: Discover how Jonathan Jackson, founder of Lordship Group, has built a real estate empire in Kenya and beyond while driving social change through the Jonathan Jackson Foundation. His story exemplifies the powerful synergy between business success and philanthropy, leaving a lasting impact on Nairobi’s skyline and its most vulnerable communities.

By Charles Wachira

Founding Lordship Group

In 1989, at the age of 23, Jonathan Jackson founded Lordship Group in Europe during the transformative Velvet Revolution era in Central and Eastern Europe. His vision was clear: to create high-end real estate projects emphasizing sustainability, luxury, and community impact. 

Over the years, the group has developed more than 600,000 square meters (approximately 6 million square feet) of mixed-use space, valued at over $1 billion, including luxury residential, office, and retail properties.

“We aimed to set new standards in real estate by integrating luxury with sustainability,” Jackson explains.

His journey from a young entrepreneur in Europe to a leading real estate mogul and philanthropist in Kenya is a remarkable story of vision, resilience, and dedication.

Early Life and Education

Born in 1951 in Eldoret, Kenya, Jackson was deeply influenced by his father, a deputy bishop in the Africa Inland Church (AIC) and headmaster of a teacher’s college. His father’s commitment to service and education instilled in Jackson a strong sense of community and social responsibility. Jackson’s early education at St. Andrew’s Turi in Kenya laid the foundation for his future endeavors.

Jackson furthered his education in Europe, studying Business Management at London South Bank University.

 His time in Europe exposed him to international business practices and helped shape his entrepreneurial spirit.

 Reflecting on his upbringing, Jackson notes, “My father’s dedication to service and education taught me the importance of giving back to the community. This principle has guided both my business and philanthropic work.”

Expansion into Africa

The success of Lordship Group in Europe set the stage for Jackson’s expansion into Africa. In 2009, he relocated to Kenya to establish Lordship Africa, a subsidiary of Lordship Group,a real estate development company based in Kenya. It specializes in creating high-end residential, commercial, and mixed-use properties. 

The company focuses on delivering innovative and sustainable real estate solutions, with projects that often feature modern architecture and luxury amenities. 

Motivated by Kenya’s growing economy, increasing demand for high-quality housing, and a need for commercial real estate meeting international standards, Jackson saw an opportunity.

 “I believed Nairobi had the potential to become a global metropolis,” he says. Lordship Africa specializes in high-end residential, commercial, and mixed-use properties.

Flagship Projects and Impact on Nairobi’s Skyline

Jackson’s decision to return home marked a turning point in Kenya’s real estate landscape. By 2023, his projects, which blend sustainability with modern design, have redefined Nairobi’s skyline.

They include The Lordship Park, located in Westlands, Nairobi.This is  a luxury apartment complex, designed to cater to the city’s elite while setting a new standard for upscale urban living.It stands as a testament to his dedication to excellence, attracting both local and international buyers seeking premium living spaces.

Additionally, 350 Nairobi, a premium office tower that epitomizes modern business spaces in the heart of Nairobi’s central business district. Boasting state-of-the-art facilities, the tower has attracted both local and international businesses, positioning Nairobi as a regional hub for commerce.

 Lordship Africa’s developments focus on green building practices, emphasizing the use of renewable energy sources and eco-friendly materials, which has set a new standard in the region.

In addition there is 88 Nairobi,a marvel of a structure standing  approximately 300 meters (984 feet) tall,with 60 floors, making it the tallest residential building in Africa, offering unparalleled luxury amenities and stunning panoramic views of Nairobi has redefined urban living in the heart of Kenya’s capital city.

And there is Karen Hills,a  residential master-planned gated community that offers residents world-class infrastructure, a secure and peaceful environment and a host of on-site amenities and services devised to maximize the quality of community life

Reflecting on his entrepreneurial success, Jackson emphasizes the importance of effective management and surrounding oneself with the right team.

 “Management is key in the development of any project,” he says. He attributes much of his business growth to maintaining transparency, professionalism, and a calculated approach to risk-taking. These principles, he believes, have helped him navigate the complex real estate landscape, both in Europe and in Kenya.

Football Club Investment

In addition to his real estate ventures, Jackson has invested in Nairobi City Stars Football Club, a Kenyan Premier League team. 

However, his involvement faced challenges due to corruption in Kenyan football. Coaches often selected players based on personal connections, and referees demanded bribes. Jackson’s refusal to comply led to biased officiating against his team, affecting player morale and performance.

 “Navigating corruption was tough, but it reinforced my belief in maintaining integrity,” Jackson reflects.

Philanthropy

In 2019, Jackson went ahead to found the Jonathan Jackson Foundation with a mission to uplift Kenya’s most vulnerable communities. Influenced by his family’s commitment to service, the foundation focuses on job creation, sustainable income initiatives, and addressing urban poverty. It has provided meals, employment, and support to informal settlements like Kibera, helping hundreds of families escape poverty.

 “Real change happens from the ground up by empowering communities to sustain themselves,” Jackson emphasizes.

 The foundation’s key projects include partnering with Nairobi City County Government to provide housing for the homeless.

As chairman of the foundation’s advisory board, Jackson’s goal is to create lasting impact through collaboration with local communities, focusing on building long-term sustainable solutions for issues like unemployment and poverty.

Challenges and Future Vision

Jackson and Lordship Africa have faced significant challenges, particularly during the COVID-19 pandemic, which disrupted construction timelines and impacted demand for office spaces. Despite these hurdles, Jackson’s pivot towards digital solutions and investment in resilient sectors like residential real estate has allowed the company to adapt. “We’ve learned to be agile and responsive to market changes,” he says.

Looking ahead, Jackson envisions further expansion into East African markets, including Kampala and Dar es Salaam. His goal is to replicate the success of Lordship Africa’s projects in Nairobi across the region, promoting sustainable urban growth and creating investment opportunities.

In addition to football, Jackson faced hurdles in real estate development in Nairobi. He criticized decades of poor urban planning that led to disorganized infrastructure, making it challenging to implement sustainable projects. However, Jackson expressed optimism, noting that recent efforts by the government to bring order to the city’s development were promising.

Conclusion

Jonathan Jackson’s story is one of innovation, philanthropy, and vision. From establishing Lordship Group in 1989 to building a real estate empire in Kenya and beyond, his contributions to the region’s economic and social development are unparalleled. With a portfolio worth over $1 billion and a commitment to uplifting Kenyan communities through his Jonathan Jackson Foundation, Jackson has cemented his legacy as one of the most influential business leaders in East Africa.

Through his work in both real estate and philanthropy, Jonathan Jackson is proving that business success and social responsibility can indeed go hand in hand, leaving a lasting impact on Nairobi’s skyline and its most vulnerable communities.

Keywords: Real Estate Development: Sustainability and Luxury: Philanthropy in Kenya: Impact on Nairobi’s Skyline: Expansion into East Africa

Explore Dr. Catherine Nyongesa’s inspiring journey as Kenya’s first female radiation oncologist, sharing her insights on entrepreneurship and cancer care.

By Charles Wachira

Early Years and Education

Dr. Catherine Naliaka Nyongesa Watta stands as a trailblazer in Kenya’s medical field, renowned as the country’s first female physician specializing in radiation oncology. 

Born in 1970, Catherine’s journey toward becoming a medical pioneer began with a deep-seated passion for healing and a resolute determination to make a difference in the lives of cancer patients.

 After completing her secondary education at Misikhu Girls Secondary School,Bungoma County in the mid-1980s, Catherine pursued her dream of medical training.

 She enrolled at the University of Nairobi’s prestigious School of Medicine, where she excelled academically, graduating at the top of her class in 1995.

Career Beginnings and Vision for Change

Following her graduation, Catherine embarked on a dedicated career path in oncology. 

She completed her specialization in radiation oncology through rigorous training both locally and internationally, earning accolades for her exceptional clinical skills and dedication to patient care.

 Her experiences working in various healthcare settings across Kenya exposed her to the harsh realities faced by cancer patients, including limited access to advanced treatment options.

Driven by a vision to enhance cancer care in Kenya, Catherine founded the Texas Cancer Centre in Nairobi in 2003. 

The centre quickly gained recognition for its state-of-the-art facilities and comprehensive approach to cancer treatment, marking a significant milestone in Kenya’s healthcare landscape.

Entrepreneurial Challenges and Successes

Establishing the Texas Cancer Centre was not without its challenges.

 Catherine faced initial skepticism from traditional healthcare institutions and financial organizations wary of investing in specialized medical facilities. Undeterred, she leveraged her extensive network within the medical community and secured initial funding through a combination of personal savings, strategic partnerships with local investors, and loans from development banks committed to advancing healthcare infrastructure in Africa.

Reflecting on her entrepreneurial journey, Catherine emphasizes the importance of resilience and strategic planning in overcoming obstacles.

 “As a woman entrepreneur in the healthcare sector, I faced numerous challenges, from securing funding to breaking through gender barriers. Each challenge reinforced my commitment to providing world-class cancer care in Kenya.”

Insights on Successful Business Practices

Dr. Nyongesa’s experience in building a successful healthcare institution has equipped her with valuable insights that she eagerly shares with aspiring entrepreneurs.

1. On Resilience and Adaptability:
   • “In entrepreneurship, challenges are inevitable. The key is to be resilient and adaptable. When faced with obstacles, I remind myself that every setback is an opportunity to learn and innovate.”
2. On Building a Strong Team:
   • “You cannot do it alone. Surround yourself with a team that shares your vision and values. A strong team is crucial for navigating the complexities of running a business, especially in healthcare where collaboration is vital.”
3. On Financial Management:
   • “Understanding your finances is non-negotiable. As a business owner, I ensure that I have a clear grasp of cash flow, budgeting, and financial forecasting. This knowledge empowers me to make informed decisions and avoid pitfalls.”
4. On Patient-Centered Care:
   • “At the core of my business philosophy is a commitment to patient-centered care. A successful healthcare business is built on understanding and addressing the needs of patients. Their satisfaction drives referrals and growth.”
5. On Innovation and Technology:
   • “Embrace technology and innovation. In today’s fast-paced world, being at the forefront of medical advancements not only enhances patient care but also sets your business apart from competitors.”
6. On Networking and Partnerships:
   • “Building relationships within the industry is essential. Collaborate with other healthcare professionals, organizations, and even competitors to enhance your service offerings and expand your reach.”

Advice on What to Avoid as an Entrepreneur

Catherine also emphasizes critical pitfalls to avoid as an entrepreneur:

1. On Ignoring Market Research:
   • “Never underestimate the importance of market research. Avoid making decisions based solely on assumptions. Understanding your market and customer needs is vital to your business’s success.”
2. On Neglecting Work-Life Balance:
   • “As an entrepreneur, it’s easy to become consumed by your business. However, neglecting work-life balance can lead to burnout. Prioritize self-care and make time for your personal life.”
3. On Avoiding Risk:
   • “Taking calculated risks is part of entrepreneurship. Avoid the fear of failure; instead, embrace it as part of the journey. Assess the risks and rewards, but don’t shy away from making bold moves when necessary.”
4. On Lack of Communication:
   • “Communication is key. Avoid assumptions and ensure open lines of communication with your team and patients. Transparency builds trust and fosters a positive organizational culture.”
5. On Poor Financial Planning:
   • “Many businesses fail due to poor financial management. Avoid spending without a clear strategy. Plan for the long term and ensure you have a financial buffer for unexpected expenses.”

Impact and Recognition

Under Catherine’s leadership, the Texas Cancer Centre has flourished into a leading institution, offering cutting-edge treatment options previously unavailable in the region. The centre’s success has not only transformed cancer care in Kenya but has also inspired a new generation of medical professionals and entrepreneurs to pursue excellence in healthcare innovation.

Catherine’s contributions have earned her numerous accolades, including recognition by the Kenya Revenue Authority (KRA) in 2017 as one of the country’s high-net-worth individuals, a testament to her entrepreneurial acumen and dedication to healthcare excellence.

Future Aspirations

Looking ahead, Catherine remains committed to expanding the Texas Cancer Centre’s impact, advocating for greater investment in cancer research and community outreach programs. She envisions a future where every Kenyan has access to affordable and effective cancer treatment, driven by a passion for equitable healthcare and patient-centered innovation.

As she continues to lead the charge in oncology, Catherine’s journey serves as a beacon of hope and inspiration for aspiring entrepreneurs, particularly women, seeking to make a meaningful impact in traditionally male-dominated industries.

In her own words, Catherine reflects on her journey: “Success as a woman entrepreneur in healthcare requires perseverance, innovation, and a steadfast commitment to improving patient outcomes. My journey has been challenging yet incredibly rewarding, fueled by a passion for healing and a vision for a healthier Kenya.”

Through her pioneering spirit and relentless dedication, Dr. Catherine Nyongesa stands as a testament to the transformative power of entrepreneurship in advancing healthcare and empowering women in Kenya and beyond.

Keywords:Dr. Catherine Nyongesa:Female entrepreneur:Cancer care in Kenya:Radiation oncologist:Texas Cancer Centre

:Explore Atul Shah’s insights on Nakumatt’s collapse, citing cash flow crises and external pressures that led to the fall of East Africa’s retail giant.

By Charles Wachira

Atul Shah, the former CEO and a pivotal figure behind Nakumatt Holdings, has consistently attributed the collapse of what was once East Africa’s largest retailer to a mix of external economic pressures, legal challenges, and shifting market dynamics. However, a closer examination reveals that the downfall was also significantly influenced by internal mismanagement, debt-fueled expansion, and governance failures.

Founded in 1992 as a modest mattress shop in Kenya, Nakumatt quickly rose to prominence, expanding into a network of over 60 stores across Kenya, Uganda, Tanzania, and Rwanda by 2016. “We started with a vision to transform retail in East Africa,” Shah recalled during a retrospective interview. “Our journey began humbly, but with a relentless pursuit of growth.”

Shah’s grand ambitions for the company were evident. “We aimed to create a modern shopping experience that East Africans hadn’t seen before,” he expressed in another interview, reflecting on Nakumatt’s meteoric rise. By 2016, Nakumatt operated 45 branches in Kenya and an additional 17 across Uganda, Tanzania, and Rwanda, with flagship stores in Nairobi, Kampala, and Dar es Salaam bustling with customers. The retailer was a household name, known for its wide product range, competitive pricing, and convenient locations.

However, in 2016, signs of trouble began to surface. The company was grappling with severe cash flow problems due to its aggressive expansion strategy. “They grew too fast and too recklessly,” remarked retail analyst Jane Kimani. “The company took on excessive debt to fuel this growth without adequately managing its financial obligations.”

The financial distress was evident, as Nakumatt owed over Ksh 30 billion (approximately $296 million) to creditors by 2017, with Ksh 18 billion owed to suppliers, Ksh 4 billion to holders of commercial paper, and the rest to banks. “At one point, Nakumatt was unable to pay its suppliers, landlords, and employees, leading to a chain reaction that forced them to close numerous stores,” noted financial analyst David Kiptoo.

In an effort to stem the financial hemorrhage, Nakumatt sold a 25% stake in the company to a foreign investment fund for $75 million. “We believed this investment would provide the liquidity needed to stabilize our operations,” Shah stated at the time. “Unfortunately, it wasn’t enough.”

The company faced increasing scrutiny over its financial dealings, with allegations of money laundering surfacing in 2017. The Kenya Revenue Authority (KRA) initiated investigations into Nakumatt’s financial practices, suspecting that the retailer had used its extensive network of stores and complex financial arrangements to launder money. Sources within the KRA reported, “Nakumatt was suspected of inflating invoices and engaging in questionable financial transactions to funnel illicit funds.”

These allegations compounded Nakumatt’s troubles. Global Credit Ratings downgraded the company to BB- as its debts continued to spiral out of control. By 2018, the retailer had closed over a dozen stores, and loyal customers began flocking to competitors like Tuskys and Carrefour.

In January 2018, Nakumatt was placed under administration after creditors filed a court petition seeking intervention. The appointed administrator, Peter Kahi, described the situation as dire. “Nakumatt was essentially insolvent,” Kahi stated during a press briefing. “We were left with little choice but to attempt to sell off assets to settle debts.”

Despite efforts to save the company through restructuring and negotiations with creditors, Nakumatt’s collapse seemed inevitable. “The weight of the debt, coupled with the money laundering accusations, irreparably damaged Nakumatt’s brand,” asserted Jane Kimani. “It was a perfect storm.”

By mid-2020, Nakumatt’s creditors had enough. They voted overwhelmingly to wind up Nakumatt Holdings, signaling the end of an era for a company that had once symbolized the promise of modern retail in East Africa. “The company expanded too quickly without ensuring it had the financial footing to support that growth,” stated Mwangi Njoroge, an industry expert. “When allegations of financial impropriety surfaced, that was the final nail in the coffin.”

Shah, who had steered the company for over two decades, was deeply affected by Nakumatt’s downfall. “It’s devastating to see something we built collapse like this,” he lamented in a statement following the winding-up decision. “We had big dreams for Nakumatt, but mistakes were made, and we couldn’t recover from them.”

The closure of Nakumatt marks the end of an era for retail in East Africa and leaves behind a cautionary tale for other regional businesses. With debts exceeding Ksh 30 billion, the impact of Nakumatt’s failure will continue to ripple through its creditors, suppliers, and former employees for years to come. Its story is one of ambition, growth, and ultimately, downfall—a tragic fall from grace for what was once the region’s largest retail empire.

The Broader Economic Context

1. Economic Challenges and the 2016 Interest Rate Cap: Atul Shah frequently pointed to Kenya’s 2016 interest rate cap as a significant trigger for Nakumatt’s financial troubles. Speaking to The Business Daily, he argued that the cap, which limited the interest rates banks could charge on loans, severely restricted Nakumatt’s ability to access credit during a critical time. “We were growing rapidly, and our working capital needs were significant. The interest rate cap affected the banks’ ability to lend to us,” Shah explained, suggesting that it limited Nakumatt’s financing options as cash flow issues mounted. However, analysts note that Nakumatt was already heavily leveraged before the cap, with its aggressive expansion primarily funded by short-term loans. By the time the cap took effect, the company was burdened with a debt of Ksh 30 billion, split between suppliers, banks, and other creditors.
2. Liquidity Crisis and Supplier Payment Delays: Shah cited Nakumatt’s liquidity crisis as a core reason for its downfall. “The cash flow issue really hurt us,” he admitted in a 2017 interview, explaining that the liquidity problems stemmed from delayed payments to suppliers. This created a vicious cycle: as suppliers refused to stock Nakumatt’s shelves, foot traffic dwindled, leading to further declines in sales. Nakumatt’s outstanding debt to suppliers exceeded Ksh 18 billion, resulting in lawsuits and strained relationships. Despite Shah’s insistence that the company was simply enduring a difficult financial period, suppliers became increasingly frustrated and withdrew support, leaving shelves empty. “We couldn’t recover after that,” Shah lamented.
3. Poor Corporate Governance: Despite Shah’s focus on external challenges, critics and analysts have highlighted poor corporate governance as a central factor in Nakumatt’s collapse. Reports following the liquidation revealed that Nakumatt’s rapid expansion was fueled by unsustainable debt, borrowing heavily to finance its growth strategy. The Competition Authority of Kenya (CAK) criticized Nakumatt’s internal governance and financial practices. “The company’s finances were opaque, with many records hidden or incomplete,” stated a CAK representative. This lack of transparency hindered auditors and creditors from accurately assessing Nakumatt’s financial health.
4. The Cost of Buying Out Harun Mwau: Another significant financial blow came in 2015, when Atul Shah bought out the 7.7% stake owned by former MP and businessman Harun Mwau, reportedly using over Ksh 3 billion in working capital for the buyout. Critics argue this strategic misstep drained Nakumatt of vital liquidity. Court documents revealed that suppliers and creditors accused Shah of prioritizing the buyout over the business’s health, leading to financial missteps that ultimately forced Nakumatt into administration.
5. Failed Attempts at Rescue and Administration: Atul Shah initially sought to rescue Nakumatt through administration in 2018, a process aimed at restructuring the business. However, he admitted that legal challenges and strained relationships with creditors complicated a proper turnaround. Efforts to merge with Tuskys, another leading Kenyan retailer, also faltered due to legal and financial hurdles. “We tried our best to keep the business running and save jobs, but we faced obstacles beyond our control,” Shah explained.

Ultimately, creditors voted to wind up Nakumatt in 2020, concluding that recovery was unfeasible. Shah, whose family had become synonymous with Nakumatt’s rise and fall, expressed regret but maintained that external forces significantly influenced the collapse. “The circumstances we faced were unprecedented, and while we made mistakes, the environment became too challenging to overcome,” he stated as Nakumatt’s liquidation was finalized.

Conclusion: A Combination of External and Internal Factors

While Atul Shah has highlighted various external factors—such as the interest rate cap, cash flow issues, and economic challenges—as the reasons behind Nakumatt’s collapse, it is evident that internal mismanagement, debt-driven growth, and poor governance also played critical roles. Shah’s ambitious expansion strategy, reliance on loans, and missteps like the Harun Mwau buyout compounded Nakumatt’s woes, resulting in a cautionary tale for the region’s retail sector.

Keywords:Nakumatt Holdings:Atul Shah:Retail collapse:Cash flow crisis:East Africa retail industry