The Entrepreneur
David Karangu: Ex-Wealthiest Kenyan in US Plans Business Comeback
David Karangu worked 12 hours a day, six days a week, meaning the guy did not have time for a social life. This leads one to ask whether hard work alone is the panacea for business success.
“A good plan comes first.” The love of your work is secondary; you would do it for fun. “Hard work follows along with a little luck,” he says.
:Once America’s Wealthiest Kenyan, Quietly Ventures into Real Estate in Malindi as He Eyes a Grand Business Comeback in Kenya. Can He Recreate His Past Success?
By Charles Wachira
At age 30, David Karangu became a dollar millionaire, joining 5.3 million affluent households, comprising 1.9% of the population, in the world’s largest economy with a net worth of $1 million or more.
The year was 1997—the place, Augusta, Georgia.
Ten years later, after earning his millionaire stripes, Karangu sensationally retired from his daily grind, selling his entire business to revel in his next earthly adventure of globetrotting and building luxury homes.
Since relocating to Kenya in 2022, Karangu has engaged disparate professionals involved in his nascent businesses on particular days of the week.With each group seemingly allocated time to engage with him, demonstrating a time management skill on his part that replicates a military regiment.
And should an interlocutor be running late, Karangu calls them to inform them a meeting has begun:What they do with that information is up to them.
Arguably, Karangu’s time discipline evokes Carl Sandburg‘s observation, that states : “The common man does not concern himself with time; it propels the talented man forward.”
Currently, he’s involved in some real estate projects in Malindi, where he has purchased significant land.For now , that’s all he’s willing to share about his present exploits, opting to court anonymity with a vengeance.
But your correspondent is not done with him yet. He reminds him of the Biblical parable of talents and assures him that he, who lives in the firmament, is undoubtedly proud of his earthly achievements to date and, therefore, he should not be modest.
But he does not budge.
One of Karangu’s properties in the US was described as “ a smart home version of a European castle.”
What are some of his thoughts about business?
“ Where most business people make a mistake is when they become too attached to a business,” says Karangu, whose judgement, influencing him to call it a day at age 40, led the Columbia Business School to write a white paper sponsored by the US Government called “The Owner’s Journey”.
The paper interviewed eight successful US entrepreneurs, including Karangu, who nurtured and grew businesses but unwittingly struggled with cognitive dissonance as their accustomed adrenaline-driven lifestyle got upended.
It features their firsthand accounts of shared experiences, lessons learned, and reflections on what they might have done differently.
Then,as the days and nights unfolded, paving the way for a fresh year and then another and another, Karangu, according to the papers’ account, raised the white flag. An unquenchable desire for the business he first fell in love with at 18 years old, namely running a car dealership, seductively strangled his pulmonary veins.
He badly needed to breathe again.
Let’s take a deep dive into Karangu’s involvement with the US.
It turns out Karangu, once associated with the 26th largest minority-owned car dealership in the U.S. according to the Black Enterprise Magazine (BEM) – was at the time raking in annual sales surpassing $100 million.
With his involvement with the US traceable to his father, Dr. Mwangi Karangu, a beneficiary of the Kennedy Airlifts who ended up being an egghead at Morgan State University.
But in 1972, after a 12-year hiatus, the old man and his fledgling family relocated back to Kenya, marking the first time the younger Karangu, born in the U.S. in ‘67, would set foot in the motherland.
However, Karangu’s visit to his forebearer’s homeland was short-lived.
In 1983, the older Karangu and his brood relocated to the U.S. upon accepting a teaching job, once again at Morgan State University. With the political uncertainty submerging Kenya then widely thought to have prompted the move.
You see,in 1982, two unsavoury events occurred in Sub-Saharan Africa’s fourth-biggest economy, including an attempted coup and the abrogation of plural democracy. These duo acts gradually smothered the bloodline of a functional democracy, precipitating a palpable sense of edginess in the national psyche.
From then on, Kenya seemed to be barreling towards an aberration of what the Roman goddess Libertas symbolises in the iconic Statue of Liberty found in the Big Apple.
The foreboding atmosphere in Kenya must have stirred the lecturer and his family to relocate to the US.
The Washington Post nicely captured the mood engulfing this East Africa state at the time, reporting that “Since he came to power in 1978,( President) Moi has weathered a reported assassination plot, a bloody Air Force coup attempt, a sharp drop in Kenya’s economy, and, by his own recent account, the recognition of “evil-minded people” in his government who are holdovers from( President) Kenyatta’s days in power.”
Additionally, the Paper reported that by holding parliamentary elections in 1983, a year before the scheduled time, Moi had advanced the argument that it was “in order to clean the system.”
He further advised Kenya’s 7.2 million registered voters that it would serve their best interests if they elected MP’s who closely identified with him and reject contestants thought to be “disloyal” to him.
In 1983, the world also witnessed several seminal events happening.
That year, the first-ever portable mobile phone was unveiled, and the U.S. invaded the Caribbean Island nation of Grenada, while Zimbabwe witnessed the beginning of a civil war.It was apparent that parts of the world were in a capricious mode.
It was also a watershed year for this East African state as national elections were taking place.
Many recognise that Moi explicitly called for the 1983 elections to address a severe political crisis that arose after Moi labelled Charles Njonjo, a powerful politician at the time, a traitor, dismissed him from the cabinet, and expelled him from the ruling party KANU.
Two reasons led to this decision.
First, Moi hoped that the elections would legitimise the presidency and restore confidence following the abortive coup on August 1, 1982.
Two, the elections were used to focus public attention away from the serious economic problems that the country was facing, says Dr. Ahluwalia Davinder Pal Singh, a political scientist.
And for a person whose worldview had been shaped by the thinking behind a coterie reverently referred to as an Assembly of Demigods, it was arguable that Dr. Karangu’s fidelity to the second paragraph of the United States Declaration of Independence was sacrosanct.
Indeed, it can be said, Kenya of the 80s and 90s exhibited a predatory, retaliatory, and uncharitable character, particularly towards adherents of libertarianism but also towards that anonymous man on a Kenyan street who dared believe in the doctrine of all persons having inalienable rights.
Young Karangu takes over from here.
“I got started when I was 17 years old. That’s when I relocated back to the US from Kenya. People who knew me then in Baltimore will tell you I used to say, ‘I will be a millionaire before I’m 30 years old.’ And they would say, ‘That Karangu kid is crazy.’ But this is something I badly wanted to become more than anything else,” says Karangu, 58, “the first personal quality one needs to have to achieve success in business or any other sphere of life is ambition.”
According to the Entrepreneur magazine “Self-belief is the foundation of success.”
This assertion is widely considered an ironclad rule.For undoubtedly, no one ever achieved unreasonable success without maintaining a strong belief in themselves. Self-belief must ultimately align with the specific field in which one aims to triumph.
“Nobody reaches a target without defining it and believing –sometimes naively and to almost universal ridicule – that it is attainable.”
In his telling, Karangu states that other qualities necessary for business success include liking people, adopting a cautious approach when hiring human capital, and possessing money management skills.
“You have to know how to hire and maintain discipline,” he emphasises. “This is a crucial skill you must possess. Interpersonal relationships are critical. For instance, how one deals with customers is essential. Another area where people often falter is in managing money.
“This is where education and going to college come in. In business, you first learn that profit and cash are two different things. If you are not managing your money correctly and there is a lot of cash tied up in inventory, you can be cash-poor, affecting many people.
“Managing money and managing people are the two biggest things that can make or break a sale,” says Karangu, born in 1967 in a U.S. hospital.
Being disciplined, says Karangu, is also an attendant quality required to succeed in business.
“One requires undivided discipline; I worked 70 to 80 hours weekly, not because I had to but because I took my business extremely seriously.”
He adds, “When it comes to business, I’m very strict; I do not hire people because they are my friends, as I have always protected my reputation and integrity,” says Karangu.
To date Karangu is probably the only Kenyan progeny to have had a calendar day named after him in the US, as evidenced by the Mayor of Augusta, Georgia, declaring July 28, 2005, “the David Karangu Day.”
The bureaucrat also awarded this entrepreneur, widely thought to have been one of the top ten business operatives in the ancestral home of the Hardest Working Man in Show Business, with an Honorary Key to the city.
The Governor of Georgia also appointed Karangu to the Board of the second-largest hospital in the State for a three-year term.
These accolades underlined Karangu’s then-unvarnished pedigree as an influential entrepreneur in the U.S.
Upon completing his undergraduate studies at Morgan State University—with degrees in accounting and marketing—his first job was as a dishwasher at a large pancake franchise, a job he considered tedious.
Initially, he had set his mind on becoming a lawyer, but gradually, his innate intuition directed him towards the sales profession.
“It was something I just sort of fell into,” says Karangu, who, on exiting the pancake franchise, got employed by the Ford Motor Company, where he stayed for eight years, ascending through the ranks.
“I discovered it was something I enjoyed,” he says.
Soon after learning the ropes, he dreamed of owning his dealership and building a nest egg.
After saying goodbye to Ford in 1995, he enrolled at the National Automobile Dealers Association Academy – a prerequisite requirement for all car dealers in the U.S.- while working as a sales manager at a Lincoln dealership in Melbourne, Florida.
Ford Motor Company owned Lincoln Motor Company and acquired the company around 1922; it’s a luxury vehicle division of Ford.
“When I started my business, I knew I wanted to do this.” I did my research and was able to provide hard numbers. I left a job paying me over $120,000 a year to start a business.
“The first year I made $40,000. This brings me to another point. You better get married to someone committed to the ups and downs of business. Imagine going from $ 120,000 to $40,000! Or moving from a nice four-bedroom house to an apartment. These are the sacrifices you have to make when you are getting started,” he says.
After he completed the course, he could do nothing but wait for the right opportunity to come along.
But after learning the ropes, he started dreaming of owning his dealership and building a nest egg for that purpose.
The thought of starting his own business didn’t worry him, but the waiting drove him crazy.
“I had always loved cars since I was a little boy.During my stint as an employee, I made up my mind that the automobile industry would be part of my future,” he told the Kenya-based Nation newspaper.
His entrepreneurial journey, which led to his present-day financial freedom, began in Augusta, Georgia.But it was anything but bliss, for he faced the ubiquitous travails faced by bootstrapper entrepreneurs.
Listen up as Karangu narrates his initial obstacles.
“ Let me walk you through.” I was working for the Ford Motor Company and was comfortable doing what I was doing. Then, I decided I wanted to go out and do something else for myself. I couldn’t think of anything at the time. But at night, I’d see all these informational commercials on TV about buying houses and becoming a millionaire. Guess what? I bought into this stuff.
“I realised that you could get rich this way. The next thing that I did was to identify the business I wanted to engage in. And I identified that I wanted to buy an automobile dealership. And I went to the people in the industry that I knew, and they turned me down. They asked me, “How old are you anyway?” I said, “ 25 years.” And they said, “Get another 15 years before we can take you seriously”
“Then I went to a bank. I will never forget when I went to SunTrust Bank with an excellent package prepared, and the guy in the bank did not even open the package. After this, I started reading biographies of wealthy people. And the one thing that stuck out was partnerships. I had 150 clients. My clients were mainly car dealers.
I thought, “Out of the 150 people, there must be someone with whom I can partner.” As I went through my day job, I would ask those I was close to, “What do you think of you and I starting a business together? “ Eventually, I ended up with a list of three people. The last person I talked to said to them, “Look at this. Give me the capital to get started.”
“I will own 51 % of the business; you do not have to do anything.” I will do all the work, and you will own 49 % he said, “What are you giving up? I will give up my house. “I will give up my 410 K plan.”
Admittedly, Karangu got his big break when a friend in Orlando told him of the opportunity at Fairway Ford , a six-acre lot off Washington Road in the booming bedroom community of Evans.
Mr. Karangu saw potential in the dealership. It was modern, in a prime traffic location, and had an upper-income customer base.
He quickly purchased it using his savings and a line of credit through Ford Motor Co., which he used to leverage a bank loan.
According to Wealthy Gorilla, entrepreneurs must make seven sacrifices to succeed in business, and Karangu clearly ticked all the boxes.
Should one be interested in pursuing a business, what advice would Karangu give to a putative entrepreneur?
Says Karangu, “There are so many businesses you can do.” But you have to narrow them down. And the best thing is always to engage in something you are familiar with. And a lack of seed capital should not be a hindrance.
“I will normally tell anybody that I started with no money. I came to the US just like anybody else. Yes, I was fortunate to have brothers and sisters, but none came to me and said, ‘Here is a batch of money; invest in a dealership.’ There is no easy career in this world. I started attending business conferences and talking to people doing what I wanted to do.
“And I heard their stories. I was also able to meet people who finance businesses, and I was able to grow that way,” says this Nyeri High School alumnus, who was ranked the 41st richest black entrepreneur in the U.S. by Black Enterprise Magazine(BEM) in 2013.
Then, on November 1, 1997, he launched his first dealership—Fairway Ford of Augusta, in Georgia—at age 30, becoming the youngest dealer of the Ford Marquee in the United States. This milestone led him to bag the Ebony Magazine 2001 Dealer of the Year award.
One may very well wonder if there is a magic bullet in business.
Hear him speak: “ If you want to be a doctor, you must attend school. You have to read and research. Often, people start a business without researching and then wonder why they failed. By research, I mean if you want to open a restaurant, you have to talk to people who own restaurants.
“Amazingly, we Kenyans are so shy about picking up the phone and going to talk to someone with specific questions. People will tell you how they became successful. Talk to people and listen to how they did it. And you will learn different things.”
In 2002, aged 35, his Atlanta-based motor dealership company, the Ivory Chevy Auto Group, was ranked among the largest minority-owned enterprises in the U.S., grossing over $100 million in sales annually—an equivalent amount to what today’s world’s largest software and programming company is spending over the next five years to open an Africa technology development centre with sites in Kenya and Nigeria.
And his appetite for motor vehicle dealerships was headed north with each passing year.
Interestingly, growing up in the motherland, he intuitively developed a passionate love for the Mercedes Benz brand, believing that cars bearing the three-pointed stars marquee were the world’s ultimate ride.
Coincidentally, on July 1, 2005, Karangu opened a Mercedes-Benz dealership, which became the crown jewel of his new empire. From the word go, it was a shoo-in, setting new records for a Mercedes dealership, as the entrepreneur emerged as one of only five African Americans in history to own one.
On July 14, 2010, he purchased the former Steve Rayman Chevrolet South dealership, the biggest in Georgia, attracting unprecedented recognition by the state government and the business community, and renamed it Ivory Chevrolet.
Then, on April 2, 2012, he purchased Sutherlin Mazda, signalling the beginning of a new chapter in the auto industry.
He went on to own a BMW dealership in Columbia, South Carolina, followed by Volkswagen and Subaru dealerships in the same state.
In 2013, Karangu, then 46, became the first African immigrant to make the coveted list published by BEM.
Over the years, the younger Karangu has been involved in philanthropic work both in the US and in Kenya, earning him, for example, the local state award of Moran of the Burning Spear (MBS) in 2012.
What does Karangu think of his storied entrepreneurial journey?
“At that time, for the last 10 years, we had made a lot of money before I decided I wanted to do something independently.” That’s when I went and bought the dealerships. Right now, banks approach me and ask if I want money, and I tell them no, recalling the times when no one would speak to me.
But it is because I did not have a proven record then. But all I will tell you is that a strong idea always prevails, even when lacking money. In my case, the idea was more powerful. Think about it—even in Kenya, when someone gets started, who gives them money?”
Maya Angelou would also echo this truism, saying, “You can only become truly accomplished at something you love.” Don’t make money your goal. Instead, pursue the things you love doing, and then do them so well that people can’t take their eyes off you.”
Karangu worked 12 hours a day, six days a week, meaning the guy did not have time for a social life. This leads one to ask whether hard work alone is the panacea for business success.
“A good plan comes first.” The love of your work is secondary; you would do it for fun. “Hard work follows along with a little luck,” he says.
Karangu, without a doubt, is a person who became a Croesus through sheer personal grit and self-belief. As a millionaire, his advice is indeed worth heeding.
His parting shot is, “Read about other successful people and surround yourself with positive people.”
Keywords:David Karangu Entrepreneurial Journey:Business Success Tips from David Karangu:US Car Dealership Industry Insights:David Karangu’s Real Estate Ventures in Kenya:Kenyan Entrepreneurs in the US
:
She Business
Chebet Ng’ok: Founder of Harriet Botanicals, Empowering Wellness
Harriet Botanicals embodies Chebet Ng’ok’s mission to make indigenous wellness accessible to everyone. Her journey shows how personal struggles can spark entrepreneurial success. “I never imagined my pain would bring me here,” she reflects. “But now, I’m proud to help others live healthier, pain-free lives.” Chebet’s story is one of resilience, innovation, and staying connected to her heritage—valuable lessons for any aspiring entrepreneur.
Discover how Chebet Ng’ok’s Harriet Botanicals uses indigenous herbs to transform reproductive health, helping women and men live pain-free, healthy lives.
Chebet Ng’ok, the Founder and CEO of Harriet Botanicals, took a deeply personal challenge and turned it into a thriving business, bringing indigenous Kenyan remedies to the forefront of the wellness industry.
What started as a search for relief from severe menstrual pain led Chebet to discover the healing power of local herbs.
Today, her company is empowering women and men alike through natural products while promoting better reproductive health.
From Financial Powerhouse to Entrepreneur
Chebet’s journey into entrepreneurship was far from typical.
A highly successful financial manager and consultant, she spent over 15 years living in London, where she obtained an LLB in Law with a concentration in Commercial Law from the London School of Economics and an LLM in International Banking and Finance.
Her illustrious career saw her work with some of the world’s largest financial institutions, including JPMorgan Chase, the UK Financial Services Authority, and Goldman Sachs. She even held positions as an independent consultant and an East Africa Partner at Dwyka Projects and Equinox Global Consultants.
However, behind her professional success, Chebet was grappling with debilitating menstrual pain that impacted her life and career.
“When I finished my education and started working, I had a serious challenge with my menstruation—a lot of pain, agony, painkillers, and frequent visits to doctors and gynecologists,” she explained in a 2021 interview. Desperate for relief, she tried everything from juice fasts and yoga to various painkillers, but nothing seemed to work.
Discovering Indigenous Remedies
It wasn’t until Chebet returned to Kenya that she discovered the transformative power of indigenous herbs.
Her journey into alternative medicine began with a recommendation from a family member.
A herbalist uncle from Webuye gave her a traditional remedy that, for the first time, alleviated some of her pain. Later, at her father’s funeral, a woman introduced her to Kipsigis herbs, which provided the first completely painless menstrual cycle Chebet had experienced in years.
This revelation inspired her to research further into indigenous remedies from the Keiyo, Marakwet, and Kipsigis communities.
“When I experienced a painless period for the first time in my life, I knew I had stumbled upon something truly powerful,” Chebet recalls. She began sharing the herbs with friends, one of whom was about to undergo a hysterectomy due to severe menstrual pain. The success stories spread quickly, with Chebet’s social circles buzzing about the benefits of these natural remedies.
Filling a Void in Kenya’s Wellness Market
Harriet Botanicals was officially launched in 2017 to formalize the distribution of these indigenous remedies, focusing initially on women’s reproductive health.
“We realized there was a huge gap in the market for locally sourced, natural solutions to common health issues like menstrual pain, infertility, and digestion challenges,” says Chebet.
As word of mouth spread and demand grew, Harriet Botanicals expanded its product line to cater to both men and women, offering remedies for issues like low libido and immune support.
Chebet made it her mission to ensure that these products were accessible to all Kenyans, opening outlets in major cities and towns across the country.
Overcoming Challenges and Building a Business
Starting Harriet Botanicals was not without its challenges. Despite her background in finance, Chebet faced an entirely new set of hurdles in the health and wellness sector.
“Convincing people to trust indigenous remedies was tough. Many believed that imported products were more effective,” she explained.
Funding was another major obstacle. Chebet initially relied on personal savings and small contributions from family and friends. She didn’t have access to large-scale investment, but through determination and a commitment to quality, Harriet Botanicals slowly gained a loyal customer base.
“I believed in the power of the product, and I knew that if we kept reinvesting back into the business, we could grow sustainably,” she said.
Lessons for Aspiring Entrepreneurs
Reflecting on her entrepreneurial journey, Chebet shares some valuable lessons for others looking to start their own businesses.
“First, you have to believe in your product. If you’re not convinced, no one else will be,” she advises. She also stresses the importance of resilience in the face of adversity.
“There were times I doubted whether this business could work, but I never gave up. You have to be prepared for setbacks and keep pushing forward.”
Chebet also emphasizes the need for market education.
“Our biggest challenge was getting people to trust natural, locally made remedies. But once we focused on educating consumers about the benefits of our products, we began to see a shift.”
Lastly, she advises entrepreneurs to start small and grow organically.
“You don’t need a lot of capital to start. What’s more important is that you have a clear vision and a product that people need.”
Voices of Beneficiaries
The impact of Harriet Botanicals has been far-reaching, with many customers sharing their stories of relief and improved well-being. Ann Wambui, a loyal customer, speaks about how the products have changed her life
: “I had severe menstrual cramps for years. Since using Harriet Botanicals’ products, I’ve experienced pain-free cycles and can finally go about my day without interruption.”
James Njoroge, who struggled with digestive issues, shares a similar experience:
“I started using their Moringa tea for digestion problems, and it’s been a game-changer. I feel healthier and more energetic.”
A Future Rooted in Wellness
Today, Harriet Botanicals stands as a testament to Chebet Ng’ok’s vision of making indigenous wellness solutions accessible to all.
As the company continues to expand its product range and reach, Chebet remains committed to her mission of promoting better health through the power of nature.
Her story is a powerful reminder of the potential for personal challenges to inspire entrepreneurial success. “I never thought my pain would lead me to this,” she says. “But now, I’m proud to be helping other people live healthier, pain-free lives.”
Chebet’s journey is one of resilience, innovation, and staying true to one’s roots—lessons that any entrepreneur can take to heart.
Keywords: Harriet Botanicals: Chebet Ng’ok: Indigenous remedies: Reproductive health: Natural wellness
The Entrepreneur
CarePay Ltd: Transforming Healthcare Access in Kenya
CarePay’s journey started when Michiel Slootweg and Kees van Lede, both with expertise in finance and business, saw the vast potential of mobile technology in Kenya, a country with one of the highest mobile phone usage rates in Africa. Inspired by the success of M-PESA, Kenya’s revolutionary mobile money platform, they identified an opportunity to bring this innovation to healthcare.
Discover how CarePay Ltd, founded by Michiel Slootweg and Kees van Lede, revolutionizes healthcare in Kenya with a Mobile Health Wallet for accessible care.
By Charles Wachira
In 2015, Michiel Slootweg and Kees van Lede embarked on a bold mission to transform how healthcare is accessed in Kenya.
As seasoned entrepreneurs with a passion for innovative solutions, they co-founded CarePay Ltd, a company registered that same year with an ambitious vision: to leverage mobile technology to make healthcare affordable and accessible to all Kenyans.
At the core of their idea was a Mobile Health Wallet that would empower millions to access healthcare services with ease.
The Birth of CarePay Ltd
The story of CarePay began when Slootweg and van Lede, both with backgrounds in finance and business, recognized the enormous potential of mobile technology in a country where mobile phone penetration was among the highest in Africa.
Kenya’s groundbreaking mobile money platform, M-PESA, had already revolutionized how people sent and received money, and they saw an opportunity to extend this innovation to healthcare.
Reflecting on their motivations, Michiel Slootweg stated, “We saw firsthand how mobile technology could change lives. In Kenya, where many people lacked access to traditional banking and insurance, we believed that the same technology could revolutionize healthcare access.”
With a shared vision of bridging the gap between healthcare providers and patients, CarePay Ltd was created as a platform that allows users to save, manage, and spend funds specifically on healthcare through their mobile phones. The goal was simple: make healthcare more affordable, efficient, and inclusive through the use of digital technology.
Backed by Powerhouse Investors
To bring their vision to life, CarePay received early support from two major investors—M-PESA Foundation and IFHA (Investment Fund for Health in Africa).
The involvement of the M-PESA Foundation was particularly significant, as it provided both financial backing and a connection to Kenya’s existing mobile infrastructure. IFHA, on the other hand, brought expertise in healthcare investments across Africa, ensuring that CarePay’s model was both scalable and sustainable.
Kees van Lede emphasized the importance of these partnerships: “We knew that to create a lasting impact, we needed partners who understood both the healthcare landscape and the power of mobile technology. Our collaboration with M-PESA Foundation and IFHA was crucial in refining our model.”
Filling the Void in Healthcare Access
The CarePay platform works by allowing users to save money on their phones specifically for healthcare services.
This “Mobile Health Wallet” acts as a digital account where patients, insurers, or donors can deposit funds. These funds can then be spent at partnered healthcare facilities, making healthcare more accessible for individuals who might not have immediate access to cash.
This system provided a significant solution for Kenya’s informal sector workers, who often lacked traditional health insurance.
For many, sudden healthcare needs would result in financial strain, as out-of-pocket costs for medical care were prohibitive. CarePay’s platform allowed users to accumulate savings, which could be used at any time, reducing financial barriers to accessing medical services.
“The Mobile Health Wallet fills a critical gap in healthcare financing. It empowers individuals to take control of their health expenses,” Slootweg explained. “By creating a system where savings can be directly used for healthcare, we eliminate the anxiety of sudden medical costs.”
Challenges Encountered on the Journey
Despite their success, the journey to building CarePay was not without challenges. Both co-founders faced obstacles, including regulatory hurdles and the need to build trust among users who were unfamiliar with digital healthcare financing.
Van Lede shared, “One of the biggest challenges was educating the population about our service. Many people were skeptical about using mobile technology for healthcare, especially in rural areas. We had to work hard to demonstrate the value and security of our platform.”
Entrepreneurial Background and Entry into Kenya
Before founding CarePay, Michiel Slootweg had significant experience in finance and technology, working with various startups in Europe that focused on mobile and digital solutions.
Kees van Lede had a background in healthcare investments, which equipped him with insights into the complexities of healthcare systems and the financial challenges they faced.
Their journey to Kenya began with a simple observation: “We saw an opportunity to leverage our expertise in technology and healthcare to create meaningful change,” Slootweg noted. “Kenya was already a leader in mobile innovation, and we believed that together, we could make a difference.”
The Impact of CarePay
Since its launch, CarePay has made a significant impact on healthcare access in Kenya.
By 2024, the company had enrolled millions of Kenyans, providing them with a reliable and efficient way to save for healthcare expenses and manage their insurance coverage.
The company also played a critical role during the COVID-19 pandemic by ensuring that people could access care and testing services even during times of financial hardship.
Beyond individual healthcare savings, CarePay worked closely with donors and aid organizations to provide healthcare subsidies for vulnerable populations.
This ensured that even those who could not afford to save for healthcare could still access essential services.
A Vision for the Future
Under the leadership of Michiel Slootweg and Kees van Lede, CarePay continues to grow and evolve. The company’s ambition to provide universal healthcare access is driving its expansion into other African markets, with plans to extend its platform to other countries where healthcare access is limited.
CarePay’s founders envision a future where no one is left behind due to financial barriers in healthcare.
By harnessing the power of mobile technology, Slootweg and van Lede have pioneered a model that can be replicated across the continent, ensuring that millions more can access the care they need, when they need it, without the fear of financial ruin.
Conclusion
CarePay Ltd is a remarkable story of how entrepreneurial vision, technological innovation, and strategic partnerships can come together to solve one of the most pressing issues of our time—affordable healthcare.
Through their Mobile Health Wallet, Michiel Slootweg and Kees van Lede have created not just a company but a movement toward universal health care access, impacting lives across Kenya and setting the stage for a healthier Africa. As Slootweg aptly puts it, “We are just getting started. The future is bright for CarePay, and we are committed to making healthcare accessible to everyone.”
Keywords:CarePay Ltd:Mobile Health Wallet:Healthcare access Kenya:Michiel Slootweg:Kees van Lede
The Entrepreneur
Evans Nyagaka Anyona: From Maize Seller to Transport Tycoon
“If you have a vision and you’re willing to work hard for it, nothing can stop you,” Evans Nyagaka says. “I may not have had the best start, but I’ve always believed in my ability to create something meaningful.”
Discover how Evans Nyagaka Anyona, founder of ENA Coach and co-owner of Transline Classic, rose from selling maize to leading Kenya’s transport industry.
By Charles Wachira
In Kenya’s bustling transport industry, few names are as prominent as Evans Nyagaka Anyona, the entrepreneur behind ENA Coach and co-owner of Transline Classic Ltd.
His journey from a maize seller to a transport magnate is a testament to resilience, strategic vision, and the ability to seize opportunities, no matter how dire the circumstances.
Born and raised in Kisii County, Evans’s life was marked by hardship early on.
He lost his father when he was still in Class Six, leaving his mother, a widow, to raise him and his siblings.
Despite the financial struggles, his mother managed to support his education up to the O-level.
However, after Evans scored a D in his Form Four exams,not a very impressive mark and his academic journey came to a halt due to a lack of school fees.
This setback did not deter him. Instead, it became the catalyst that pushed Evans to embrace entrepreneurship.
With limited options, he ventured into selling maize in 1992 during a severe drought that hit Kenya.
The country was reeling from a food shortage, and Evans saw a business opportunity. He purchased maize at KSh 7 per tin and sold it at KSh 35 as the prices surged due to the scarcity, earning him a significant profit.
“I realized that sometimes, the toughest challenges present the best opportunities,” Evans recalls. “That’s how my entrepreneurial journey started.”
With the proceeds from his maize-selling business, Evans opened a small shop, which eventually grew into a wholesale outlet. His ventures were paying off, but his ambitions were far from satisfied.
The Birth of Transline Classic
In the early 2000s, Evans transitioned from retail to public transport. He bought a small pick-up truck, which he modified into a “seven-aside” matatu, where passengers sat facing each other.
The unique design worked well, and his new matatu business quickly gained traction. Soon, he expanded his fleet, purchasing seven more pick-ups before upgrading to Toyota and Nissan matatus, which were more popular and reliable for long-distance travel.
The turning point came in 2005 when Evans co-founded Transline Classic Ltd, a company that initially focused on the Nairobi-Kisii route.
Alongside his business partners, James Bichange and Haron Kamau, Evans took the first major step toward building a transport empire.
They started with three buses, purchased through a loan from Equity Bank, a move that was risky but necessary to scale their operations. The company quickly grew, expanding its fleet and routes as demand for their services soared.
“We saw an opportunity in offering reliable, comfortable, and affordable travel for passengers, especially on the Nairobi-Kisii route, where the demand was growing fast,” says Evans. “It wasn’t easy at first, but with persistence, we began to expand.”
By 2012, Transline Classic had grown its fleet to 24 buses, and today the company boasts over 80 buses and 11-seater shuttles that operate across multiple routes, including Nairobi to Kisii, Kisumu, Eldoret, Busia, Bungoma, and Kitale.
Innovation and Growth
What set Transline Classic apart from its competitors was Evans’s commitment to passenger comfort and modern amenities. The buses were fitted with features that appealed to the modern traveler—TV screens, free Wi-Fi, charging ports at every seat, and entertainment systems—offering an experience that went beyond the traditional matatu service. Evans recognized that by improving the overall experience, he could attract more passengers, and this strategy paid off.
“We wanted to ensure our passengers felt valued. That’s why we invested in providing comfort and services that made their journeys more enjoyable,” Evans explains. “It’s not just about getting someone from point A to point B; it’s about how they feel during that journey.”
The company’s rapid expansion was also driven by its ability to adapt to changing market dynamics. Evans introduced smaller 14-seater matatus and 11-seater shuttles for routes that required less capacity, a move that allowed Transline Classic to tap into underserved areas while maintaining operational efficiency.
ENA Coach: A New Chapter
Following the success of Transline Classic, Evans launched ENA Coach, a new bus company that expanded his footprint in the Kenyan transport sector. ENA Coach became known for its reliable and high-quality services, particularly on long-distance routes. It quickly gained a strong reputation, becoming a go-to option for travelers across the country.
Partnerships and Diversification
Evans’s success story also highlights the power of strategic partnerships. His long-time business associate, James Bichange, brought in matatus that helped form the backbone of their fleet, while Haron Kamau, who later founded Overseas Buses and owns Kamel Park Hotel in Kisii, was also instrumental in the early stages of their business ventures. These collaborations were crucial in establishing a strong foundation for Transline Classic and its subsequent growth.
“I’ve always believed in the strength of partnerships,” says Evans. “Having the right people by your side makes all the difference in business.”
In addition to his transport ventures, Evans has diversified his investments, including interests in real estate and agriculture. His ability to balance multiple businesses while keeping Transline Classic and ENA Coach at the forefront of Kenya’s transport industry has earned him the respect of his peers and made him a role model for young entrepreneurs.
A Legacy of Resilience
Evans Nyagaka Anyona’s journey from selling maize during a drought to becoming one of Kenya’s most successful transport entrepreneurs is a powerful reminder that education, while important, is not the only path to success.
His resilience in the face of adversity, combined with his keen business instincts and willingness to take risks, has built a transport empire that serves thousands of Kenyans daily.
Today, Transline Classic and ENA Coach operate across Kenya, providing jobs for hundreds of drivers, conductors, and support staff. Evans’s story is an inspiration for anyone looking to overcome life’s challenges and build a better future for themselves and their community.
“If you have a vision and you’re willing to work hard for it, nothing can stop you,” Evans says. “I may not have had the best start, but I’ve always believed in my ability to create something meaningful.”
With a fleet of over 80 buses and a growing business empire, Evans Nyagaka Anyona is proof that with determination and strategic thinking, even the most humble beginnings can lead to extraordinary success.
Keywords:Evans Nyagaka Anyona, ENA Coach, Transline Classic, Kenyan transport industry, entrepreneurship in Kenya
Nvidia Overtakes Apple
David Ngata Appointed I&M CFO
Kenyan Man Convicted in U.S. for 9/11-Style Terror Plot
-
Business & Money7 months agoEquity Group Announces Kshs 15.1 Billion Dividend Amid Strong Performance
-
Politics2 months agoFred Okengo Matiang’i vs. President William Ruto: A 2027 Election Showdown
-
Politics4 months agoPresident Ruto’s Bold Cabinet Dismissal Sparks Hope for Change
-
Politics4 months agoKenya Grapples with Investor Confidence Crisis Amid Tax Protest Fallout
-
Politics1 month agoIchung’wah Faces Mt. Kenya Backlash Over Gachagua Impeachment Support
-
Politics3 months agoJohn Mbadi Takes Over Kenya’s Treasury: Challenges Ahead
-
Politics1 month agoMwengi Mutuse: The Political Maverick or Master of Contradiction?
-
Politics4 months agoPresident Ruto’s Lavish Spending Amid Kenya’s Economic Struggles Sparks Outrage