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

:Revolutionizing Kenyan Fashion and Empowering Entrepreneurs through Innovation and Resilience

By Charles Wachira

Wandia Gichuru, Co-Founder and CEO of Vivo Fashion Group, has become a trailblazer in East Africa’s fashion scene. From its modest beginnings as an online business launched in 2011, Vivo has blossomed into one of the region’s fastest-growing fashion companies, with 30 stores across Kenya, Rwanda, Uganda, and even an international footprint with the opening of its U.S. store at Atlanta’s Atlantic Station Mall in May 2024.

The foundation of Vivo Fashion Group was driven by Gichuru’s sharp awareness of the gap in Kenya’s market for stylish, comfortable, and affordable women’s clothing that catered to local body types and tastes.

 “We had no idea going in that we were solving a problem,” she says, reflecting on Vivo’s early days. “Most clothing sold in Kenya isn’t made for Kenyan women. A lot of it is secondhand or designed for Western body types, so women would have to buy clothes and modify them. We realized we needed to make clothes specifically for our market.”

Initially, customers came to her house to try on clothes. As demand soared, she and her co-founder signed their first retail lease in a Nairobi mall, a move that catapulted the business into mainstream success.

 Today, Vivo’s success includes three distinctive brands—Vivo Woman, Safari, and Zoya—and Shop Zetu, an e-commerce platform launched in 2020 that has become a haven for local and international fashion and beauty brands, hosting over 300 names.

Challenges and Resilience in the Face of Adversity

Despite Vivo’s expansion and Gichuru’s success as a business leader, the journey was not without its hurdles. The COVID-19 pandemic brought one of the biggest challenges Gichuru had ever encountered. With revenues dropping by 80%, the survival of her business and the livelihoods of her 200 employees were at stake.

 “Kenya doesn’t have a welfare system or the kind of government support that businesses get in other countries,” she explains. “We had to find a way to keep our people paid. That’s when we pivoted to making masks.”

Vivo’s production line shifted almost overnight to produce over a million masks, primarily bulk orders for companies. “We weren’t making much money, but we had revenue, and it saved us. That period reminded me that in business, you have to be prepared to adapt to whatever comes your way,” she shares.

Qualities Needed for Success

Gichuru’s experience has taught her invaluable lessons on what it takes to thrive as an entrepreneur.

 “Resilience is key,” she asserts. “If you’re going to succeed, you must be prepared to fail and keep moving forward. There were so many times in the early years where things weren’t working, but you have to stay flexible and open to new ideas.”

She also emphasizes the importance of passion and purpose.

 “It’s not just about the money; it’s about the impact you make. When I started Vivo, I didn’t want to just sell clothes, I wanted to create something meaningful. Fashion for me is a platform to create jobs, develop local talent, and build an industry that’s sustainable. If you’re not driven by a sense of purpose, it’s very hard to keep going when things get tough.”

Inspiring Future Entrepreneurs

Mentoring and supporting other women entrepreneurs has become a significant part of Gichuru’s mission. As a former judge on the Kenyan version of Shark Tank, she often found herself encouraging women to step into the spotlight.

 “In our culture, women can sometimes be hesitant to show their success because they don’t want to overshadow their husbands or families. I felt it was important for a woman to be represented on that show, to inspire others to take a leap into entrepreneurship,” she says.

Through her work with Shop Zetu and Vivo, Gichuru continues to empower women by offering a platform for African brands to flourish.

 “What excites me now is being able to help other entrepreneurs grow their businesses. We’re still struggling with many barriers in Africa, but unless people see someone trying and succeeding, it’s hard to imagine what’s possible,” she notes.

Role Models and Influences

Wandia’s entrepreneurial spirit is deeply rooted in her upbringing. Born in Canada to Kenyan parents, her father’s work as a civil servant influenced her view on economic development.

 “My dad was a big influence. He was always thinking about how to improve the systems in our country, and that stuck with me,” she recalls.

However, when it comes to role models in her business journey, she looks up to Oprah Winfrey.

 “Oprah has built a global brand that’s focused on empowering others. Her resilience and ability to maintain her values while building something so impactful has always inspired me.”

Looking Forward

Gichuru remains passionate about reshaping the way the world views Africa.

 “There is so much talent and creativity here, and yet we’re often overlooked.

 I’m driven by a desire to build African brands that can compete globally. Vivo’s expansion into the U.S. is just the beginning,” she says with determination. 

Beyond Vivo, Gichuru sees her role as a changemaker in developing opportunities and transforming lives through fashion.

 “I’m proud to show that local fashion is viable and that it can be an engine for economic development. I hope to continue creating spaces for young people to build their dreams, especially in a country where unemployment is so high.”

With her eyes set on more growth, both locally and internationally, Wandia Gichuru is a testament to the power of purpose-driven entrepreneurship. Her story is not only one of personal success but also a blueprint for uplifting others through innovation, persistence, and community empowerment.

Keywords:Wandia Gichuru: Kenyan fashion: Vivo Fashion Group: Women entrepreneurs: African fashion industry