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My friend today insisted that I check out IHOP… ‘an American classic’, he says. We went to the branch in East Lansing, and had a very delicious brunch. As we spoke and laughed over our meal, I felt something so simple yet so profound—happiness.
“Do you miss New York?” A question that often sends me on a spiral of thoughts and emotions; because I have yet to process New York. New York wasn’t just a city to me; it was a pivot. A place I never thought I would call home, yet it became the setting for some of my most profound transformations.
During my mentorship yesterday at 2Day Venture, I was reminded of where I was a decade ago when I first started building my companies. I saw students presenting ideas that had tremendous potential, but some were hesitant to take advice.
Recently, I found myself explaining the importance of financial planning to the current cohort of the Nyenyezi Fellowship, who were excited about newfound funds in the the Kwathu Kollective. Their excitement was infectious, but it also reminded me of a critical lesson for any entrepreneur: managing cash flow and understanding financial statements isn’t just important—it’s essential for survival and growth.
As I sat at my desk, flipping through Wagner and Hollenbeck’s Organizational Behavior, I saw more than just theories and models on motivation, teamwork, and leadership. I saw reflections of the lessons I’ve lived, especially during my time at Michigan State University, and the work I’m doing now with Kwathu Kollective, Bien Corp, Q2 Corp, and Africa’s future at large. One lesson stands out: organizations, like movements, thrive when their culture is rooted in shared purpose, collective pride, and ownership.
CeraVe was initially a casual purchase. I didn’t plan to commit to the entire product line, but hey—it was turquoise, and my love for color coordination may have subconsciously played a role. What started with a single cleanser quickly turned into a full-on relationship. Now, CeraVe is my holy grail, and I couldn’t be more thankful.
Last year when I began my MBA (years from when I was first fascinated with money), finance hit me with a reality check. My first-semester finance course was difficult, stretching me beyond my comfort zone. I found myself wrestling with concepts like discounted cash flows, net present value, and the intricacies of investment decisions. I found myself (better) understanding money.
My MBA team and I had the opportunity to take part in the Marshmallow challenge, and our team won by a mile, with a 28-inch structure that was completed with almost 8 minutes still on the clock (we had 20 minutes to do this), and stood strong until the end. But beyond the win, what fascinated me most was the decision-making process that determined success or failure.
For years, the #BuyMalawi initiative has been positioned as a patriotic act—something we do to “support Malawian businesses.” But the problem is, we never really explained why supporting Malawian businesses is essential—not just for those businesses, but for our economy, our jobs, and our financial future.
It is not very long ago that I was hired by the United Nations, to work with a significant number of colleagues on the UNDP’s National Evaluation Capacities (NEC) Conference. I was hired as an Evaluation Analyst, and I worked for two years as a knowledge and events liaison; coordinating events in Turin (Italy) and Manhattan (New York). A huge chunk of my work then was doing what AI is doing for me now. I was, to my supervisor, what AI is to me now. This brings me to a realisation: the future of work is here.