refreshed-2026
Keep Walking: What a Half Marathon Taught Me About the Founder’s Posture
A 21-kilometer walk taken on four hours of sleep is not a metaphor for founding a company. It is a literal description of it. Six lessons from one badly-planned morning that have shaped how I run every venture since.
Be the Disruption Before It Reaches You: The Founder’s Posture in a Stagnant Market
African markets often look stagnant from the inside. They are not stagnant; they are waiting for someone to act. The founder who waits to be disrupted will be. The founder who becomes the disruption owns the next decade of their category.
Listening as Discipline: How African Founders Read the Signal Their Market Won’t Speak
In African markets, the customer does not always tell you the truth, and the founder who waits for explicit feedback will wait forever. Listening as a Stay-Up phase discipline means reading the signal underneath the words. Here is what that looks like in practice.
The Vision That Does Work: Why Most Founders’ Vision Statements Are Decoration
Most founders write vision statements that get printed on a wall and never reference them again. A vision that does work tells you what to refuse, survives bad quarters, and recruits people who will not work for anything else. Here is the difference.
Why Playing It Safe Is the Riskiest Strategy a Founder Can Run
Founders who play it safe are not protecting the venture; they are slowly killing it through a thousand defensible decisions. The safe path is the one that compounds against you. Here is why, and what to do instead.
Mastering the Pivot: How African Founders Stay Ahead in Unstable Economies
Pivoting in an unstable African economy is not a sign of failure but a discipline of survival. Internal pivots strengthen the venture's spine; external pivots align it with the market. Most founders run only one and wonder why the other does not move.
The Conversation No Founder Wants to Have With Their Cap Table
When dilution becomes a moral question, not just a math problem. Most founders treat the cap table as a financial document. It is also a record of who they trusted at what moment, and the moments do not always age well.
Why Most Quarterly Goals Are Theatre
The honest test: can your team predict next quarter's goals before you announce them? If yes, the goals are not goals. They are the predictable continuation of last quarter's work, dressed up in the costume of strategic planning.
Survivorship Bias Has a Brand Problem
Why the founder stories you read are statistically the wrong ones to learn from. Survivorship bias is well-known. The brand layer that compounds it is not, and it is the reason imported founder lessons consistently fail to transfer to the contexts where they are most enthusiastically applied.
Beyond Independence: The Founder’s Stake in Zimbabwe’s Unfinished Project
Independence gave Zimbabweans a country. Building it is unfinished work, and founders carry a particular share of that responsibility. A piece for the operators who refuse to write the country off.