/ˈhʌ.ni/said like honey
ten years of field notes, one map
Chief Innovation OfficerProduct StrategistVenture Builder
I build Africa's next operating systems, anchored in digital health and femtech. The map below is drawn from the work itself.
Digital health. Design. Fintech. Policy. Research. Every dot is a real role. Specialists go deep, and we need them. Someone also has to hold the map.
What funds an idea, what regulates it, what makes people trust it enough to use it.
What health taught about trust reappeared in fintech. What policy taught about timing reappeared everywhere.
Different rooms, same craft: take a messy, high-stakes problem and give it an operating system.
General Manager, 2020 to 2023. The brief said scale. The actual work was an operating system: product, ops, and people designed so a 40-person team could ship coherently across five markets.
Patient-owned records with consent-based sharing; a facility suite spanning HMIS, EHR, pharmacy and diagnostics; USSD built in from day one for low-bandwidth contexts, not adapted as an afterthought.
Two raises closed totalling $2M+, with ministries and hospital networks as partners. The team grew from 5 to 40 without losing the plot.
"Innovation without operations is hallucination. The point was the system that survived without me."
Read the full case studyBuilding Africa's next operating systems. Not louder products; sturdier systems: health, money, and work that hold when someone leans on them.
Everything I build serves one sentence: systems should carry the people they were built for, and too often they drop them. So: build the infrastructure women have been waiting for.
East Africa's first FemTech venture studio. Daya funds, builds, and operates alongside female founders rather than from a distance. The thesis: women's health is structural infrastructure, not a niche.
A burnout-detection ring for African women: physiological signals plus culturally grounded check-ins, private by design. The product I wish had existed when I needed it.
Board-level strategy for a growing team: shaping product direction and holding the line on the right trade-offs as they scale.
Not logo files in a folder. Each of these ships as a working system: tokens, type scale, usage and misuse rules, and the collateral the team actually needs on Monday morning.
The defaults I reach for when a decision is hard, a deadline is tight, or the room can't agree.
Shipping fast is only valuable if the thing that ships is still trustworthy at the other end. Velocity without integrity is just attrition with a roadmap.
Numbers earn their authority when they describe a person. I read metrics with people in the room, not in spreadsheets in isolation.
Anyone can grow a graph. The harder work is making each user matter more over time. That is the kind of scale that compounds quietly.
A great idea is a hypothesis. An operating system is what turns it into an organisation that survives without me. The unglamorous infrastructure is the work.
The writing is part of the work, not a content calendar. A few pieces that survived the edit.
Product, operations, strategy, research, and narrative in one head, because complex problems don't stay in their lane. If the problem crosses lanes, it is probably mine.
Most of my best engagements started as a single honest conversation. Tell me where it hurts. I reply within 48 hours.
