Clover ERA

Chief Engagement Officer (CEO) | Driving Neuroscience-Backed Employee Engagement | CLOVER ERA
Championing the Future of Work Through Science & Strategy
As the Chief Engagement Officer (CEO) of Clover ERA, I’m on a mission to revolutionize workplace engagement—one brain at a time. Grounded in neuroscience and behavioral science, CLOVER ERA provides organizations with the tools to optimize performance, enhance connection, and create workplaces where people don’t just work—they thrive.

With a deep understanding of how brain chemistry drives motivation, resilience, and collaboration, I help leaders shift from guesswork to science-backed strategies. Engagement isn’t just an HR metric—it’s a trillion-dollar opportunity for businesses to unlock untapped potential.

Chief Engagement Officer

Front Porch Agility

Enterprise Lean-Agile Tranformation Consultant & Product Coach - Front Porch Agility

ICON Agility Services

Agile Transformation Consultant and Trainer

Enterprise Agile Transformation Consultant

Nymble Consulting

Senior Transformation Consultant

Publicis Sapient

As a Scaled Agile Program Consultant (SPC 5.0) Clive provides consulting, coaching and training in the ways of Lean Agile to clients in retail, energy, tourism & hospitality, agriculture.
Clive is an experienced Scaled Agile Trainer, both in the classroom and online environments - comfortable running courses for Leading SAFe, LPM, APM, POPM, Scrum Master, Teams.
In addition to this Clive has developed digital transformation systems for businesses, value acceleration programs and training programs for Agile.
Additional skills and experience include product management, delivery lead and program management.

SPC - Senior Manager Program Management

Sendcustomer

Championed the rollout of the Scaled Agile Framework and the launch of three Agile Release Trains as a key member of the Lean-Agile Centre of Excellence (LACE) with ownership for leading Value Stream Mapping Workshops and providing  coaching to scrum teams as Scrum Master and Product Owner

Agile & Product Consultant

Onsite Business Generator

Successful development, adaption and implementation of Agile and Lean business methodologies in stagnated business looking to take the next step in their growth cycle.  Through effective use of PI Planning, Daily Stand Ups, Retropsepctives and Continuous deployment, with Local and Indian teams the business transformed into an effective delivery machine

Director of Product Management

Hygiene Solutions

Director of Product Management - delivering on aggressive growth targets for the business.  Growing the business from zero to $multi-million company within 3 years and on to sustained year on year growth rates of more than 20%.

eCompany Ltd

Director and Delivery lead for development of Computerised Accommodation System (CAS) – automated property management system (PMS) allowing establishments from 1 to 30 rooms to make their real time inventory available to the world.  The year 1999! The era of dialup internet.  Through partnerships this ultimately formed part of the concept of Booking.com.

Director Travel Technologies

HA Hospitality Staffing

Banqueting Management. Training and Supply of waiting a bar staff.  Employing over 250 people.

MD and Owner 

Employee Engagement Specialist | Organizational Change Coach | Empowering Organizations to build a competency for ongoing change | Lean-Agile implementation expert with 30+ Years of Innovation | SPCT | Candidate ILM

Why do 85% of employees feel disconnected from work?

Not because they lack perks. But because they don't feel safe. They don't feel seen. They don't feel like they matter.

I believe in a world where people wake up inspired, feel safe at work, and return home fulfilled. This isn't idealism. It's biology.

The Human Truth:
When people feel psychologically safe, their brains release oxytocin - the trust chemical. When they see growth paths, dopamine drives them forward. When valued, serotonin stabilizes wellbeing.
I co-authored "The Neuroscience of Employee Engagement" and "The Trillion Dollar Problem" to start a movement where leaders understand engagement isn't about managing people - it's about caring for them.

The CLOVER Framework:
Communication - People need to feel heard
Learning - Growth is a human need
Opportunities - Everyone deserves to reach their potential
Vulnerability - Trust begins when leaders go first
Enablement - Tools create empowerment
Reflection - Wisdom comes from looking back

What We Built at Clover ERA:
Not another survey tool. A daily practice of caring. Managers ask: "How can I serve my team?" Employees share their reality in 30 seconds. We close the gap between leaders and those they serve.
When you lead with purpose, income follows:

67% less burnout
People feel genuinely cared for
Companies save millions while saving their people

A Story That Matters:
Last month a manager told me: "My team member thanked me for seeing them. Not for a raise. For seeing them."
That's why we do this work.
The Invitation:
If you believe:

Every person has value beyond output
Leadership means serving
Trust is everything
Work should add to life

Join us.
Connect With Me:
🤝 Message me about what work should be
📖 Read our research on leading differently
🌱 Try Clover ERA - daily caring in action
🎯 Share the mission

The Circle of Safety Starts With You.
Engagement isn't a business problem. It's a human problem to care about.
When leaders eat last and vulnerability becomes strength, work transforms from obligation to opportunity.

We're building workplaces worthy of the human spirit.
Follow if you believe work can be different.
Message to start a movement in your organization.
Together, we'll build workplaces where everyone belongs.
That's not just good for business. It's good for humanity.

Clive Hays

An engineering director told me last week her top architect quit with zero warning. "Probably cost us $150K to replace him," she said. I ran the math. $380K.

"Did his behavior change in the weeks before?"

"Actually yes. He stopped pushing back on my decisions. Stopped questioning timelines. Just said 'sounds good' to everything."

"And you thought..."

"I thought he was finally maturing. Getting easier to work with. Becoming more of a team player."

That's the signal most managers miss.

When your biggest critic stops criticizing. 
When your detail person stops asking for details. 
When your "why are we doing it this way?" person starts saying "whatever you think."

It doesn't mean they trust you more.
It means they've already decided to leave.

They stopped fighting because they stopped caring.

Who on your team got "easier" in the last 60 days?

JSESSIONID

li_at

Talks about #agile, #leanagile, #productdevelopment, #agiletransformation, and #leanportfoliomanagement

Your best people won’t threaten to leave. They’ll just leave. I help you see it coming | Co-Founder, Clover ERA

Akshay Jalali

She won Employee of the Year in January.
Resigned three weeks later.
$430K to replace her. The award cost $200.

Her CEO asked me how that was possible.

"What was she like in the months before?"

"Easier, honestly. She'd stopped pushing for that product lead role. Stopped raising concerns in our 1:1s. I figured she'd finally bought into the direction."

I asked how many times she'd requested the product lead role.
"Three times. March, April, May."

After May?

"Never brought it up again."

I asked what they told her each time.

"That the timing wasn't right. That we'd revisit it."

I asked if anyone followed up when she stopped asking.

He pulled up her 1:1 notes. Scrolled through five months. Looked up.

"We thought she'd moved on."

She had. To a company that said yes on the first conversation.

Three asks. Three "not yets." Then silence. Her manager read that silence as acceptance.

It was the opposite.

The award showed up four months after she'd already decided to leave. They gave her a plaque because it was easier than giving her an answer.

Who on your team used to push for something... and then just stopped?

I asked a senior engineer why he never told his manager he was thinking about leaving. He said: "I did

Four months before I resigned."

His manager didn't hear it that way. He heard a question about promotion paths. Replied with "we'll figure it out."

The engineer heard something different. He heard: "You're not a priority."

He stopped pushing. Started taking recruiter calls instead.

His manager found out the day he resigned. Asked if there was anything that could change his mind.

There wasn't. That conversation happened four months too late.

I asked: "Why didn't you push harder? Make it clear you were serious?"

He said: "What was I supposed to say? 'Take me seriously or I'll leave?' That's a threat. That changes the relationship. If they only care because you threaten to leave, what does that tell you?"

He's right.

The best people don't threaten to leave. They just leave.

By the time someone asks "what can we do to keep you?" the answer is nothing.

How many people on your team are waiting for a conversation that isn't coming?

A VP asked me last month why 3 senior engineers quit within 6 weeks.
"Zero warning," he said.
I talked to their managers separately.

Engineering manager: "He started taking calls during standups. Didn't think much of it."

Product manager: "She stopped volunteering for the architecture discussions. Figured she was just busy."

DevOps manager: "He was silent in retrospectives. Thought he was finally listening instead of always talking."

Each manager saw ONE behavior change. None of them connected the dots.

When I showed the VP the pattern across all three departures:

Calendar blocks appeared → 42 days before resignation 
Stopped volunteering → 38 days before resignation
Went silent in meetings → 29 days before resignation

Same sequence. 3 people. $960K in replacement costs.

The VP stared at the timeline. "Each manager only sees their own team. They had no way to know this was a pattern."

Here's what's actually happening: The 67-day early warning system exists. But it's fragmented across managers, skip-levels, and peers. Each person sees 20% of the picture. Nobody connects it.

How many patterns are invisible in your company because no single person sees the full picture?

A CEO told me last week: "It's cheaper to replace people than to invest in retention programs."  So I asked him: "What did your last replacement actually cost?"

"Recruiting fees, maybe $25K. Training. Some productivity loss."

I walked him through the rest.
The work that didn't get done while the role was empty. 
The projects that slipped. 
The client account they lost during the transition. 
The overtime the team absorbed. 
The institutional knowledge that walked out the door.

By the time we finished:
Recruiting & hiring: $25K 
Training & onboarding: $40K 
Lost productivity: $65K 
Project delays: $30K 
Client impact: $80K 
Team overtime & morale: $20K

Total: $260K to replace one person.

Then I asked him: "How much would you have spent to keep that person from leaving?"

He went quiet.

Because the answer is probably $15K-$30K. A promotion. A raise. A project they actually cared about. A manager who listened.

Here's the problem: he was asking the wrong question.

"Should we invest in retention programs?" is too abstract. It sounds expensive and vague.

The real question is: "Would you spend $20K to avoid losing $260K?"

When you frame it that way, the answer is obvious. But most companies never frame it that way. They compare replacement cost to "retention programs" instead of comparing it to the specific investment that would have kept one person from leaving.

That's not a math problem. That's a framing problem.

What would change if you stopped asking 'should we invest in retention?' and started asking 'what would it cost to keep this specific person?

Doug Noll

CEO at a 320-person company asked me last week how much turnover was costing them. I said probably $4 million. She laughed. Said maybe $800K tops.

We spent 20 minutes doing the math together.

Replacement costs. Lost productivity. Training time. Project delays. Client impact -- $5.7 million.

She stopped laughing.
The problem isn't that companies don't care about turnover. The problem is they're measuring the wrong number.
Turnover RATE doesn't show up on your P&L.
Turnover COST does.

When's the last time you calculated the actual dollar cost of turnover at your company? Because if the answer is 'never,' you're managing a multi-million dollar problem without knowing the number.

Tech CEOs Think Turnover Costs $800K. It’s Actually $5.4M. I Show Them the Math—Then Help Them Prevent It | Co-Founder, Clover ERA

An engineering director lost her best engineer last year. Senior guy. Built half their core product. She had no idea he was looking.

He'd asked about a promotion path four months earlier. His skip-level said "we'll figure it out." Then nothing.

He didn't push back. He just started taking recruiter calls.

His work didn't change. He updated his LinkedIn. Nobody noticed.

But something had shifted. "Good" became "okay" in his head. Then "okay" became "why am I still here?"

She found out the day he resigned.

No warning. Just a resignation letter.

$280K to replace him. Nine months to backfill. The person they hired still hasn't shipped what he built in his first quarter.

She told me: "I keep thinking about what I missed. There must have been signs."

There were. She just couldn't see them.

How many of your managers are finding out the same way she did?

I asked 40 managers when they last flagged a flight risk to leadership. 34 have stopped entirely.
But 6 never stopped. Why?

Same companies. Same pressure. Same risk of getting blamed.

I asked them what was different.

Engineering manager: "Most VPs only ask about flight risks after someone resigns. Mine asks every week. Not as a gotcha. As a standing question. That's why I still speak up."

Product director: "At my last company, I flagged someone and got asked why I let it happen. Here, my boss helped me fix it. That one difference changed everything."

HR business partner: "Most leadership teams only want the wins. Mine asks for the worries too. So I tell them."

The 34 who stopped didn't stop because they don't care.

They stopped because speaking up backfired.

The 6 who kept going didn't have more courage.

They had leaders who didn't punish them for honesty.

Same people. Different environment. Opposite outcome.

The cost of a culture of silence: invisible and compounding.

The cost of changing it: one question, asked consistently.

"Who are you worried about this week?"

When's the last time your managers heard that from you?

A CEO at a 320-person company asked me last week how much turnover was costing her. I said probably $4 million. She laughed. Said maybe $800K tops.
We did the math. $5.7 million.

She stopped laughing.

14,706 other C-suite executives read that story because they're making the same mistake.

They're tracking turnover rate. That doesn't show up on the P&L.
Turnover cost does. And most CEOs have no idea what that number actually is.

This week in The Intersection, I break down the three visibility layers that keep you blind to your actual turnover cost.

When's the last time you calculated the actual dollar cost of turnover at your company?

Tech CEOs (200-500 employees): Turnover costs $5.4M, not $800K. I show you the math, then help you prevent it | Co-Founder, Clover ERA

The Question Last Monday I asked a simple question on LinkedIn: "When's the last time you calculated the actual dollar cost of turnover at your compan

Open article: Why 14,706 CXOs stopped scrolling at the same question by Clive Hays • 3 min read

Why 14,706 CXOs stopped scrolling at the same question

"They left for money."
I've heard this 21 times in the last 60 days.
CEO tells me they lost someone. Good person. Hated to see them go. "But what can you do? They got a 20% raise. We couldn't match it."

Then I ask to see the exit interview.
"Left for compensation and career growth."

Okay. Now let me show you what that same person said in anonymous check-ins 67 days before they resigned:

Day -67: "My manager doesn't listen to my ideas anymore." 
Day -52: "I asked about the promotion timeline again. Got a vague answer again." 
Day -38: "Third project in a row that got killed. What's the point?" 
Day -23: "I've stopped bringing up problems. Nothing changes anyway." 
Day -9: "Got a LinkedIn message. Taking the call."

The exit interview says money.

The 67 days before the exit interview say something completely different.

Here's what actually happens:
Someone gets frustrated. Feels unheard. Stops caring. Updates LinkedIn. Takes recruiter calls. Gets an offer.

Then they write "compensation" on the exit interview because it's easier than writing "I tried to tell you I was unhappy for 67 days and nobody listened."

Money is the socially acceptable reason to leave.

It's rarely the real reason.

How many people on your team wrote "compensation" on their exit interview but were actually telling you something else for months before that?

CEO - "You could have told me, 
everyone knows my door is always open."
VP - "That's why I couldn't."

His VP had been interviewing for four months. The CEO found out from HR the morning she resigned.

He called me that afternoon.

"I've always had an open door policy. Always!", the CEO told me.

I asked him when she last walked through it.

"Maybe her first few months? I don't remember. But I took that as a good sign. No news, no problems."

I talked to her the following week.

"I walked through that door once. My first month. Then I watched three people do the same thing my first year."

I asked her what happened.

"One got labeled 'not a culture fit.' One got dinged for 'struggles with positivity.' One got thanked publicly and passed over quietly."

She paused.

"Same door. Same result. I never went back."

I asked her what she told HR in her exit interview.

"That there was nothing leadership could have done."

Was that true?

"By the time someone asks that question, the answer is always no."

The door was always open. The outcomes never were.

Open door. Closed mouths.

How many people are walking past yours right now?

The manager who lost 4 people last year?
She was the 5th. Nobody counted her.

Her VP called me after she resigned.

"I don't understand. We talked about her team's turnover in every monthly review. She knew it was a problem."

I asked what those conversations looked like.

"I was direct. Told her the numbers weren't acceptable. Asked what she was doing to fix it."

I asked when someone last checked in on her.

"She's a manager. That's not how it works."

I asked about her career goals.

"She never brought them up."

I asked if anyone noticed she'd stopped pushing back in leadership meetings.

"I thought she'd finally bought into the direction."

She hadn't bought in. She'd checked out.

Same signals her team showed before they left. Nobody recognized it because nobody was looking.

Six weeks after she resigned, two of her people followed. Then two more. Then two more.

6 of 8. Gone within 90 days.

They didn't leave because she failed them. They left because she was the only reason they'd stayed.

$1.4M in replacements. Her exit interview said "new opportunity."

The truth: she'd been raising the same flag about her own team for two years. Nobody was listening. Including to her.

Managers don't burn out from managing. 
They burn out from not being managed.

Who's checking in on yours?

Over 2,000 people let me know they saw themselves in my posts this week.
That wasn't the plan.

Three posts. Three resignations. Three different companies.

An engineer told his manager he was thinking about leaving. Four months before he resigned. His manager heard a question about promotions. Replied "we'll figure it out." The engineer heard: "You're not a priority."

A top performer won Employee of the Year. Asked for a project lead role. Got told "not yet." Quit three weeks later. $430K.

A manager lost 4 people in one year. Leadership blamed her. Nobody asked how she was doing. She became the 5th.

Different companies. Different industries. Same pattern.

People didn't engage because the stories were surprising.

They engaged because they weren't.

"The best people don't threaten to leave. They just leave."

Next week: the solutions that don't work. Open door policies. Exit interviews. The theater companies perform instead of fixing anything.

Full breakdown in the newsletter here.

How many people on your team have already decided?

Over 2,000 people let me know they saw themselves in my posts this week. That wasn't the plan. Three posts. Three resignations. Three different compan

Open article: Over 2,000 people said "this has been me" this week by Clive Hays • 3 min read

Over 2,000 people said "this has been me" this week

82% engaged. Top quartile. Culture award on the wall.
6 of 8 directors actively looking to leave.
Same company. Same month.

I talked to four people inside. Different departments. Different levels.

Same message.

"The director leadership team wants out. The only ones staying are the two who just got here."

"Everyone knows what to put on the survey. You learn fast what answers keep you off the radar."

"The scores look great because nobody's honest anymore."

Surveys measure what people are willing to say in writing.

They don't measure what people are actually thinking.

The gap between those two is where your best people disappear.

How confident are you in your engagement scores?

What 251 comments and 108 reposts revealed about the silence before resignation.

This week I posted about a VP who missed the warning signs before 3 senior engineers quit.

370,000 people saw it.
251 left comments.
108 shared it with their network.

I read every single comment.

Here's what I didn't expect:

Managers from completely different industries telling the same story. Engineering leads. Product managers. CTOs. Consultants. All describing the same pattern.

Someone pushed back. Got ignored. Stopped pushing. Leadership saw silence and assumed alignment.

Then they resigned.

One Managing Director called it "False Harmony."
A Senior PM said he'd been on both sides of it.
A CEO added the cost nobody tracks: lost opportunity.

I wrote about all of it in this week's edition of The Intersection.

This week I posted about a VP who missed the warning signs before 3 senior engineers quit. 370,000 people saw it. 251 left comments. 108 shared it wit

Open article: What 251 Comments and 108 Reposts Revealed About the Silence Before Resignation by Clive Hays • 3 min read

What 251 Comments and 108 Reposts Revealed About the Silence Before Resignation

A VP of Engineering told me last month he knew his top performer was leaving. Eight months before she resigned. He never told his CEO. I asked why not.

"I did tell him. Twice. First time, he said he'd look into it. Nothing happened. 
Second time, he asked me why I couldn't keep my own team happy."

So when she finally quit, the VP acted surprised in the all-hands.

He'd known for eight months. He stopped saying anything after month two.

Here's what's actually happening in your company right now:
Your managers see who's about to leave. They're not telling you. Not because they don't care. Because the last time they told you, you made it their problem.

You trained them to stay quiet.
What would your managers tell you about flight risks if they knew it wouldn't come back on them?

A Fortune 500 just celebrated 82% engagement.
6 of their 8 directors are actively looking to leave.

Same company. Same month.

What is your survey not telling you?

82% engaged. Top quartile. Culture award on the wall. 6 of 8 directors actively looking to leave. Same company. Same month. I talked to three people i

Open article: 82% engaged. 6 of 8 directors heading for the door. by Clive Hays • 2 min read

82% engaged. 6 of 8 directors heading for the door.

Managers control 70% of employee engagement.
Get 0% of the tools.
Then take 100% of the blame when people quit.
That ends this week.

Marcus spent 8 years as a top performer.
Got promoted to manager.

His training: "You'll figure it out."

Six months later: Three resignations. Called into conference room. Shown engagement scores.
"What's your plan to fix this?"

Marcus had no plan. Nobody taught him one.
Marcus didn't fail management.

The system failed Marcus.
And it's failing you too.

You've tried the one-on-ones. The stay interviews. Being "more available."
None of it worked.

Because nobody taught you the actual systems:
The 6 behavioral signals that predict resignation 37 days before it happens
The 3-factor dopamine reset that fixes burnout without time off

The email clarity formula that prevents $47K miscommunication disasters
The anti-scapegoat playbook that protects you when leadership sets impossible goals

This coming week, I'm running 2 intensive sessions:
1️⃣Tuesday, 18 Nov, 11am ET (4PM GMT): How to spot resignations 30+ days early (and reverse them)
2️⃣Thursday, 20 Nov, 11am ET (4PM GMT): How to fix burnout by restoring dopamine (not reducing workload)

45 minutes. 6 managers each. No theory. Just the frameworks.

I'm not launching a program.
I'm opening access to the systems good managers need but never get.

Comment which session:
"TUESDAY" for resignation prediction
"THURSDAY" for burnout reset

First 6 comments per session get the session link.
After that, you wait for the following week.

You weren't trained to fail.
You were just never trained to succeed.
Let's fix that.

No alternative text description for this image

Managers see who's about to leave.
Most of them stopped saying anything about it.
Not because they don't know. Because they learned what happens when they do.
More on that tomorrow.

Country Director @ AVODA Group UG | Executive MBA @ Quantic | Helping Christian entrepreneurs and business owners launch, build, and grow their faithdriven ventures

AVODA Group empowers faith-driven entrepreneurs in Uganda as part of its mission to drive transformative social impact. As Country Director Uganda, the role focuses on training, funding, and advising SMEs to address growth and scaling challenges through strategic planning and innovative market solutions.  

Drawing from an Executive MBA from Quantic and a Post Graduate Diploma in Business Administration from African Business Institute, the work emphasizes strategic thinking, management, and leadership. Previous roles as CFO and Content & Marketing Director have shaped a values-driven approach to fostering sustainable business growth.

Joshua Pi'Rwot

Let’s connect at the Norrsken East Africa Africa Week! 

#AfricaWeek #Startups #Investments #ESOs

Helping entrepreneurs and business owners launch, build, and grow their dreams with faithdriven resources.

Beyond the Founder: How Operators Help Build Successful Startups Innovation & Impact

Seni Sulyman , Founder & CEO, Talstack  

Anthonio P. , Colepin Advisory Services  

Sara Leedom , COO, Inkomoko  

Charles I. , Chief Commercial Officer, Startbutton Africa  

Founders often get the spotlight, deservedly. But behind every fast-growing company are operators, the senior leaders who play a critical role in helping founders build successful ventures. This session dives into what great operators actually do: how they take on key roles, create structure from chaos, build trust within teams, drive performance, and enable growth. Hear from experienced leaders who’ve helped startups scale at different stages of growth, and learn what it takes to thrive as (or hire) a high-quality operator.

Norrsken Norrsken East Africa Norrsken VC  

#startups #growth #chiefoperationsofficers #operators

The Uganda SOZO Summit 2025 themed “Unlocking Uganda's startup ecosystems potential: Co-create . Co-innovate . Co-thrive with Japan” happened last Friday. 

An incredible event of regional connection of startups, corporates, ecosystems builders, venture builders, VCs, and policy makers. 

Organised by Japan International Cooperation Agency (JICA) Uganda  in collaboration with Ministry of Trade, Industry and Cooperatives implemented by Hindsight Ventures .  

The Japanese foreign policy for #Africa has got a rebrand, Japanese Prime Minister Shigeru Ishiba announced a shift in Japan's Africa policy from "aid to investment" ( 支援から商業へ) to foster trade and private sector growth, he said at the TICAD 9 conference. He emphasized working "hand-in-hand" with African partners, highlighted projects like the Nacala Corridor, and proposed an Indian Ocean-Africa Economic Zone initiative to build a new economic corridor. 

Jun Shiomitsu CEO AVODA Group (AVODA Institute of Entrepreneurship ) delivered an amazing keynote on the past, current status, and future of business collabroation between Japan and Uganda. He highlighted efforts being made to grow and scale this collaboration through initiatives like the SOZO Summit. 

My favorite part was having conversations with founders and their startup teams. 

Chatting with Cirus Sumika  of Sumic IT Solutions Ltd  reminded me of the thing that has been crawling at the back of my mind for a while, to work with Japan, and other Eastern nations, we need to build trust. 

If you want to learn how to get engaged with the East, one more contact to put on your list is Cyrus. 

He has managed to work with several companies who need IT services and is currently exploring building relationships in China. 

The trust building process requires, more than anything, that you have proof of relationship. Proof of work is considered the very basic foundational and obvious — as it should be. Reach out to him.

#SOZOSummit #JICA #Collab #Startups #Ecosystem #VentureBuilding #entrepreneurship #founders

𝙃𝙚𝙧𝙚'𝙨 𝙖 30-𝙢𝙞𝙣𝙪𝙩𝙚 𝙘𝙤𝙣𝙫𝙚𝙧𝙨𝙖𝙩𝙞𝙤𝙣 𝙬𝙞𝙩𝙝 𝙩𝙝𝙚 𝙎𝙥𝙞𝙧𝙞𝙩 𝙏𝙑 𝘾𝙝𝙞𝙩𝘾𝙝𝙖𝙩 𝙎𝙝𝙤𝙬 𝙝𝙤𝙨𝙩 𝙎𝙞𝙢𝙤𝙣 𝙈𝙖𝙨𝙖𝙣𝙮𝙪.

LINK: https://lnkd.in/dbqArdgh

___________

If you are an entrepreneur looking for a solid faith community to walk the journey with you in founding your business, send me a DM.

You can also 𝙖𝙥𝙥𝙡𝙮 𝙛𝙤𝙧 𝙩𝙝𝙚 2026 𝘼𝙑𝙊𝘿𝘼 𝘽𝙡𝙪𝙚 𝙋𝙧𝙤𝙜𝙧𝙖𝙢 𝙉𝙊𝙒.

It starts Jan 24th 2026.

𝗔𝗣𝗣𝗟𝗬 𝗡𝗢𝗪: https://lnkd.in/dFyx7Vrb


#fiatlux #faithdriven #entrepreneurship #entrepreneur #businessstartup #businessmentor #businessideas #businessinsider #businessadvice #businessgrowth #businesssuccess #businessstrategy #kingdombusiness #faithdriven #faithdrivenentrepreneur #FaithDrivenInvestors

𝗪𝗵𝗮𝘁 𝗖𝗮𝗻 𝗔𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝘁𝗲 𝗘𝗻𝘁𝗿𝗲𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝘀𝗵𝗶𝗽 𝗶𝗻 𝗨𝗴𝗮𝗻𝗱𝗮?

#AfricaWeek

Looking forward to several conversations on startups, entrepreneurship, capital, and investments in Africa. 

Norrsken Norrsken East Africa

Stories that scale: Maximising the #Power of Narrative in African #Innovation & #Impact

@Dalimare Dosunmu, Journalist, Rest of World  

Tage Kene-Okafor, Africa & Middle East Reporter, TechCrunch  


Ondiro Oganga , Correspondent, Bloomberg  

Olugbeminiyi Idowu Founder, Talking Drum Communications  

In Africa’s innovation ecosystem, narrative shapes investment, trust, policy, and culture. This panel examines how the stories we tell (and the ones told about us) influence what is possible, and how founders can cultivate the “perception dividend”: the compounding advantage of being understood early and understood well.

Norrsken Norrsken East Africa Norrsken VC

1 Year / 2 Countries / 2 Grads / 3 Cohorts 

Extremely grateful for the amazing work being accomplished in creating a bold community of business people excited about @avodabiz vision in East Africa. 

This month, brace for the great stories of transformation that will be coming from Tanzania and Uganda.

Unleashed Africa Social Enterprises Real Interactiv Inc. INOZA AVODA Institute of Entrepreneurship  



#celebration #gratitude #grateful #entrepreneurship #fiatlux #entrepreneur #vision #expansion #fartogether #goingfar #building

Angel Investing in Africa — What Works, What Doesn’t, and What’s Next

Philip Gasaatura, Managing Partner, Open Space Capital  

Yewande Odumosu, Partner, HoaQ  

Amon Munyaneza, Managing Partner, Kavumu Capital LLC  Capital

Laura Davis, Co-CEO & Managing Partner, Renew Capital  

Martin Warioba, Founder & Managing Partner, Warioba Ventures  

Angel investing on the continent plays by a different rulebook. Markets are fragmented, data is thin, regulations are uneven, exits are rare, and most businesses are built on cash flow long before they’re built on code. 

In this session, Yewande Odumosu, Amon Munyaneza, Laura Davis, and Martin Warioba unpack what it really takes to spot promising founders, make smart early bets, and structure deals that survive Africa’s realities.

Norrsken Norrsken VC Norrsken East Africa

⛔ 𝙋𝘼𝙍𝙀𝙉𝙏𝙎: 𝗪𝗼𝗿𝗿𝗶𝗲𝗱 𝗬𝗼𝘂𝗿 𝗧𝗲𝗲𝗻'𝘀 𝗣𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹 𝗶𝘀 𝗨𝗻𝘁𝗮𝗽𝗽𝗲𝗱? 𝗚𝘂𝗶𝗱𝗲 𝗧𝗵𝗲𝗺 𝘁𝗼 𝗣𝘂𝗿𝗽𝗼𝘀𝗲𝗳𝘂𝗹 𝗘𝗻𝘁𝗿𝗲𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝘀𝗵𝗶𝗽

As a parent, you recognize your teen's creativity and enthusiasm; 𝙝𝙤𝙬𝙚𝙫𝙚𝙧, 𝙞𝙣 𝙖 𝙬𝙤𝙧𝙡𝙙 𝙩𝙝𝙖𝙩 𝙥𝙧𝙞𝙤𝙧𝙞𝙩𝙞𝙯𝙚𝙨 𝙨𝙚𝙡𝙛𝙞𝙨𝙝 𝙨𝙪𝙘𝙘𝙚𝙨𝙨 𝙤𝙧 𝙪𝙣𝙨𝙩𝙖𝙗𝙡𝙚 𝙘𝙖𝙧𝙚𝙚𝙧𝙨, 𝙞𝙩 𝙞𝙨 𝙘𝙝𝙖𝙡𝙡𝙚𝙣𝙜𝙞𝙣𝙜 𝙩𝙤 𝙣𝙪𝙧𝙩𝙪𝙧𝙚 𝙩𝙝𝙖𝙩 𝙂𝙤𝙙-𝙜𝙞𝙫𝙚𝙣 𝙥𝙖𝙨𝙨𝙞𝙤𝙣 𝙬𝙞𝙩𝙝𝙤𝙪𝙩 𝙩𝙝𝙚 𝙧𝙞𝙜𝙝𝙩 𝙩𝙤𝙤𝙡𝙨.𝙤𝙪𝙩 𝙩𝙝𝙚 𝙥𝙧𝙤𝙥𝙚𝙧 𝙩𝙤𝙤𝙡𝙨. 

What if they chase fads, experience discomfort from uncertainty, or overlook their genuine calling? 

The strain builds—with technology changing everything, most children will have professions that do not yet exist, leaving them unprepared and unhappy.

Enter the "𝘾𝙖𝙡𝙡𝙚𝙙 𝙩𝙤 𝘾𝙧𝙚𝙖𝙩𝙚" 𝙒𝙤𝙧𝙠𝙨𝙝𝙤𝙥, a three-day solution from December 15th to December 19th, 9am to 1pm, where experienced facilitators lead workshops on identifying strengths using the "Working Genius" assessment, sharing faith-driven entrepreneur stories, and fostering resilience and integrity. 

Your teen will study 𝗲𝗻𝘁𝗿𝗲𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝘀𝗵𝗶𝗽 𝗶𝗻 𝗮𝗰𝗰𝗼𝗿𝗱𝗮𝗻𝗰𝗲 𝘄𝗶𝘁𝗵 𝗚𝗼𝗱'𝘀 𝗽𝗹𝗮𝗻 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗴𝗿𝗼𝘂𝗽 𝗱𝗶𝘀𝗰𝘂𝘀𝘀𝗶𝗼𝗻𝘀 𝗮𝗻𝗱 𝗶𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹𝗶𝘇𝗲𝗱 𝗰𝗼𝘂𝗻𝘀𝗲𝗹𝗶𝗻𝗴, resulting in firms that praise Him and influence others.

For only 125,000 UGX, provide your youngster with lasting skills for success and significance. 

Sign them up now: https://lnkd.in/d54YFfXk
Call or WhatsApp: +256 787 342688

Ms. Janai Jiwani Doreen Nkwenge Mwalimu Martin Amanya AVODA Institute of Entrepreneurship Faith Fetaru Ken Roberts 

#FaithDrivenEntrepreneurshipforTeens #Teens #Parents #Parenting #FaithDriven #Entrepreneurship #FaithDrivenParents #PurposeDriven #Purpose

Introducing our panelist’s for an interesting panel on the topic “Attracting Investments: Unlocking Potential to Scale”at #Uganda SOZO Summit 2025.

- Dan Karuga , Member, SC Ventures  
- Fiona Kiruja, Programs Manager, African Angel Academy , ViKtoria Ventures  
- Alice Kampire Muwonge, CFO, Ortus Africa Capital  
- Moderated by Noah Mesfin , Venture Lead StartHub Africa  

Be there to hear them speak and to interact with them!

Register here to attend : https://lnkd.in/dWXeWwuy

#EcosystemGathering #VentureBuilding #Growth #Entrepreneurship #Startups

Introducing our panelist’s for an interesting panel on the topic “Attracting Investments: Unlocking Potential to Scale”at Uganda SOZO Summit 2025.

- Dan Karuga, Member, SC Ventures
- Fiona Kiruja, Programs Manager, African Angel Academy, ViKtoria Ventures  
- Alice Kampire Muwonge, CFO, Ortus Africa Capital  
- Moderated by Noah Mesfin, Venture Lead StartHub Africa  

Be there to hear them speak and to interact with them!

Register here to attend : https://lnkd.in/dWXeWwuy

Ajay Ramasubramaniam Ruth Mbabazi OKETTAYOT VINCENT OKEMA - MBA - Keren Grant Jagruti Bista Hillary Anyomi Rose Urassa Sean Ssali Japan International Cooperation Agency (JICA) Susan Namyalo

We are delighted to announce our speakers for the 2nd panel discussion of the at Uganda SOZO Summit 2025: "Building for and from Uganda" 

Wamambe Christian, Country Director, SafeBoda  
Lamony Steven, Managing Director, Jumia Uganda  
George A. Ssamula, Co-Founder, TowerCo of Africa
Lorraine Mutambiranwa, COO, Numida (YC W22)  (YC W22)
Jagruti Bista, Co-Founder, Hindsight Ventures  (Moderator)

Be there to hear them speak and to interact with them!

Register here to attend : https://lnkd.in/dWXeWwuy

#venturebuilding #vcs #smefinance #ecosystem #entrepreneurship #startups #founders

We are delighted to announce our speakers for the 2nd panel discussion of the at Uganda SOZO Summit 2025: "Building for and from Uganda" 

Wamambe Christian, Country Director, SafeBoda
Lamony Steven, Managing Director, Jumia Uganda
George A. Ssamula, Co-Founder, TowerCo of Africa
Lorraine Mutambiranwa, COO, Numida (YC W22)
Jagruti Bista, Co-Founder, Hindsight Ventures (Moderator)

Be there to hear them speak and to interact with them!

Register here to attend : https://lnkd.in/dWXeWwuy

Ajay Ramasubramaniam MBABAZI Ruth OKETTAYOT VINCENT OKEMA - MBA Keren Grant Hillary Anyomi Sean Ssali Rose Urassa Susan Namyalo Japan International Cooperation Agency (JICA) Jonathan Ntege Lubwama

𝗕𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗹𝗮𝘂𝗻𝗰𝗵, 𝗮𝘀𝗸 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳: 𝗪𝗵𝗼 𝗮𝗿𝗲 𝘆𝗼𝘂 𝗿𝗲𝗮𝗹𝗹𝘆 𝘀𝗲𝗿𝘃𝗶𝗻𝗴?

Because many entrepreneurs focus on their idea, not the customer.

Your product isn’t for everyone—it’s for the ones willing to pay with their time, trust, and loyalty.

If you skip this, you’re building a distraction, not a business.

Clarity on your true audience fuels focused messaging, better product-market fit, and sustainable growth.

Stop trying to appeal to all.

Start understanding who deeply needs what you offer.

That’s the real secret to scaling without burning out.

Take a moment to reflect. Who are you genuinely serving, and how well do you know them?

Uganda SOZO Summit 2025, presented by Japan International Cooperation Agency (JICA)  Uganda and Ministry of Trade, Industry and Cooperatives, Uganda, here is the official program.

The Summit will take place Friday, 28th November from 8:00 AM at the National ICT Innovation Hub, Nakawa. 

Join us as we convene the regional startup ecosystem to co-create, co-innovate, and co-thrive. 

Explore the speaker lineup and register here : https://lnkd.in/dn7mejJW

#ecosystem #ecosystemgathering #growth #partnerships

Uganda SOZO Summit Agenda

In case you’re curious about what to expect at the upcoming Uganda SOZO Summit 2025, presented by JICA Uganda and Ministry of Trade, Industry and Cooperatives, Uganda, here is the official program.

The Summit will take place Friday, 28th November from 8:00 AM at the National National ICT Innovation Hub. 

Join us as we convene the regional startup ecosystem to co-create, co-innovate, and co-thrive. Explore the speaker lineup and register here : https://lnkd.in/dn7mejJW

Ajay Ramasubramaniam Ruth Mbabazi Jagruti Bista OKETTAYOT VINCENT OKEMA - MBA Susan Namyalo Sean Ssali Rose Urassa Jonathan Ntege Lubwama Keren Grant Hillary Anyomi Japan International Cooperation Agency (JICA) Arthur Mukembo Dan Karuga Fiona Kiruja Grayson Julius Edwin Bruno Victor Maina Jun Shiomitsu Wamambe Christian Lorraine Mutambiranwa Noah Mesfin Donald Maasa Lamony Steven George A. Ssamula Fred Zake Simon Desjardins Olga Naiga Timothy Mugenyi Humphrey Lutakome Joseph Paul, MD Vinod Rustagi Dr. Dennis Aguma Dr. Caroline Ayuya Muaka Diana Nandagire Ntamu KAGATA Joe Bernharldets Medard Twinamatsiko Mercy Kimalat

𝗛𝗼𝘄 𝘁𝗼 𝗕𝘂𝗶𝗹𝗱, 𝗠𝗮𝗶𝗻𝘁𝗮𝗶𝗻, 𝗮𝗻𝗱 𝗥𝗲𝗽𝗮𝗶𝗿 𝗧𝗿𝘂𝘀𝘁:

Trust is our assessment, based on past experience, of the likelihood we will get the results we believe we have been promised

Domains of Trust
1. Sincerity – Are private conversations and public conversations consistent?
2.  Competence – Do capabilities and capacity match the promise made?
3.  Reliability – Over time, have promised results been delivered?

Creating Trust
1.  Open conversations of trust
2.  Make clear grounded promises and fulfill them rigorously
3.  Tell the truth
4.  Offer thanks (from the mood of gratitude)
5.  Responsibly complain to those who do not fulfill their commitments.

📌 Bezos returns to the trenches as co-CEO of $6.2B AI startup Project Prometheus

According to The New York Times, Jeff Bezos is taking on his first operational role since leaving Amazon, becoming co-CEO of Project Prometheus, an AI startup that has already secured a massive $6.2B in early funding.

🖱 Bezos will lead the company alongside Vik Bajaj, a physicist and former Google X executive, signaling that Prometheus aims to fuse deep science with frontier-model engineering.

🖱 The startup focuses on “AI for the physical economy,” building systems for aerospace, manufacturing, automotive, and advanced computing, areas tied tightly to Bezos’s long-term industrial and space ambitions.

🖱 Prometheus has quietly hired top talent from OpenAI, DeepMind, and Meta, assembling a 100-person team before even launching a product, an unusual scale that mirrors its outsized funding.

🖱 The company’s backers see industrial AI as the next trillion-dollar frontier, where software isn’t just generating text but redesigning machines, factories, and physical infrastructure.

Bezos isn’t merely backing another AI lab, he’s positioning Prometheus as a deep-tech powerhouse that could reshape how the physical world itself gets engineered.

A #robot vacuum that doubles as a real-time metaverse scanner

A new “metaverse-grade” (https://maticrobots.com/) robot vacuum is making the rounds online not because it cleans well, but because it can reconstruct full 3D environments in real time using onboard AI.

🔸 The design stands out immediately: #rugged, #futuristic, and equipped with oversized wheels that let it climb over obstacles and even operate outdoors.

🔸 The real magic is in the head-mounted sensor array, a voxel-based neural pipeline running on NVIDIA Jetson Orin, generating photorealistic 3D maps as the robot moves.

🔸 With a bit more resolution, this is essentially a portable metaverse scanner, capturing full spatial meshes of homes, offices, and outdoor areas on the fly.

🔸 The entire software stack is built in #Rust, includes day/night SLAM, dynamic obstacle detection, and low-latency path planning, letting the robot squeeze into tight corners and navigate complex spaces.

If robot vacuums become high-fidelity #3D mappers by default, the real #metaverse #hardware #platform might quietly roll in from under our furniture.

Great conversations and great connections! 

Excited for Day 2. 

#BePartoftheSolution

Innovation Policy | Ecosystem & Venture Build | IP’25🇸🇪 | JICA Fellow 🇯🇵 | Trade Ministry 🇺🇬

#Day1 at Africa/Week 2025 by Norrsken at their breathtaking eco-campus. The energy palpable, with a world-class audience of founders, investors, and policymakers from across the globe, all united to #BePartOfTheSolution.

One discussion that particularly stood out was the future of money #STABLECOINS

The consensus, stablecoins are the first cryptocurrency to achieve undeniable product-market fit. The utility has come of age, with Nigeria already leading the charge.

The primary use case is cross-border transactions. Stablecoins are rapidly becoming the silent, efficient engine powering remittances and trade, reducing friction and cost in a way traditional systems have failed to do. Most end-users already enjoy the benefits, often without realizing stablecoins are working in the background.

The critical conversation now shifts to regulation. The ecosystem isn't asking for heavy-handed rules but for clear guidelines that foster innovation while ensuring security. The call is for collaborative frameworks that allow this transformative technology to flourish, unlocking immense economic potential across the continent.

A huge thank you to the Norrsken team and all the thought leaders for curating such profound dialogues.

#AfricaWeek2025 #AW2025 #Stablecoins
Joshua Pi'Rwot Robert Bob Okello

𝗘𝘃𝗲𝗿 𝘄𝗼𝗻𝗱𝗲𝗿𝗲𝗱 𝘄𝗵𝘆 𝘀𝗼𝗺𝗲 𝘀𝘁𝗮𝗿𝘁𝘂𝗽𝘀 𝘀𝗼𝗮𝗿 𝘄𝗵𝗶𝗹𝗲 𝗼𝘁𝗵𝗲𝗿𝘀 𝗰𝗿𝗮𝘀𝗵?

It's not just about having a great idea or funding.
It's about mastery in customer development and relentless focus on the experience.

Many founders underestimate the power of understanding their customers deeply before scaling.

They chase growth without building a solid foundation of trust and value.

If you skip the human-centered design and skip listening, you're building on quicksand.

Your competitors might overlook this, but that’s your edge.

Stop obsessing over every shiny feature and start obsessing over your customers’ pain points.

The future isn’t just innovation—it's about emotional connection and trust.

Are you building for the people, or just for a quick win?

Focus on the human side, and the growth will follow.

Take that seriously today, and watch your startup become unstoppable.

What’s one customer insight you’ve overlooked that could change everything?

Drop it below and let’s discuss how to turn that insight into your next big breakthrough.

#fiatlux #faithdriven #entrepreneurship #entrepreneur #businessstartup #businessmentor #businessideas #businessinsider #businessadvice #businessgrowth #businesssuccess #businessstrategy #kingdombusiness #faithdriven #faithdrivenentrepreneur #FaithDrivenInvestors

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The Battle

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