But Sifuna reassured his supporters: “Wanasema ati sina chama, hii siasa tulifunzwa na Raila Odinga.”

Finally, the moment came and on 4th October 2026, it was a Sifuna moment when he announced that he would vie on The Equitable Party (TEP) ticket.

The party was founded by Dr Gilbert Shanga, an experienced statistician and entrepreneur.

Early life

Dr. Shanga comes from Vihiga County. He attended Muhudu Primary School in Vihiga county and sat for his primary school examinations in 1985 and was to join Senende High School but his parents couldn’t raise the school fees.

Unfortunately he had to pause his education for one year before he enrolled at the then newly-opened Muhudu secondary school .

After surmounting all the challenges, Gilbert Shanga is  currently a senior biostatistics executive with more than 20 years of experience in research and development, clinical trials and data analysis across multiple therapeutic areas.

According to his official website, he currently serves as Director of Biostatistics at Haleon in Warren, New Jersey, a position he has held since 2021. In this role, he provides strategic and technical leadership in biostatistics, coordinates clinical study and data-management activities, oversees external vendors, mentors statisticians and contributes to regulatory and business decisions. His work spans clinical studies from development through publication, as well as real-world data and evidence.

Previously, Shanga spent nearly 16 years at GlaxoSmithKline Consumer Healthcare, where he rose to Manager of Biostatistics. His responsibilities included statistical leadership for clinical trials, regulatory interactions, data integrity initiatives, real-world evidence studies and FDA advisory committee preparations. He also developed statistical models, authored analysis plans and led process-improvement initiatives.

Earlier in his career, he worked as a Senior Statistician at Unilever, focusing on study design, sampling, statistical analysis and innovative data-analytical methodologies.

Shanga holds a PhD in Statistics from Kansas State University, an MBA from Montclair State University, a Master’s degree in Mathematics and Statistics from Western Illinois University, and a Bachelor’s degree in Mathematics and Statistics from the University of Nairobi.

His professional expertise includes SAS, R, Power BI, Spotfire and other statistical software. He is also a member of the American Statistical Association and has co-authored numerous scientific publications covering clinical research, respiratory health, pain management, nicotine products, dermatology and real-world healthcare data.Source: the résumé provided by the user.

A new generation of Kenyan entrepreneurs is attempting a different model: building diversified businesses around sectors considered fundamental to Africa’s long-term economic development.

Among the entrepreneurs pursuing this approach is Simon Mabera, Chairman of Lystra, a Kenyan-founded investment and operating group developing businesses across agriculture, manufacturing, mobility, logistics, mining, energy and healthcare.

Rather than positioning Lystra simply as an investment holding company, Mabera’s longer-term ambition is to build operating businesses capable of producing goods, creating employment, developing local supply chains and attracting international technology and capital into Africa.

Building Lystra

Lystra’s strategy is based on diversification, but with a common theme connecting its businesses: participation in productive sectors of the economy.

The group is building and developing businesses including Lystra Agriculture Division, Lystra Industries, Lystra Mobility, Lystra Freight, Lystra Mines and Lystra Energy, alongside interests in healthcare, real estate and other strategic sectors.

For Mabera, diversification is not simply about owning numerous businesses. The objective is to develop an ecosystem in which different companies can complement one another.

An agricultural business, for example, requires logistics, distribution, financing and processing. Manufacturing requires reliable transportation, energy, warehousing and access to markets.

Building capabilities across several of these areas can therefore create synergies across the wider group.

Inspired by His Business Role Model Chris Kirubi

Mabera’s interest in building a diversified business group is partly influenced by one of Kenya’s best-known entrepreneurs, the late Chris Kirubi, whom he regards as one of his business role models.

Kirubi became widely known for developing interests across several industries rather than confining himself to a single line of business. For Mabera, the important lesson from Kirubi’s career is not simply the number of businesses he was associated with, but the mindset of thinking beyond one enterprise and building investments across different parts of the economy.

Mabera is pursuing his own version of that philosophy through Lystra, while recognising that the group remains at a much earlier stage of its development.

The comparison is therefore not about claiming Kirubi’s scale or legacy. Rather, it reflects an entrepreneurial philosophy Mabera hopes to apply in his own way: building businesses patiently, diversifying intelligently and creating an institution capable of surviving beyond its founder.

Just as his role model built interests across different sectors of Kenya’s economy, Mabera wants Lystra to develop strong operating companies across sectors that can complement one another over time.

His ambition is for Lystra to eventually become a recognisable African business institution with operations that extend beyond Kenya.

Agriculture Takes Centre Stage

Agriculture has emerged as one of Lystra’s important areas of focus. Through Lystra Agriculture Division, the company is building a business around agricultural inputs, farmer distribution networks, commercial farming and, over time, greater local agricultural production and value addition.

One of the areas receiving particular attention is biological agriculture. As Kenyan farmers confront increasingly expensive farm inputs, declining soil productivity, unpredictable weather and pressure to improve yields, Lystra sees an opportunity for agricultural technologies that improve crop productivity while supporting long-term soil health.

Lystra Agriculture Division has been developing its agricultural market through engagement with farmers, agro-dealers, commercial growers, agricultural institutions and international technology partners.

Among its strategic relationships is its partnership with T. Stanes, the Indian agricultural inputs and biotechnology company.

The partnership is intended to support the introduction and distribution of selected biological agricultural products in Kenya while building farmer awareness, field demonstrations and technical support around their use.

Lystra’s approach involves more than simply importing products.

The longer-term strategy is to build distribution, technical support and demonstration networks that allow farmers to understand how new agricultural technologies perform under Kenyan conditions.

Mabera believes successful agricultural businesses will increasingly need to combine science, farmer education and strong last-mile distribution.

From Agriculture Distribution to Local Production

The agricultural strategy also reflects a larger ambition within Lystra: reducing dependence on imported finished products by progressively developing local production capabilities.

The group sees significant opportunity in agricultural manufacturing, value addition and eventually the development of local production infrastructure where market conditions, financing and regulatory approvals support investment.

This would allow Lystra to move beyond distribution into a deeper position within the agricultural value chain.

Lystra Industries and the Move Into Manufacturing

Manufacturing is another central pillar of the group’s strategy. Through Lystra Industries, the group is developing businesses in consumer manufacturing and fast-moving consumer goods.

One of its most visible consumer brands is Mama Lystra Bread. The brand represents Lystra’s entry into everyday consumer food manufacturing and reflects the company’s broader belief that locally manufactured essential products can create recurring demand, employment and stronger domestic supply chains.

Food manufacturing is particularly attractive because of the scale and consistency of consumer demand.

Kenya’s growing population, expanding urban centres and large retail and wholesale networks create a substantial market for essential food products.

However, manufacturing is significantly more complicated than importing and distributing finished products.

Factories require working capital, quality control, reliable raw-material supply, equipment maintenance, distribution infrastructure and disciplined financial management.

For Lystra, establishing manufacturing capacity therefore represents both a major opportunity and an operational challenge.

The group’s objective is to build Mama Lystra and other future consumer products into commercially sustainable brands rather than treating manufacturing as a short-term project.

Building Consumer Brands

Mama Lystra Bread also provides Lystra with something many diversified investment groups do not immediately possess: a direct relationship with everyday consumers. That has strategic value.

Consumer-facing brands generate market visibility, distribution knowledge and real-time information about purchasing behaviour.

As Lystra Industries expands, the group intends to evaluate additional product categories where local manufacturing can compete effectively with imported goods and established domestic producers.

The emphasis must remain on sectors with genuine demand and sustainable unit economics rather than expansion for its own sake.

Lystra Mobility

Mobility is another area receiving attention through Lystra Mobility. The African automotive market is undergoing significant change as electric vehicles, fleet leasing, ride-hailing, commercial transport and new Asian vehicle manufacturers reshape traditional distribution models.

Lystra Mobility is evaluating opportunities across vehicle distribution, fleet solutions and emerging mobility technologies. The group sees potential in building relationships with international automotive manufacturers seeking credible local market partners.

For Lystra, however, the opportunity extends beyond simply selling vehicles. The longer-term value may come from combining distribution, fleet financing, leasing, after-sales support and transport services.

Lystra Freight and the Logistics Opportunity

Through Lystra Freight, the group is also building exposure to logistics and commercial transport.

Efficient transport remains fundamental to nearly every sector in which the group operates.

• Agricultural products must move from farms to processors and markets.
• Manufactured products require dependable distribution.
• Mining requires heavy transport.
• Infrastructure projects need material movement.
• Consumer businesses depend on reliable last-mile delivery.

Lystra therefore views logistics as both an independent commercial opportunity and potentially an important supporting capability for other group businesses.

The company is exploring freight, trucking and broader logistics opportunities as demand develops.

Mining and Africa’s Value-Addition Question

Mining represents another component of Lystra’s longer-term strategy through Lystra Mines. Africa possesses enormous mineral resources, but much of the continent continues to export minerals with relatively limited domestic processing.

Mabera believes this creates an opportunity for African companies to participate more extensively across the mining value chain.

Lystra’s interest extends beyond mineral trading toward exploration, concessions, processing and eventual value addition where commercially viable.

Mining projects require substantial capital, geological expertise, regulatory approvals, environmental compliance, reliable buyers and sophisticated risk management.

Rather than attempting to develop every capability internally, Lystra’s strategy is to work with specialist operators, financiers, technical partners and commodity buyers.

The group distinguishes carefully between operating mining activities, commercial transactions and longer-term projects that remain under evaluation or development.

Lystra Energy and the Infrastructure Ambition

Energy is closely connected to the group’s industrial ambitions.Through Lystra Energy and associated energy-development interests, the group is evaluating opportunities in renewable energy and independent power projects.

Reliable electricity is fundamental to manufacturing, mining, logistics infrastructure, healthcare and virtually every other productive sector.

For Lystra, one of the biggest challenges facing African infrastructure projects is not necessarily a shortage of ideas, it is bankability.

Projects must have credible feasibility studies, appropriate land rights, permits, grid arrangements, credible offtakers and financing structures that investors and lenders can understand.

Lystra’s energy ambitions will therefore depend heavily on strategic partnerships, technical expertise, regulatory approvals and patient capital.

Healthcare and Other Strategic Sectors

Healthcare also features in the group’s longer-term investment plans. Lystra has been examining opportunities around healthcare infrastructure and medical tourism, reflecting rising demand for high-quality medical services across East Africa.

The wider Lystra portfolio also includes interests in real estate and other strategic sectors where the group believes it can establish viable operating businesses or investment partnerships.

However, not every opportunity automatically becomes a group investment.

Future expansion must increasingly be driven by clear investment criteria, capital availability and the ability to recruit experienced operating teams.

Partnerships Rather Than Going It Alone

A recurring feature of Lystra’s strategy is international partnership. Instead of attempting to develop every technology internally, the group is pursuing relationships with manufacturers, technical partners, investors and operators in global markets.

Mabera sees technology transfer as particularly important. International companies may possess decades of manufacturing or technical experience, while local partners understand Kenyan distribution, regulation, customers and market conditions.

Combining the two can reduce the time required to introduce technologies into African markets.

The same philosophy extends to financing. Lystra intends to combine shareholder capital, commercial financing, leasing, strategic investment and project-specific financing depending on the requirements of individual businesses.

Building a Group, Not a Collection of Companies

One of Lystra’s biggest challenges will be turning a growing portfolio of businesses into a coherent institution.Diversification can create opportunity, but it can also create risk. Running businesses across several sectors requires strong governance, professional management and capital discipline.

For that reason, Lystra’s next phase increasingly involves institutionalising the organisation.That means developing stronger boards, strengthening financial controls, recruiting experienced managers and establishing clearer investment criteria for deciding which opportunities the group should pursue.

Projects also need to move through defined development stages rather than being treated as completed investments before financing, approvals and contracts are secured. That distinction is especially important in capital-intensive areas such as mining, healthcare and energy.

The Lystra Model

Viewed together, the group’s operating model becomes clearer. Lystra Agriculture Division provides exposure to agriculture and farm productivity.

• Lystra Industries and Mama Lystra Bread provide exposure to manufacturing and consumer markets.
• Lystra Mobility provides exposure to transportation and automotive markets.
• Lystra Freight addresses logistics and movement of goods.
• Lystra Mines targets mineral opportunities and potential value addition.
• Lystra Energy focuses on infrastructure required to power industrial growth.

Other group interests, including healthcare and real estate, are intended to broaden the platform further as capital and execution capacity grow.

Building an African Business Institution

Mabera’s ambition goes beyond building individual companies. The longer-term objective is to develop Lystra into an African institution capable of deploying capital into businesses that serve fundamental economic needs.

• Agriculture feeds people.
• Manufacturing creates products and jobs.
• Logistics connects producers with markets.
• Mobility moves people and goods.
• Energy powers industry.
• Mining provides raw materials for modern economies.
• Healthcare addresses one of Africa’s largest social and commercial needs.

Bringing these businesses under a common investment platform is an ambitious undertaking, particularly in an environment where access to long-term capital remains difficult. But Mabera believes African entrepreneurs increasingly need to think beyond small standalone enterprises if the continent is to develop globally competitive companies.

His argument is that Africa cannot build prosperous economies through consumption and importation alone. More African companies must manufacture, process, transport, export, innovate and invest.

For Lystra, the coming years will determine whether that philosophy can be translated from ambition into scale.

And just as Mabera has drawn inspiration from entrepreneurs such as his role model Chris Kirubi, his own long-term test will be whether Lystra can develop from an ambitious collection of businesses into a durable African institution.

For Mabera, the objective remains clear: “Our objective is not simply to own many companies. We want to build businesses that solve real economic problems, create value locally and ultimately compete beyond Kenya.”

I am going for the Nairobi West MCA seat because it is time for change, but anyone with little experience in public policy and management of people cannot bring this change.

I am equal to the task having worked as a secretary in the National Assembly and managed over 100 projects in interior design, general supplies and construction.

My diverse business portfolio has taught me important leadership attributes:- advocacy, effective communication, management of people, and most importantly, accountability to ensure value for money.

One of my key strengths is treating everyone equally and promoting gender equality and inclusivity in the community, with the aim of creating opportunities and improving the well-being of every mwananchi.

I am skilled in leadership, customer care, business management, communication, teamwork, people management, entrepreneurship and project Management.

I am seeking this seat because I am a problem-solver. My manifesto will therefore focus on practical issues that directly affect the people of Nairobi West:-

1. Early Childhood Education: I will advocate for better learning facilities, adequate support for ECDE teachers, access to learning materials, and a safe environment for our young children.

2. Legislation: I will use my role in the Assembly to push for legislation and policies that respond to the needs of Nairobi West residents. I will also ensure that residents’ views are represented when laws and policies are being discussed.

3. Health: I will advocate for accessible and affordable healthcare, improved health facilities, adequate medicines and equipment, and stronger support for preventive and community healthcare.

4. Security and Street Lighting: I will push for improved street lighting in our estates, roads and business areas to enhance security and support businesses, especially at night.

5. Supporting Businesses: I will advocate for fair and practical working hours and business licensing processes that make it easier for small businesses and traders to operate and grow.

Vote Mary Mwakesi – Ni Wakati Wetu!

-At its peak, Elgon pine was processing up to 90 tonnes of canola, sunflower and soya annually and was seen as a promising venture. In fact, the proprietor was optimistic of upscaling to 300 tonnes.

-While their monthly power bills averaged Ksh 30 000, they were surprised when Kenya Power slapped them with a Ksh 400 000 bill, a matter that led to the ultimate fall of the project.

Here is the story as told by WoK:-

Humble beginnings 

Njuguna worked as a technical manager engineer at the Agricultural Development Corporation (ADC) before his retirement in 2019. For years, he had mastered the process of cold pressing and manufacturing of animal feeds from various produce, albeit on a small scale.

Njuguna decided to upscale his production upon retirement and invested Ksh 16 million into the business which he used to purchase pressing and refining machines.

“I’m now processing 90 tonnes of canola, sunflower, and soya in a year and my goal is to hit 300 tonnes, which is the capacity of our machines,” he said in a past interview.

Njuguna had contracted 100 farmers who supplied him with raw materials although he also grew sunflower and canola on his 10-acre farm.

“The farmers aggregate their produce at specific centers then they call us when ready to go and inspect and collect,” he added.

Other than oil products, Njuguna also made poultry feeds and soap.

“We sell by-products of the crops to those who make livestock feeds and also make some for sale at between Ksh 40 and Ksh 45 per kilo,” he said.

Kenya Power erroneous Ksh 400000 bill

In August 2021, Njuguna was surprised when he was slapped with a Ksh 400000 power bill from Kenya Power. This was a shocker for him given the fact that his bills mostly averaged Ksh 30000 monthly.

This prompted him to file a complaint to the company, remaining optimistic that the dispute would be resolved amicably. However, Kenya Power stated that they had underbilled him for several months and that he had to pay the amount. Njuguna insisted that the bill was abnormal.

In what then led to grounding of operations, Kenya Power then disconnected electricity to both his plant and residence. He complained to EPRA stating that the power to his residence was separate from the plant and pleaded for reconnection. EPRA ruled in his favour but implementation of the reconnection was never implemented.

For a plant that depended on electricity to run its operations, the income channels had been painfully cut off, while his relationship with various farmers and suppliers became frosty.

Energy and Petroleum Tribunal

In 2024, the dispute escalated to the Energy and Petroleum Tribunal which ruled that Kenya Power had failed to satisfactorily justify the disputed bill. It ruled that any monies that had been paid to offset the Ksh 400000 bill be refunded.

However, despite noting that Njuguna had stayed without power for an extended period of time, the tribunal didn’t award damages. It ruled that the losses had not been ‘proven to the legal standards’ required.

-Dr Austin Omondi has been vocal on mental health advocacy and was pivotal in mobilising young medics to provide free medical services to injured protesters during the 2024 finance bill riots.

Dr Austin Omondi popularly known as Japrado is a young doctor who is building a strong legacy. He is the founder for Medics for Kenya and was feted among the top 100 Kenyans in 2024. He was also honoured as the Star person of the year 2024.

Here is his brief biography as told by WoK:

Education

Omondi sat for his KCPE at High Gate Academy, Mombasa in 2008 and scored an impressive 422 marks. This remarkable achievement earned him a slot at Alliance High School.

According to him, being at Alliance was an inspiration especially figuring out the successful people who had already gone through this iconic institution. He scored an A in KCSE and pursued an undergraduate degree in Medicine and Surgery.

Humanitarian role and abduction 

After 6 years in medical school, Omondi proceeded for a one year internship. During this period, he made headlines when he mobilised young medics to provide free medical services to injured demonstrators during the deadly 2024 Gen Z riots. As the founder for Medics for Kenya, Omondi has seen the group conduct medical camps and blood donation drives among other volunteering services.

During the riots, he brought together at least 100 medics who made a makeshift clinic at Jamia Mosque where they did triaging, first aid and referrals to protesters who had been injured.

However, Omondi’s role is alleged to have been the reason behind his abduction in June 2024. He was abducted by unknown persons at Sikh Union. At the time, Omondi was conducting a blood donation drive.

“I was this afternoon abducted by the Police incommunicado while conducting a blood donation drive at the Sikh Union,” he posted on X.

The matter led to uproar on social media with officials from KMPDU, LSK and KMA pushing for his release. The doctors’ union even threatened a strike. He was eventually released.

• After Grace Wakhungu was convicted by the anti-corruption court over a Ksh 300 million maize scandal, her family members quickly outdid themselves and raised over Ksh 800 million.
• Then 79 years old, Wakhungu had been sentenced to 69 years in prison or pay a Ksh 707.7 million fine.

Were it not for the family’s deep pockets, Grace Wakhungu could have found herself behind bars at Lang’ata Women’s Prison. But the family quickly coordinated a fundraiser, both locally and abroad and raised over Ksh 800 million.

“In fact, we outdid ourselves by raising close to Ksh 800 million, being contributions from family members through the sale of assets locally and abroad, personal savings and silent fund drives by friends,” a family source was quoted.

Grace Wakhungu, was initially found guilty of a Ksh 300 million maize importation fraud that saw the National Cereals and Produce Board (NCPB) lose millions. Through Erad Supplies and General Contractors, Wakhungu and co-accused John Waluke were accused of inflating payments and use of forgeries to defraud NCPB.

Mood Awori makes Ksh 135 million contribution.

This is how the Aworis raised the money:

Former Vice President Moody Awori and family made a cool Ksh 135 million contribution while Mary Okello, the director of Makini School wired Ksh 28 million.

The family of Grace Wakhungu raised Ksh 197 million, while Dennis Awori, a former ambassador of Kenya to Japan channeled Ksh 15 million.

A nephew to Grace Wakhungu made a Ksh 100 million donation.

Aggrey Awori, a politician and former MP in Uganda wired Ksh 41 million.

The families of deceased brothers Hannington Awori and Prof Nelson Awori channeled Ksh 93 million.

Additionally, a funds drive by Wakhungu’s family members locally and abroad generated a cool Ksh 236 million.

Christine Hayanga, Henry Awori, Willis Awori and Ernest Awori contributed a total of Ksh 54 million.

-Oyatsi has been a lawyer for over 40 years and is the Deputy Group Chair of NCBA where he has 21.7 million shares valued at around Ksh 1.8 billion.

Desterio Oyatsi is a man who has built his empire through the sharp knitting of legal and business acumen.

Legal Career 

Oyatsi studied law at Oxford University then proceeded to Kenya School of Law for his postgraduate diploma. For over four decades, he has served as an advocate of the high court, and is a managing partner at Shapley Barret & Co. Advocates. It is among the oldest law firms in Kenya.

Oyatsi represented former President Uhuru Kenyatta at the Hague. When serving as the Deputy Prime Minister, Uhuru also tasked Oyatsi with suing the Star Newspaper for alleged defamation.

Mining, Banking & Hospitality interests

Oyatsi has accumulated his wealth through lucrative corporate interests.

Between 1998 and 2002, he served as the director for the Capital Markets Authority where he was tasked with laying the regulatory framework. At the same time, he worked as the director for Telkom Kenya and a commissioner for Kenya Law Reform Commission.

He also served in the Kenol Kobil board and worked as the chairman of the Commercial Bank of Africa between 2012 and 2020.

Currently, Oyatsi chairs the Base Titanium Limited, the country’s largest mining project. He was pivotal in initial negotiations and resettlement that paved way for the project. This underscored his skills in community interests’ advocacy in such sensitive projects where deadly disputes have previously prevented implementation of such ventures.

Oyatsi plays a leading role at Musiara Limited, part of Wilderness Holdings, which manages high-end safari properties.

As a man who wears many hats, he serves as the Deputy Group Chair of NCBA where he has 21.7 million shares valued at around Ksh 1.8 billion.

-Dick Wathika is reported to be the architect behind Sportpesa. Being well connected enabled him to plan on how two Bulgarian would incept and run Sportpesa.

-However, when Sportpesa began churning out billions, some of the board members began sidelining him. He reportedly developed health complications, and any mention of ‘Sportpesa’ became a trigger for high blood pressure during his hospitalisation.

***

Becoming a councillor at 19 years old

Wathika was born in 1973 and in 1992, he was elected a councillor. This achievement was a signal for a luminous future for him. In 2004, he was elected as Nairobi City mayor, becoming Kenya’s youngest mayor at the time. He went on to retain the seat in the subsequent election.

In 2007, he vied for the Makadara parliamentary seat and won it. However, this was annuled only three years later after Lady Justice Kalpana Rawal ruled that the elections were marred with irregularities. In the by-elections, Wathika lost to Mike Sonko. In 2013, Wathika unsuccessfully vied for the Mukurwe-ini parliamentary seat.

SportPesa Establishment in Kenya

Unknown to many, Wathika played an extremely critical role in setting up the giant betting firm in Kenya.

He met Guerassim Nikolov and Gene Grand, two distantly related Bulgarians who were in the betting and gambling business who asked him to help them set up a gambling business in Kenya. Wathika was open to the idea and at this stage began seeking Kenyan investors to put their money in the business.

He approached his friend, billionaire Paul Wanderi Ndung’u who invested a whooping Ksh 100 million into SportPesa. The investment would propel marketing and seeping into all the regions in the country.

Dick Wathika was at the forefront of setting up casinos and lotteries around Nairobi for the two Bulgarians.

This initial groundwork was indeed hefty as on more than one occasion, he had to take personal initiative to repay debts and cover financial loopholes that were threatening the business they were working so hard to set up.

However, when the institution launched in 2014 began raking in hundreds of millions, the Bulgarians slowly began sidelining him.

At this stage, Ronald Karauri, an engineer turned pilot, made a Ksh 30,000,000 investment into the business making him one of the shareholders and later on would be elected the company’s Chief Executive Officer taking over Wathika’s seat.

Sportpesa Troubles 

Wathika began experiencing a challenging relationship with the other directors in 2015. The giant firm had been making mind blowing revenue figures with a gambling boom that masked the nation.

Coupled with tax evasion, subtle threats, and money laundering allegations, the betting giant was soon on the taxman’s radar and upon further investigation would be flagged down. The stress levels especially on the leadership was heavy and took a toll on the late Dick Wathika.

Mention of ‘Sportpesa’ became a trigger

He was hospitalised in October 2015, where it was noted that the mention of ‘Sportpesa’ would trigger worse readings on the monitor. He was reportedly suffering from high blood pressure at the time.

On December 14th 2015, Wathika went to Finix Casino where a meeting with other board members including the Bulgarians was supposed to iron out the ‘Sportpesa’ creases.’

After hours of deliberations, Wathika is said to have collapsed, sadly passing on while on the way to hospital. The post-mortem results showed an artery had ruptured claiming his life.

Succession

Wathika’s 21% stake at the giant betting company (alongside the tussles) was passed to his widow, Asenath Wachera.

• Busia County serves as the main border point of Kenya and Uganda through Busia and Malaba. The Awori family is arguably the wealthiest and the most successful family in Busia.
• Footballers Victor Wanyama and MacDonald Mariga who earned fortunes through illustrious careers in Europe are also among the wealthiest individuals.

Busia county is one of the regions from the former Western province and mainly earns her daily bread through agriculture, hospitality, logistics and manufacturing. Even though seen as a ‘silent’ county, it is home to some of the wealthiest individuals in Kenya.

In this article, we reveal the richest people from this county.

The Aworis

The Aworis are arguably the richest people, and in this regard the most successful from Busia County. The family’s patriarch, the late Jeremiah Musungu Awori was the pioneer African canon of the Anglican Church. He had 17 children; and all were successful in life.

Moody Awori was an accomplished politician who made a name for himself since the precolonial period upto 2008. He served as minister for home affairs and doubled as vice president of Kenya. His sister Mary Okello is the founder of Makini school while Dennis Awori served as Kenyan ambassador to Japan. Aggrey Awori once served as an MP in Uganda. Hannington Awori served as a civil engineer while Nelson Awori was a medic who conducted Kenya’s first kidney transplant.

While the actual wealth of the family remains unknown, their deep pockets were evidenced when they contributed Ksh 800 million to rescue their sister Grace Wakhungu from an imminent jail term when she was accused of a multimillion maize scandal.

Victor Wanyama

Retired footballer Victor Wanyama has accumulated millions of shillings due to his decorated football career. He played for Celtic, Southampton, Tottenham and CF Montreal where his weekly wages were handsome. He is estimated to have a net worth of Ksh 1.8 billion. He owns mansions in Kileleshwa, Nairobi and London.

Ahmed Ali Taib

He is a billionaire industrialist who owns the Busia Sugar Industry Limited whose daily output is an estimated 3000 tonnes per day.

Macdonald Mariga

The FKF vice president is a retired footballer who played for big clubs in Europe including Inter Milan, Parma and Real Sociedad. He eventually hung his boots in 2019. According to Tuko, Mariga’s net worth is an estimated Ksh 907 million. He has invested in real estate and drives high-end vehicles including a Range Rover Vellar.

Charles Wesonga

Charles Wesonga is the owner of Hotel Itoya. The facility boasts of 60 rooms with ensuite bathrooms and spacious work desks. Through this hotel, the proprietor has secured lucrative tenders including the flagging of Kipkeino Classic. In 2021, he made headlines when the taxman slapped him with a tax bill of Ksh 22 million.

Amos Wako

Amos Wako comes from Matayos Constituency and served as the country’s attorney general for over two decades. He then was elected Busia County senator. Due to his long term civil service alongside an illustrious legal career which saw him serve in international bodies such as the UN, Amos Wako is reported to be worth about half a billion Kenyan shillings.

Kevin Okwara

Okwara is a politician and owner of the iconic Noble Hotel and Alphax College in Eldoret. He began his career as a computer instructor before venturing into the hospitality industry.

Ababu Namwamba

During his vetting for the position of Permanent Representative to the UNEP, former Sports Cabinet Secretary revealed that his networth was a cool Ksh 500 million shillings. He disclosed that his investments included residential areas, business interests, shareholding and pension. Namwamba owns Che’s Bay Resort in Port Victoria.

Sospeter Ojamaa Ojaamong

Ojamaa Ojaamong served as the first governor of Busia County. While his net worth is not disclosed, he could be worth over Ksh 500 million.

Governor Paul Otuoma

Dr. Paul Otuoma serves as the governor of this county and has had a successful political career. He is a former Funyula MP and had a tenure as Local Government Minister. However, his net worth is not publicly available though he certainly is a multimillionaire.

• Amina once made millions by exporting 500 train wagons full of cement to Uganda.
• She is the daughter of Sarah Hersi Ali, a woman who is arguably the richest individual in Bungoma.

From humble beginnings and armed only with a business acumen she picked from her mother, Amina Moghe Hersi became a billionaire with investments in real estate, hardware and manufacturing.

She owns among other assets Oasis Mall in Kampala, Laburnum Courts luxury apartments and has a 60% stake in Atiak Sugar factory.

Here is her story as told by WoK:-

Conservative Somali family

Amina Moghe is of Somali descent and her family settled in Western Kenya around 1956. She was born in 1962.

Their family first lived in Namwela in Sirisia Constituency and her mother sold paraffin and mandazi just to make ends meet. On the other hand, her father invested in a restaurant and a butcher. Sadly, the dad passed away when she was only 9 years old.

Education

Amina began her studies at Chwele Mixed, before joining Lugulu Girls High School.

However, her mother wasn’t keen on her performing well or pursuing higher education. Instead, she only wanted her to learn English and thereafter assist in managing various business roles.

“My mother’s vision for me and my elder sister was never to go far in school but rather to take over the family business as soon as we came of age,” she says.

Nail business

As soon as she was done with secondary education, her mother tasked her with setting up a nail business in Bungoma town. When she started out, she felt discouraged by the little sales she made. At one particular day, she only sold a few kilos of nails, much to the satisfaction of her mom who tapped her shoulder and encouraged: “For someone who is just starting out, that is a job well done.”

She later on realized that most sellers in town did not break bulk and only sold nails packed in 50kg sacks. She noted that this was not affordable for many buyers and began the sale on smaller quantities.

“I wasn’t getting customers to buy other things but let me tell you – almost the whole of western province was told there is a shop now which can give you half kilo of nails, a quarter – what you need,” she said in a past interview.

She adds: “I used to have long queues of people coming from different areas to buy.”

Good will

With the spike in number of customers, some would ask for various commodities which they didn’t stock. However,  relying on good will, she would convince them to leave some money with her, and they would come later and pick the goods. With this, their family business took an unprecedented upward trajectory.

Venturing in Uganda

Through the hardware business, Amina Moghe’s family made enough to venture into Uganda. The big reward came in 1989 when they had become a Bamburi Cement agent, hence did not require capital.

“Cement was very lucrative and as an agent, I did not require capital,” she says.

While she continued doing the cross-border trade, it was until 1998 when she sadly lost her two children in an accident that she decided to settle in Uganda. This was in order to escape the turmoil of people reminding her, a matter that disturbed her.

According to her, she began her investment in Uganda on a high note when she ordered 500 train wagons of cement and pitched tent on the Kampala – Jinja Highway.

“When I came to settle, I brought with me 500 train wagons full of cement from Bamburi Cement factory in Kenya,” she says.

Oasis Mall 

Though she didn’t have enough money, Amina later decided to invest in real estate. She wrote to various government institutions including Kampala City Council and Statehouse of her ambitious plan. This enabled her to get land allocation for Oasis Mall and Laburnum Courts luxury apartments.

She then visited several banks with the proposals but none agreed to finance her, while others wanted her to do one project first, then the other later. However, Barclays Bank agreed to pump in money after her mother gave part of her buildings in Kenya as collateral.

Atiak Sugar factory

Atiak Sugar factory is an ambitious albeit controversial project which Amina owns 60% while 40% is owned by the Ugandan Government through Ugandan Development Corporation.

The project is said to have consumed up to $ 204 million for the 6 years since inception yet it has not come to life. Various challenges have emerged including persistent fires which has destroyed thousands of acres of cane. The feasibility of the project has also been questioned, with reports that the industry doesn’t have enough cane.

The government of Uganda has however pumped in more money into irrigation. However, critics, including various MPs have argued that the government has pumped in more money than Amina despite of her being the major shareholder.

According to reports, the government had already invested $ 147. 2 million while Amina Moghe has invested around $ 43.6 million.