initiative for emerging entrepreneurs and the Micro Enterprise Accelerator Programme for small and micro businesses. The highlight was the Grow Your Business program, aimed at established businesses looking to scale. Through hands-on exercises, participants explored the program’s Growth Goal Tracker and tools for goal setting, resilience, and operational excellence. Lee from Mpowered, one of the attendees, remarked on the significance of the event’s networking opportunities, saying, "It’s inspiring to see so many organizations with shared goals come together, with a focus on making a real impact for entrepreneurs through Enterprise and Supplier Development (ESD) initiatives. Networking and Insights from the AMI Growth Network Community One of the highlights of the event was an introduction to the AMI Growth Network Community . This initiative keeps program graduates connected to AMI’s online learning platform, providing access to continuous resources, mentorship, and peer support. Through the Growth Network Community, entrepreneurs are empowered to continue learning and growing long after they complete their initial training. Breakout sessions during the event allowed participants to work through specific challenges and opportunities, using AMI’s 4 C’s (Challenges, Customers, Competitors, Changes) framework. This interactive session demonstrated how structured support and peer collaboration can help entrepreneurs identify and address operational gaps, paving the way for growth. Adams Solomon, an attendee, noted, "Our continent is rich in people and resources, but connecting them to grow businesses is the challenge we’re all trying to solve. This event showed a clear path forward through collaboration." Zamo Shongwe from Buhle Academy shared his enthusiasm for the day, adding, “There’s so much support for SMEs in South Africa. Events like this help entrepreneurs realize the abundance of resources available and, through AMI, learn how to tap into them.” Demonstrating Talent Alignment and Problem-Solving Techniques A live demonstration of Learning Lab 5 from AMI’s Grow Your Business program provided a unique opportunity for attendees to explore tools that support team alignment and operational success. In this session, participants learned to use the Agenda for Talent Review and 9-Box Grid tools to assess team capabilities and align them with business goals, a critical element of effective business management. These breakout discussions encouraged participants to evaluate their own business strengths and areas for improvement. By applying tools like the Different Perspectives Tool , entrepreneurs learned how to view challenges from multiple angles, fostering innovative solutions that drive business success. Key Takeaways and the Power of Collaboration Reflecting on the event’s impact, participants underscored the importance of collaboration within the SME ecosystem. Ivan Achiume from Mpowered shared his insights, noting, “Collaboration, collaboration, collaboration—that’s the takeaway I’m leaving with today.” Such networking events serve as a vital platform for SMEs to connect with peers, share resources, and gain insights that can elevate their business strategies. Marang Marikane, a seasoned AMI Learning Lab facilitator and entrepreneur, expressed a similar sentiment, emphasizing, “Gatherings like this are essential for entrepreneurs in South Africa. We need a network of resources and support, and AMI provides exactly that through events like today’s.” Join AMI’s Mission to Empower South African SMEs AMI’s Lunch, Learn, and Network event highlighted the transformative power of partnerships and practical tools in SME development. By combining hands-on training, ESD partnerships, and continuous support, AMI is creating an ecosystem that fosters sustainable growth for South African SMEs. As we continue our mission, we invite more organizations, industry leaders, and entrepreneurs to join us in empowering SMEs across South Africa. Through future events and collaborative programs, AMI is committed to driving economic impact and supporting the growth of SMEs. If you’re interested in contributing to this mission, connect with AMI to explore partnership opportunities and make a lasting difference in South Africa’s business landscape.

‘Winning Behaviours’ Diagnostic Tool Launch Nigeria HR & Talent Strategies ‘Winning Behaviours’ Diagnostic Tool Launch Catch the highlights from AMI's official launch in Lagos, Nigeria, on September 25th and 26th! This 2-day event marked AMI’s commitment to having a strong presence on the ground, supporting Nigerian entrepreneurs, and building high-performing teams through AMI Enterprise and AMI Impact. Register Now Additional Info Register Now

BDS Champion in Uganda: Growth of a local BDS operation to Transform 300+ Businesses All Stories Jane Namara Position: Owner Company: Jane Namara Programme: GROW Lab Programme Country: Uganda Before joining African Management Institute (AMI) in 2023, Jane Namara was already working closely with SMEs and MSMEs across Uganda, helping entrepreneurs strengthen and grow their businesses. She had built strong experience in the field, but delivering support at scale remained a challenge. Without structured business development tools and systems, much of her work relied on manual planning, making delivery time-consuming and difficult to replicate consistently. At the same time, gaps in proposal development limited her ability to secure larger funding opportunities that could expand her reach. That changed when Jane participated in AMI's Business Development Service (BDS) provider training. Through practical, research-backed tools and frameworks, she strengthened her approach to business diagnostics, financial planning, proposal development, and the delivery of high-quality advisory services. Rather than focusing on theory, the programme equipped her with tools she could immediately apply in her work with entrepreneurs. The impact was almost immediate. Armed with stronger systems and greater confidence, Jane secured four new contracts, including partnerships with the MTN Foundation and KCB Foundation, organisations she had previously considered out of reach. Working with Movit Products, she has since trained more than 300 salon and beauty entrepreneurs across Eastern Uganda in customer care, marketing, and record-keeping. She has also expanded into new sectors, delivering financial literacy training to boda boda riders through Pureflow Company, demonstrating how the same practical business support can be adapted across different industries. The new systems transformed the way Jane works. Planning and budgeting became significantly more efficient, allowing her to move away from ad hoc delivery and adopt structured, repeatable training models. She can now manage multiple projects simultaneously while maintaining the quality of support her clients receive. Jane's journey illustrates the multiplier effect of strengthening local business development service providers. By equipping trusted ecosystem actors with practical, evidence-backed tools, AMI enables them to reach more entrepreneurs, deliver higher-quality support, and build sustainable businesses of their own. As Jane continues to grow her practice, hundreds more entrepreneurs across Uganda are benefiting from better business advice, creating a ripple effect that extends far beyond a single training programme.

Developing Future-Fit Leaders for the Green Economy All Stories Sylvia Achando Position: Lead, Collection Department Company: Solar Panda Kenya Programme: a86a5475-1c9e-4aa2-9a90-d65d1b887ebc Country: Kenya Sylvia Achando, 31, was just out of college when she began her career in solar energy. She now leads the collections department at Solar Panda, which provides innovative home solar to remote villages in Kenya. A lot has changed ever since she first started out 7 years ago. So, growth for Sylvia has meant, not just hard work but upskilling. She is part of an unheralded and unlikely category of middle managers responsible for driving energy access and combating climate change across Africa. Managers like her oversee around 150,000 people employed in Africa’s off-grid sector. Like any emerging professional, Sylvia had to grow her skills as responsibilities in her company grew. Through Solar Panda, Sylvia, along with 500 emerging leaders across 85 companies, levelled up their management skills under UKAID’s Transforming Energy Access platform and its Empowering Managers programme, implemented by AMI. The focus of the programme, part of a consortium within the Off-Grid Talent Initiative (OGTI), was to improve managerial capacity and, consequently, the impact of companies in delivering private sector solutions. “I used to struggle with giving feedback, now I am able to communicate effectively and delegate tasks, which has helped the team’s performance,” she reflects. In 2021, the UK government during COP26 announced a new ‘scale-up’ funding to the tune of £126 million for Transforming Energy Access (TEA). With programmes like Empowering Managers initially funded by TEA, in managers like Sylvia are getting a vote of confidence. Impact data from the Empowering Managers programme illustrates the efficacy of such upskilling, indicating how they are already paying dividends for both the sector’s rising managerial talent, as well as businesses. For example, after the programme, 82% of companies participating noted improvements in their company’s key performance metric. 73% also reported increased company revenues whilst 100% of participants reported improved management skills. Joy Asuke, HR manager for Solar Panda, enrolled seven other women managers along with Sylvia into the programme with the intention of helping them excel in the sector’s uniqueness. “It’s a very unique space where negotiation, communication, and critical thinking skills are very important. Team managers who work with local communities have to navigate, educate, and convince towards purchasing solar kits,” says Joy, who manages Panda’s 250 staff. Joy adds, “Women are doing better in management positions, and as an organisation, we are keen to grow them in leadership because we see them bring a lot of commitment, patience, and a go-getter spirit quality, critical in the rural communities we work.” Companies within Africa’s green sector, therefore, need managers with skill beyond communication, teamwork, project planning, problem solving and entrepreneurial mindset. These businesses also require leaders who can drive private sector solutions to the climate crisis: working with remote teams in rural areas, building innovative clean energy products, creating jobs, improving livelihoods, and developing products that lower greenhouse gas emissions. As those like Sylvia become business owners and part of ‘middle management’, they continue to be, on the frontlines of combating climate change across the continent. A fact that makes their development and place in the clean energy sector very serious business!

Amplifying Business Development Services in Uganda: How Enigma Kreative is scaling impact All Stories Enigma Kreative Limited Position: Founder Company: Enigma Creative Limited Programme: Business Development Standards Training Country: Uganda Duncan Katambo Kato, a former finance professional based in Kampala, founded business development service (BDS) company Enigma Kreative Limited during Covid to help Ugandans avoid poverty and unemployment by providing business skills and support services. As Duncan says, “Enigma helps beautiful business stories emerge out of a difficult place.” His company achieves this by offering an “ecosystem” of services via five separate businesses, each providing a critical service at each stage to achieve a sustainable business model; skills and mentoring for youth and underserved entrepreneurs; online market access to consumers; access to capital and investment; marketing and branding; and legal compliance and business registration. Focused on Uganda’s large population of individuals who “deserve a second chance at prosperity,” Enigma has 150,000 individuals currently active in their ecosystem across Uganda. Many of these individuals have been referred by the first 400 businesses who completed the full Enigma Kreative cycle since launching in 2022. Enigma’s ultimate goal is to serve 1.5 million individuals across Uganda by 2028. When Duncan enrolled in AMI’s Business Development Standards training programme – a collaboration between AMI, the Private Sector Foundation Uganda (PSFU) and the Mastercard Foundation – he thought Enigma’s own training materials were sufficient. Instead he learned how much more he could be offering his ecosystem of entrepreneurs. “When you look at the models we learned, for example the financial management tools, we discovered our own models weren’t as good. As we learned these new models, I decided to improve our own training. Now we are looking to see who in our ecosystem would be ready for AMI business training.” Duncan also credits AMI’s tools with helping to streamline his operations and amplify his business’ BDS focused impact. As Duncan continues to expand his reach to new communities and inspiring change, he’s focused on carrying out an approach as a BDS provider that can cascade and be amplified to hundreds of thousands of Ugandan entrepreneurs. “AMI’s training was a revelation. It wasn’t just about the skills; it was about seeing our work through a new lens, understanding our potential impact, and refining our approach to making a lasting difference.” To read more stories in our 2023 Impact Report click here: ‘10 Years as an African Champion for Africa’s Business Champions’.

Tracking finances to improve income at a catering business All Stories Petronilla Nzomo Position: Entrepreneur Company: Peca Catering Services Programme: Grow Your Business Country: Kenya Petronilla Nzomo started Peca Catering Services in 2012. As a new mother, she needed the extra income, so she turned her cooking hobby into a company. Operating in Kilifi County, Kenya, Petronilla employs 4 permanent, and 6-8 temporary staff, mostly youth. The company has a CSR programme in which they train youth in cooking and baking skills, to set them up for future employment. Petronilla learned about the AMI programme via a WhatsApp group, from another participant, and quickly signed up, eager to improve how she ran her business. She has been using the tools from the programme to focus her time on the most critical tasks, and to learn how to track her finances to make better decisions. “When I started the business, I was doing everything myself from marketing, shopping and cooking, but now I have learnt to delegate. 90% of what I was doing I have delegated and now I focus on the 10%,” she said. “I used to spend fast, often using client money to shop and counting the remainder as profit, but now I distinguish what I buy, from what the business buys, I record everything daily, in fact, in January, I started to officially pay myself.”