

So, I guess I’d like to start with some vulnerable truth: after my summer internship with Xbox, and doing everything as best as I possibly could (literally setting the benchmark for everyone who came after me): I did not get a return offer. None of the Xbox MBA interns got a return offer.
The outcome of the internship had little to nothing to do with our personal abilities or capacity, and everything to do with Xbox and where they were as a company when we joined (which, of course varied from where they were when we were hired in November of 2024).
I started my internship on May 12, 2025. That very first day, I was made aware that company-wide layoffs would be happening the next day, and Xbox would be hit the hardest.
I remember running into one of my mentors and seniors on that first day — he gave me a hug and welcomed me warmly to the company. Later, I found a message from another senior team member, a VP (and a Black man), telling me to reach out if I ever needed anything. The next day, another mentor came by my office to let me know that both of those senior leaders — his mentors too — had been impacted by the layoffs.
From then on, everyone was quite honest with me: a return offer was unlikely. Instead, they encouraged me to think about what I wanted to get out of my time at Microsoft. I recall my mentor and I having weekly catch-up sessions, to discuss not only how my internship was going, but also how I was aligning it with my goals and mission at Microsoft.
And because I famously shared when I was offered my internship at Xbox, if felt right with me that I also share with you how it ended:
Let’s take it back to the very beginning. In July of 2024, I came back to the US (after my UN mission) to pursue my MBA. I had a clear goal: to build my business — Kwathu Farms, to be specific. Employment outcomes were never a priority on my list.
When summer internship recruitment season came around, I was deeply uninterested. My friend Sheggz practically forced me to apply for jobs. He said, and I quote: “Microsoft would be lucky to have you. Please Apply!” I remember applying begrudgingly, mostly just to get him off my back.
Within two weeks, I had an interview scheduled, and exactly a week later: an offer in hand. There I was — walking into one of the biggest companies in the world.
In hindsight, not getting a return offer was one of the best things that could have happened. It pushed me to remember why I was here in the first place — not to secure a corporate job, but to learn, to grow, and to refine the vision I had for the work I want to do in the world.
It also changed the way I thought about my own company. I came into business school to build a farm. But being at Microsoft — immersed in conversations about scale, systems, and platform thinking — taught me to think bigger. It was there that the idea of digital twins really clicked for me: the possibility of simulating real-world systems to improve how we design, build, and scale them.
Suddenly, Kwathu Farms wasn’t just about physical farmland anymore. It was about building Q2 — a platform that could simulate agriculture, supply chains, and infrastructure, helping governments, universities, and businesses model decisions before making them. It was about creating tools to design Africa’s future.
See… most of us are taught to think of our careers as linear — get a degree, find a job, climb the ladder.
But the reality is far more dynamic, especially in a world that’s changing as quickly as ours. Careers today are not ladders; they are landscapes. They unfold in chapters, not steps. They require intentionality, agility, and the courage to keep evolving.
If there’s one thing I’ve learned, it is that you don’t plan a career by mapping out every detail in advance. You plan it by building direction, by setting your north star and then making decisions that move you closer to it — even when the path winds. You layer skills on top of experience, experience on top of meaning, and meaning on top of curiosity. You stay open to growth, even when it requires reinvention.
This reflection is a case study in that philosophy — a decade-long journey that started with a small creative company and has grown into a multi-layered ecosystem of impact and innovation. And as I stand three semesters into my MBA, I hope sharing this story helps you think about how to design yours.
As I write this, I’m midway through the third of four semesters in my MBA journey — a moment that invites both gratitude and introspection. On paper, I’ve completed more than 80% of the program. In practice, it feels like I’ve only just begun to understand the magnitude of the work I’m meant to do in this world.
This MBA was never just about business school for me. It was about equipping myself for the kind of leadership that can build systems — not just organizations — and shape futures. It was about grounding big ideas in operational realities and pairing vision with the language of execution. And as I look back on the last decade-plus of my journey, I see clearly how each chapter — each pivot, each bold decision — has brought me to this point.
My story in many ways began in 2013, when I launched Bien Corporation Africa (BCA), which built up from this very blog. I was young, curious, and eager to experiment — and BCA was my first real foray into entrepreneurship. It started as a creative and communications company, but more importantly, it was the first time I saw how ideas could become vehicles for impact. BCA taught me that innovation is not just about building products; it’s about solving real problems and telling stories that move people.
In 2018, that same impulse evolved into something bigger: Ntha Foundation. This was where my purpose deepened. I founded the organization to address one of the most fundamental challenges I had observed growing up in Malawi: access to opportunity. Ntha Foundation was built on a simple but powerful belief — that when young people are given the tools, training, and confidence they need, they become unstoppable. Over the years, we have worked with partners like the World Bank, the UN, GIZ, the European Union, the Gates Foundation, and Equality Now to drive gender equality, digital transformation, and inclusive education.
Those early years were about learning to create change from the ground up. They taught me how to build something out of nothing — and how to sustain that something in environments where systems are often not designed to support it.
By 2021, I had come to a realization: individual projects — even impactful ones — weren’t enough. Africa didn’t just need programs. It needed ecosystems. Spaces where creators, innovators, and entrepreneurs could connect, collaborate, and build the future together.
That’s what led to the birth of Kwathu Kollective — a network and innovation hub built to empower Africa’s next generation of changemakers. Kwathu means “home” — and that’s exactly what I wanted to build: a home for possibility. Through Kwathu, we’ve not only created physical spaces and digital platforms for talent development, but we’ve also started to rewrite narratives about African innovation. No longer is it about catching up; it’s about leading — on our terms.
Kwathu Kollective was a turning point for me. It shifted my focus from singular impact to systemic transformation. And yet, even then, I knew I was still missing a crucial piece of the puzzle: the deep business acumen needed to scale ideas beyond their immediate contexts and build ventures that could compete — and win — on a global stage.
When I decided to pursue an MBA, it wasn’t because I needed another degree. It was because I needed a new toolkit. I had spent years building organizations and navigating complex partnerships, but I wanted to understand business — deeply and structurally. I wanted to speak the language of finance, lead with strategic clarity, and negotiate deals that would move industries forward.
This journey — at Michigan State University’s Broad College of Business — has been exactly that. It has stretched me, challenged me, and humbled me. It has also sharpened me into a leader who can not only dream of large-scale impact but also design the systems and strategies to deliver it.
This was my first time navigating a U.S. (/international) education, and I think nothing could have prepared me for the level of rigor that is expected in a U.S. MBA program. I wish, in a way, I had this in my arsernal: to guide me through the planning of my courses.
The first semester was about foundations — the fundamentals that underpin how companies operate and grow. I dove into financial reporting, marketing management, supply chain strategy, and corporate investment decisions. I learned how money moves through organizations, how products reach customers, and how leaders align teams to strategy. It wasn’t easy — accounting especially was like learning a new language — but it was necessary. Those early courses taught me how to think like a CEO, not just a founder.
This semester also challenged me the most. I was navigating a new education system, and also trying to keep my companies afloat. Needless to say: something had to give, and both my companies and my GPA suffered.
What I learned:
Course Code | Course Title | Credits |
---|---|---|
MBA 802 | Financial Reporting Strategy | 1.5 |
MBA 820 | Marketing Management | 3.0 |
MBA 821 | Supply Chain Management Concepts | 3.0 |
MBA 808 | Leadership and Teamwork | 1.0 |
MBA 843 | Career Management | 1.0 |
MBA 822 | Corporate Investment Decisions | 3.0 |
MBA 816 | Managerial Communication Strategy | 1.5 |
MBA 804 | Applied Data Analysis for Managers | 1.5 |
GPA: 3.516
By the second semester, I had moved beyond the basics and into the realm of decision-making. This was where everything I had learned started to converge. Courses in applied economics, pricing strategy, strategic management, and workforce leadership pushed me to make trade-offs, weigh risks, and think several moves ahead.
It was also the semester that connected theory to real-world application most powerfully. Through our Global Marketplace course, I gained deeper insight into the complexities of doing business across borders — a perspective that’s crucial for someone building organizations with a global vision.
What I learned:
Semester Two also marked one of the most meaningful milestones in my career to date: being selected for a Business Development MBA internship at Microsoft. That opportunity validated not only my skills but also my potential to lead at the highest levels of the tech industry.
Course Code | Course Title | Credits |
---|---|---|
MBA 814 | Applied Economics | 1.5 |
MBA 817 | Designing Business Presentations | 1.5 |
MKT 806 | Marketing Research for Decision Making | 1.5 |
MBA 824 | Managing the Workforce | 1.5 |
MBA 841 | Global Marketplace (Study Abroad) | 3.0 |
MBA 812 | Accounting for Decision Making | 1.5 |
MBA 850 | Strategic Management | 1.5 |
MKT 809 | Pricing, Profitability & Market Strategy | 1.5 |
MKT 816 | Marketing Analysis | 1.5 |
MBA 845 | Integrative Action Projects | 1.0 |
GPA: 3.906
When I arrived at Michigan State, I was laser-focused on one goal: building Kwathu Smart Innovation Farms. I wanted to merge my passion for food systems and supply chains with technology — to design a scalable farming model that could help address food security challenges across Africa. That vision was deeply rooted in my personal journey: from watching Food Network with my dad as a child to understanding the structural gaps in Africa’s agricultural production, I knew this was a sector that mattered.
But something transformative happened during my summer internship at Microsoft. Being inside one of the world’s largest technology companies — surrounded by teams thinking constantly about scale, systems, platforms, and user engagement — expanded my imagination. I started to see problems not just as operational challenges, but as opportunities for simulation, prediction, and design.
That’s where the idea of digital twins — virtual replicas of real-world systems — began to crystalize. I realized that instead of only building farms, we could also simulate them — allowing governments, universities, and businesses to model supply chains, optimize resource allocation, and even train future agripreneurs without ever stepping onto a field. This shift was profound: it meant Q2 could be more than an agricultural project. It could become an innovation engine — a platform that powers decision-making across sectors, from energy and education to logistics and governance.
The internship taught me to think bigger and more strategically. It reminded me that innovation doesn’t have to mean choosing between the physical and the digital — the real opportunity is in integrating them. And it clarified something else too: that my work isn’t just about solving today’s challenges, but about building the tools that will help Africa design its future.
Now, halfway through Semester Three, the focus has shifted from learning how business works to shaping where it goes. My courses — negotiation, business development, global marketing, new product development, and consumer insights — are all about leadership at scale. They’re teaching me how to influence outcomes, how to read markets before they form, and how to design products and strategies that meet both business objectives and human needs.
This semester also marks the beginning of a new era for me professionally. With the launch of Q2 Corporation in 2025, I am stepping into my most ambitious project yet — one that brings together everything I’ve learned over the past decade. Q2 is not just a company; it’s an ecosystem. It’s about building digital twins, smart-village simulations, and innovation platforms that can power Africa’s future across education, agriculture, governance, and beyond.
Course Code | Course Title | Credits | Status |
---|---|---|---|
MBA 845 | Integrative Action Projects | 3.0 | ✅ Completed (August intensive) |
MGT 832 | Foundations of Negotiation | 1.5 | ✅ Completed (Session I) |
MKT 810 | Open Innovation Management | 1.5 | ✅ Completed (Session I) |
MKT 860 | Assess Global Business Environment | 1.5 | ✅ Completed (Session I) |
MKT 807 | Consumer Insights (Added elective) | 1.5 | ✅ Completed (Session I) |
MGT 804 | International Management | 3.0 | ✏️ Ongoing (Full semester) |
MGT 833 | Complex Negotiations | 1.5 | ✏️ Ongoing (Session II) |
MKT 817 | Business Development & Sales Management | 1.5 | ✏️ Ongoing (Session II) |
MKT 820 | New Product Development & Portfolio Management | 1.5 | ✏️ Ongoing (Session II) |
MKT 862 | Global Marketing | 1.5 | ✏️ Ongoing (Session II) |
GPA: 4.000 (on-going)
As I approach the final semester of my MBA, I find myself excited not just about what’s next, but about not knowing exactly what’s next. That openness is intentional. I am deeply committed to continuing my growth and following the work that challenges and stretches me.
Here is my tentative course-planning for the semester ahead, and my thinking around it:
Semester / Period | Course Code | Course Title | Credits | Focus Areas |
---|---|---|---|---|
Spring 2026 – In-Person | MBA 806 | Social Issues in Management | 1.5 | Explore the intersection of business, ethics, and social responsibility — crucial for future public leadership. |
MKT 811 | Brand Consulting | 1.5 | Learn how to design and execute brand strategy projects — bridging strategy and execution. | |
MKT 819 | Predictive Analytics | 2.0 | Strengthen analytical skills to forecast market behavior and guide strategic decisions. | |
MKT 829 | Digital Marketing | 1.5 | Deepen understanding of digital ecosystems and how they shape customer engagement. | |
MKT 865 | Emerging Topics in Business | 2.0 | Stay ahead of evolving business trends and innovations shaping future markets. | |
PIM 853 | Human Resource Management | 1.5 | Build capabilities to lead, motivate, and structure teams for high performance. | |
Subtotal | — | — | 10.0 | — |
Spring 2026 – Online (Electives) | MKT 835 | Storytelling in Marketing Research | 1.0 | Use narrative as a strategic tool for data communication and influence. |
MKT 881 | Qualitative Research | 2.0 | Master qualitative methodologies to understand customer needs and behaviors deeply. | |
MKT 883 | Qualitative Data Synthesis and Analysis | 2.0 | Gain advanced research skills for synthesizing insights that drive innovation. | |
MKT 889 | Digital Customer Experience Design | 2.0 | Explore design thinking and customer journey mapping to create transformative user experiences. | |
Subtotal | — | — | 7.0 | — |
✅ Total planned program credits: 66.5
🎓 Minimum required for graduation: 61.0
Before I left Washington, I had dinner with my Mentor, Leo B; on what he thinks I should focus on with my career. He said to me that the best thing I had, regarding my career, was choice. My immediate future could involve leadership role in Big Tech, where I can learn at the frontier of innovation and scale. It might mean a return to the United Nations or another multilateral institution, bringing a new lens of business and systems thinking to global development work. It could mean focusing full-time on scaling Q2 into a continental force. It might even mean another degree — perhaps a Master of Public Administration at an Ivy League (this is a deep consideration) — to deepen my understanding of governance and policy.
And beyond that? I see a lifetime of service. Whether that service takes the form of public office, policy influence, or building systems that make opportunity more equitable — I know my path will always lead back to one thing: using everything I have to make life better for others.
Three semesters in, this MBA has been far more than a professional milestone. It’s been a process of becoming — a journey of aligning who I am with who I am meant to be. It has taught me that leadership isn’t just about ambition; it’s about clarity, resilience, and responsibility. It has shown me that the work of building systems — whether companies, coalitions, or countries — starts within.
I don’t yet know exactly where this path will lead, and I’m grateful for that. Because every chapter so far — from Bien Corporation Africa in 2013 to Ntha Foundation in 2018, Kwathu Kollective in 2021, and Q2 in 2025 — has revealed something new about what’s possible. And if there’s one thing this journey has taught me, it’s that possibility is always bigger than we imagine.
I am three semesters in — wiser, braver, and more grounded than when I began. And if the first three were about learning, building, and preparing, then the next chapter is about becoming — not just the leader I want to be, but the one the future demands.
The most important lesson I hope you take from my journey is this: careers are not defined by single decisions, but by sequences of them. Each chapter is a building block — even the ones that feel unrelated in the moment. My work in public service taught me about systems. My entrepreneurship taught me about resilience. My MBA is teaching me about scale and strategy. And together, those pieces form a foundation on which I can build anything that comes next.
When you think about your own career, ask yourself not just where you want to end up, but what capabilities you want to build along the way. Invest in learning that stretches you. Choose opportunities that teach you, not just titles that impress. And most importantly, never be afraid to evolve.
If you do that — if you keep layering skills, stretching into discomfort, and aligning your work with a deeper sense of purpose — you won’t just have a career. You’ll have a calling.
If you’d like to go deeper into my journey — from Malawi, through the United Nations to Microsoft, you can find it in my books: