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I-DEV CEO reveals why even industry leaders go bankrupt – Strategy –





  • Profitable companies and corporations that once stood all and were the envy of their industries, raking in one award after another, have gone bust and filed for bankruptcy.
  • More than 6,403 stores from Charming Charlie to Payless have announced closure and filed for bankruptcy so far as of 2017.
  • Business Insider SSA recently had a chat with Jason Spindler, CEO and Managing Director at I-DEV International, to understand the root of why otherwise successful corporations go bust faster than you can say Timbuktu.

From Kodak to Nakumatt, these were once the biggest companies in the world, unrivaled at their peak. They came, they saw, they conquered, and then they came tumbling down.

Profitable companies and corporations that once stood tall and were the envy of their industries, raking in one award after another, have gone bust and filed for bankruptcy.

In recent years the biggest casualties of bankruptcy have come from the retail sector with retailers closing thousands of stores following years of declines in sales and customer traffic.


Jason Spindler, CEO and Managing Director at I-DEV International. (courtesy)


More than 6,403 stores from Charming Charlie to Payless have announced closure and filed for bankruptcy so far as of 2017.

Business Insider SSA recently had a chat with Jason Spindler, CEO and Managing Director at I-DEV International, a strategy and investment advisory firm with offices in San Francisco, Lima, and Nairobi, to understand the root of why otherwise successful corporations go bust faster than you can say Timbuktu.

Jason, Co-Founder of I-DEV, has over 15 years of experience advising large and small corporations on growth, management and financial strategy.


Jason Spindler with former USA President Bill Clinton. (courtesy)


I-DEV has been around for nine years and has worked with more than 300 investors, companies, iNGOs, and DFIs in 45 countries to build leading, high impact businesses and a stronger private sector in emerging markets.

Locally the company has worked with some of the biggest firms to help them source funds and to advise on growth strategy as they seek to expand their businesses nationally, regionally and even globally.

The firm recently helped Kenya’s mobile-based produce delivery firm Twiga Foods secure funding of ~$2 million in seed capital and helped put in place their growth plan for the first 24 months.

“The raise was the largest seed round in East Africa to date at that time, and it was a pretty groundbreaking deal for East Africa. It really changed the East African tech scene, and put it on the global map,” says Jason. This company has attracted 1st time Africa investors from Silicon Valley, DC to the Middle East, and continues to raise.

Also read: Jack Ma reveals three reasons why foreign firms fail in Africa


Kenya’s mobile-based produce delivery firm Twiga Foods. (CIO East Africa)


I-DEV also recently closed another transaction for Big Square, a leading and fast-growing casual dining restaurant chain, helping secure $ 6.5 million to scale from 8 locations to 33 locations and begin to move toward East Africa regional expansion.

In addition, I-DEV is working with Sir Henry’s, a benchmark store that offers an exclusive collection of men’s clothes and accessories, to help the business grow from 4 locations to 20 locations in Kenya.

“We are doing some other very interesting transactions that I can’t talk about just yet but it will be in the public eye in the next few months if all goes as planned!” said Jason.


I-DEV arecently closed another transaction for Big Square, a leading and fast-growing casual dining restaurant chain, helping secure $ 6.5 million to scale from 8 locations to 33 locations. (Yummy Magazine by EatOut)


Jason is an old hand in investment and has seen corporations go under before his very eyes.

“I started off in investment banking on Wall Street at Salomon Smith Barney/Citigroup in New York during the boom and then the bust, and the companies we were working with were some of the largest telecoms in the world. These are companies that had raised billions of dollars in capital and they still went bankrupt. One company we had done a billion dollar bond for and then a year later, we ended up selling the company in bankruptcy for $100 million. That was just a billion dollar bond. Let’s not talk about the bank debt that they had and then the equity and the IPO that they had right before. So $5 billion was probably lost from just that one company.”



ason Spindler, CEO and Managing Director at I-DEV International speaking at CAPEX conference. (courtesy)


Jason says there are multiple reasons why corporations fail but key among them, which is perhaps the biggest Achilles heel is a business’ internal structure.

“One of the things we noticed looking at companies and startups in East Africa, is that a kind of a pivot point in the market occurred more recently- where, for example, Kenyan businesses launched in the past five years were slated for growth from the very start. They were designed from day one to grow as rapidly as possible, and that can absorb and leverage external investment whether it is from international or family money. They were built from Day one with proper accounting systems and no double books. They were built from Day one to sacrifice cash flow and profitability for growth, so it’s very much a new economy Silicon Valley approach to building businesses.

On the other hand, there are businesses which have hit the 10 year mark that have profitability so investors especially PEs can look at them and figure out how to value them but they have double books because most of the time they are family businesses, their accounts is a mess, the board and the shareholders’ positions are often very contentious, they don’t want external investors coming in, they are very hesitant to take equity and even debt BUT they are cash flow positive.”

Also read: CEO whose first company failed reveals 3 crucial lessons she learnt and how to avoid them


Jason, an old hand in investment and has seen corporations go under before his very eyes, speaking at a past event. (courtesy)


Faced with the two situations, investors normally overlook newer business models with proper systems but with negative cash flow and wrongly invest in businesses which on the surface look very profitable yet are actually built on sandy soil.

“The challenge that we see with a lot of investors is that they are confused by these new economy businesses that purposely choose to sacrifice profitability and cash flow for early and rapid growth. Traditional PE funds  (private equity) typically don’t understand how to value businesses like this  and deem them not profitable. They say ‘we can only invest in profitable businesses or invest in you but your valuations are going to be low.’”

“So you got have these two types of businesses and the private equity funds are stuck in the middle of the two, struggling to understand how to go about it. Historically, they have worked with the second type of business, yet really, the first time of business lines up better for them! But they need to get comfortable investing in cash flow negative deals especially in the first years!”


Jason Spindler, CEO and Managing Director at I-DEV International speaking at a past I-DEV mobile money workshop. (courtesy)


Ultimately at the end of the day, Jason says the biggest reason corporations big or small come tumbling down always boils down to one thing — cash flow problems.

So whether you are a big or small company, cash flow management is critical.” It also requires picking and planning for the right clients, and building an investment strategy that supports this.



Sordid tale of the bank ‘that would bribe God’




Bank of Credit and Commerce International. August 1991. [File, Standard]

“This bank would bribe God.” These words of a former employee of the disgraced Bank of Credit and Commerce International (BCCI) sum up one of the most rotten global financial institutions.
BCCI pitched itself as a top bank for the Third World, but its spectacular collapse would reveal a web of transnational corruption and a playground for dictators, drug lords and terrorists.
It was one of the largest banks cutting across 69 countries and its aftermath would cause despair to innocent depositors, including Kenyans.
BCCI, which had $20 billion (Sh2.1 trillion in today’s exchange rate) assets globally, was revealed to have lost more than its entire capital.
The bank was founded in 1972 by the crafty Pakistani banker Agha Hasan Abedi.
He was loved in his homeland for his charitable acts but would go on to break every rule known to God and man.
In 1991, the Bank of England (BoE) froze its assets, citing large-scale fraud running for several years. This would see the bank cease operations in multiple countries. The Luxembourg-based BCCI was 77 per cent owned by the Gulf Emirate of Abu Dhabi.  
BoE investigations had unearthed laundering of drugs money, terrorism financing and the bank boasted of having high-profile customers such as Panama’s former strongman Manual Noriega as customers.
The Standard, quoting “highly placed” sources reported that Abu Dhabi ruler Sheikh Zayed Sultan would act as guarantor to protect the savings of Kenyan depositors.
The bank had five branches countrywide and panic had gripped depositors on the state of their money.
Central Bank of Kenya (CBK) would then move to appoint a manager to oversee the operations of the BCCI operations in Kenya.
It sent statements assuring depositors that their money was safe.
The Standard reported that the Sheikh would be approaching the Kenyan and other regional subsidiaries of the bank to urge them to maintain operations and assure them of his personal support.
It was said that contact between CBK and Abu Dhabi was “likely.”
This came as the British Ambassador to the UAE Graham Burton implored the gulf state to help compensate Britons, and the Indian government also took similar steps.
The collapse of BCCI was, however, not expect to badly hit the Kenyan banking system. This was during the sleazy 1990s when Kenya’s banking system was badly tested. It was the era of high graft and “political banks,” where the institutions fraudulently lent to firms belonging or connected to politicians, who were sometimes also shareholders.
And even though the impact was expected to be minimal, it was projected that a significant number of depositors would transfer funds from Asian and Arab banks to other local institutions.
“Confidence in Arab banking has taken a serious knock,” the “highly placed” source told The Standard.
BCCI didn’t go down without a fight. It accused the British government of a conspiracy to bring down the Pakistani-run bank.  The Sheikh was said to be furious and would later engage in a protracted legal battle with the British.
“It looks to us like a Western plot to eliminate a successful Muslim-run Third World Bank. We know that it often acted unethically. But that is no excuse for putting it out of business, especially as the Sultan of Abu Dhabi had agreed to a restructuring plan,” said a spokesperson for British Asians.
A CBK statement signed by then-Deputy Governor Wanjohi Murithi said it was keenly monitoring affairs of the mother bank and would go to lengths to protect Kenyan depositors.
“In this respect, the CBK has sought and obtained the assurance of the branch’s management that the interests of depositors are not put at risk by the difficulties facing the parent company and that the bank will meet any withdrawal instructions by depositors in the normal course of business,” said Mr Murithi.
CBK added that it had maintained surveillance of the local branch and was satisfied with its solvency and liquidity.
This was meant to stop Kenyans from making panic withdrawals.
For instance, armed policemen would be deployed at the bank’s Nairobi branch on Koinange Street after the bank had announced it would shut its Kenyan operations.
In Britain, thousands of businesses owned by British Asians were on the verge of financial ruin following the closure of BCCI.
Their firms held almost half of the 120,000 bank accounts registered with BCCI in Britain. 
The African Development Bank was also not spared from this mess, with the bulk of its funds deposited and BCCI and stood to lose every coin.
Criminal culture
In Britain, local authorities from Scotland to the Channel Islands are said to have lost over £100 million (Sh15.2 billion in today’s exchange rate).
The biggest puzzle remained how BCCI was allowed by BoE and other monetary regulation authorities globally to reach such levels of fraudulence.
This was despite the bank being under tight watch owing to the conviction of some of its executives on narcotics laundering charges in the US.
Coast politician, the late Shariff Nassir, would claim that five primary schools in Mombasa lost nearly Sh1 million and appealed to then Education Minister George Saitoti to help recover the savings. Then BoE Governor Robin Leigh-Pemberton condemned it as so deeply immersed in fraud that rescue or recovery – at least in Britain – was out of the question.
“The culture of the bank is criminal,” he said. The bank was revealed to have targeted the Third World and had created several “institutional devices” to promote its operations in developing countries.
These included the Third World Foundation for Social and Economic Studies, a British-registered charity.
“It allowed it to cultivate high-level contacts among international statesmen,” reported The Observer, a British newspaper.
BCCI also arranged an annual Third World lecture and a Third World prize endowment fund of about $10 million (Sh1 billion in today’s exchange rate).
Winners of the annual prize had included Nelson Mandela (1985), sir Bob Geldof (1986) and Archbishop Desmond Tutu (1989).
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Agricultural Development Corporation Chief Accountant Gerald Karuga on the Spot Over Fraud –




Gerald Karuga, the acting chief accountant at the Agricultural Development Corporation (ADC), is on the spot over fraud in land dealings.

ADC was established in 1965 through an Act of Parliament Cap 346 to facilitate the land transfer programme from European settlers to locals after Kenya gained independence.

Karuga is under fire for allegedly aiding a former powerful permanent secretary in the KANU era Benjamin Kipkulei to deprive ADC beneficiaries of their land in Naivasha.

Kahawa Tungu understands that the aggrieved parties continue to protest the injustice and are now asking the Ethics and Anti-corruption Commission (EACC) and the Directorate of Criminal Investigations (DCI) to probe Karuga.

A source who spoke to Weekly Citizen publication revealed that Managing Director Mohammed Dulle is also involved in the mess at ADC.

Read: Ministry of Agriculture Apologizes After Sending Out Tweets Portraying the President in bad light

Dulle is accused of sidelining a section of staffers in the parastatal.

The sources at ADC intimated that Karuga has been placed strategically at ADC to safeguard interests of many people who acquired the corporations’ land as “donations” from former President Daniel Arap Moi.

Despite working at ADC for many years Karuga has never been transferred, a trend that has raised eyebrows.

“Karuga has worked here for more than 30 years and unlike other senior officers in other parastatals who are transferred after promotion or moved to different ministries, for him, he has stuck here for all these years and we highly suspect that he is aiding people who were dished out with big chunks of land belonging to the corporation in different parts of the country,” said the source.

In the case of Karuga safeguarding Kipkulei’s interests, workers at the parastatals and the victims who claim to have lost their land in Naivasha revealed that during the Moi regime some senior officials used dubious means to register people as beneficiaries of land without their knowledge and later on colluded with rogue land officials at the Ministry of Lands to acquire title deeds in their names instead of those of the benefactors.

Read Also: Galana Kulalu Irrigation Scheme To Undergo Viability Test Before Being Privatised


“We have information that Karuga has benefitted much from Kipkulei through helping him and this can be proved by the fact that since the matter of the Naivasha land began, he has been seen changing and buying high-end vehicles that many people of his rank in government can’t afford to buy or maintain,” the source added.

“He is even building a big apartment for rent in Ruiru town.”

The wealthy officer is valued at over Sh1.5 billion in prime properties and real estate.

Last month, more than 100 squatters caused scenes in Naivasha after raiding a private firm owned by Kipkulei.

The squatters, who claimed to have lived on the land for more than 40 years, were protesting take over of the land by a private developer who had allegedly bought the land from the former PS.

They pulled down a three-kilometre fence that the private developed had erected.

The squatters claimed that the former PS had not informed them that he had sold the land and that the developer was spraying harmful chemicals on the grass affecting their livestock and homes built on a section of the land.

Read Also: DP Ruto Wants NCPB And Other Agricultural Bodies Merged For Efficiency

Naivasha Deputy County Commissioner Kisilu Mutua later issued a statement warning the squatters against encroaching on Kipkuleir’s land.

“They are illegally invading private land. We shall not allow the rule of the jungle to take root,” warned Mutua.

Meanwhile, a parliamentary committee recently demanded to know identities of 10 faceless people who grabbed 30,350 acres of land belonging to the parastatal, exposing the rot at the corporation.

ADC Chairman Nick Salat, who doubles up as the KANU party Secretary-General, denied knowledge of the individuals and has asked DCI to probe the matter.

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William Ruto eyes Raila Odinga Nyanza backyard




Deputy President William Ruto will next month take his ‘hustler nation’ campaigns to his main rival, ODM leader Raila Odinga’s Nyanza backyard, in an escalation of the 2022 General Election competition.

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