CVPeople Tanzania

As Global Talent Director with passion in Gender, I  design, implement, and execute talent acquisition strategies and employment branding that attracts and engages top talent within our applicable markets. In partnership with senior leaders, i work to contextualize workforce insights, associate sentiment, and market research to embed inclusive practices throughout the enterprise. As part of the Human Resources Leadership team, I drive key diverse talent initiatives and programs in support of the overall company’s success. In this role, I lead a team of recruiters and specialists and support international talent acquisition activities in partnership with the local Human Resources teams.

𝗞𝗲𝘆 𝗔𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁𝘀. 
🔘 Implemented critical sourcing, recruitment, hiring, and onboarding strategies that generated 60,000 job seekers, and also coordinated with high-scale clients like  JTI, NMB, NBC and CRDB as part of my role as a Talent Acquisition Director.

🔘 Pioneered the development of an enterprise pipeline framework for talent acquisition 
culminating in a candidate placement ratio of 1:3 with average per placement of $18000 for executive roles.

🔘 Generated more than $200,000 for the Passport 2 Employment project (P2E) to assist 350+ Youth in Zanzibar with workforce readiness and employability skills training funded by USAID.

🔘 As a CEO, I deployed a variety of cost-effective sourcing channels that 
established a diversity of candidates leading to 1200+ non-executive interviews, 800 
executives for different roles leading to the placement of 400+ mid-level to senior executives.

🔘 Instituted alignment and recruitment strategies for workforce placement by securing regional partners for expansion in countries like Zambia, Ghana, Nigeria, Uganda, and Mozambique. 

🔘 Developed and implemented marketing and sales strategies which led to 600% growth in the business in 2015/2016 financial year.

Global Talent Acquisition Director & DEI

Women in Management Africa

Women in Management Africa (WIMA) is a registered NGO in Tanzania with a mission to improve gender balance and diversity on boards and in leadership roles in line with sustainable business practices, and Goals 5 &10 of the UN SDG goals (SDG 2030). WIMA was found to address the challenge of lower female presentation at leadership and senior management levels in the workplace. 

OUR VISION
We aim to become a thriving network supporting women on their board, and leadership journey, and celebrating their successes.
WIMA services are:
1. Identifying the best talent fit for board and senior level appointments
2. Improving gender balance on boards and leadership roles
3. Providing leadership & board training, events, career advancement, and mentorship programs 

Achievements:
🔘 Analysed, developed, and implemented industry trends that guided over 135+ women 
leaders in Africa to get promoted, and have access to new networks, international visibility, and mentoring opportunities.
🔘 Conducted full lifecycle recruitment for senior-level positions that expedited 25% of women within the network to break the glass ceiling and get boardroom access.
🔘 Investigated and invented organisational design best practices  to ensure adherence to increase female representation framework of policies, legislation, and guidelines for 10+ divisional HR Directors.
🔘 Launched WIMA board readiness training program to improve female presentation at board level in Tanzania

🔘 In my role as a Gender Strategist, I boosted workforce diversity by setting up women networks and training programs for female leaders on resilience, and emotional intelligence while increasing representation on the executive level across 5 organisations.
🔘 Instituted measures to achieve diversity and inclusion by launching the first gender diversity report which analysed female representation on boards for 28 companies listed on the Dar es Salaam Stock Exchange as a Gender Strategist.

Founder/ Gender Specialist

African Business Chamber (AfBC)

African Business Chamber (AfBC) is a global UK based organisation representing the interest of African businesses, investors, entrepreneurs and professionals. We are the voice of the African global business community championing and facilitating trade, investment, diaspora and economic relations with African countries.

AfBC organises events and runs a number of campaigns and activities aimed at supporting the organisation, its members and the business community to empower, support to accelerate growth, enhance productivity, access new opportunities, showcase products and solutions, enhance marketing and highlight the needs of African businesses.
1. Contribution to advisory board outcomes through value-driven insights and advice
2. Introductions and advocacy within approved guidelines for the organization
3. Promoting the organization brand, activities, events and services within your networks, industry, markets, and social media engagements
4.Supporting the organization in recruiting new members, establish strategic partnerships and relationships in various market to drive business development
5.Participating in the organization governance meetings, activities, providing specialized expertise
6. Supporting to identify business development and revenue generation opportunities for growth
7.Representing the organization and its interests in my networks and industries

Advisory Board Member

The Runway

The Runway is a youth led non profit organisation that seeks to support students who study abroad by disseminating relevant information, facilitating skills development opportunities, and creating a community that encourages growth. We believe that with proper mentorship and the right information and preparation, students can successfull ... see more•	Advising matters that concern programs and fundraising efforts
1.To identify fundraising, technical assistance and marketing resources
2.Engages in strategic dialogue and participates in robust discussions to help the organization
3.Identify opportunities for improving business development, stakeholder management, resource management.
4.Guide the board on matters relating to business development, stakeholder management, resource management.

Optima Corporate Finance

Optima Corporate Finance is a growing company in assets management, corporate finance, stockbroking, and infrastructure advisory in Tanzania. A private company that is a Unit trust offering investment products.

Achievements
🔘 Strengthened the delivery of enterprise-wide talent needs and metrics while introducing an innovative idea of an investment product for women.

🔘 Evaluated the performance of the management team, oversaw the activities of the executive board members, and contributed to the talent acquisition and recruitment of senior management.

🔘 Collaborated with other executive directors to build and develop secure and robust system controls and frameworks for accessing and regulating risks.

🔘 Formulated and transformed the corporate strategy by providing constructive criticism with the support of the team in my role as a board member.

🔘 Boosted staff resourcefulness by obtaining independent training required to fulfill board duties, at the expense of the company.

🔘 Increased the visibility of the company by making relevant connections outside the company and collaborating with the network in achieving the company’s objectives and mission. 

🔘 Provided constructive feedback and a broader, external view of the outside factors affecting the business and challenged the existing business plans, which helped the company record an upturn in growth.

Independent Board Director

Digital Opportunity Trust

🔘 Collaborated with 3 associate directors to design a new strategic operating plan that will directly increase the effectiveness and competitiveness of the company over the next five years.

🔘 Provided strategic insight and direction as a board member and contributed to granting more than $500,000 in funding for youth digital projects that rolled out in different regions in Tanzania in my role as a board member.

🔘 Created, promoted, and oversaw awareness campaigns and helped broaden the marketing and brand reach of the company.

🔘 Planned and executed a recruiting and talent acquisition strategy to support a 50% growth in the employee population in one year while saving over 50 million in recruiting fees. 

🔘 Guided the executive team through organizational restructurings which created a more
flexible, cost-efficient workforce.

🔘 Analyzed operations, evaluated performance, & determined areas of potential cost reduction, program improvement & policy changes.

Advisory Board Director

Innovatech  ltd

🔘 Provided strategic leadership to the team of employees and ensured that the business operations in all units were executed seamlessly, and most importantly ensure the business financial goals are met during my time as CEO. 
🔘 Managed all recruitment processes including drafting job descriptions, provision of input to job classification processes, vacancy announcement, screening of candidates, participation in the interview panels, and making recommendations on recruitment.

Managing Director and Founder

UNESCO

🔘 Charged with monitoring and providing reports on implemented program plans and strategies, maintaining donor report schedules, and utilizing this information to provide comprehensive and up-to-date status reports programme implementation, outstanding advances, expenditure, and other related information on programme implementation.
🔘 Was part of the team which prepared reports, programme documents, and submissions for government by providing information, preparing relevant tables, and drafting routine sections while participating in the briefing and orientation of programme staff on administrative and financial work processes and procedures.

Human Resources Associate

Roni Deutch, A Professional Tax Corporation

🔘 Maintained company reputation by working on personal tax preparation, federal (1040), or business (1065, 1120) and state tax returns for clients while resolving tax issues with the IRS and state audits. 
🔘 Increased human resource effectiveness by supervising, reviewing, training, and developing permanent staff employees.
🔘 Boosted our regulatory compliance by answering all of the tax staff’s unanswered questions and reviewing all the work they produced, and eventually saved client over $20000 in tax liability owed by the IRS.

Tax Associate

Caremark

🔘 Maximized revenue by proactively building and managing key customer relationships, further illustrating communication and problem-solving abilities. 
🔘 Applied organizational skills and sharp attention to detail in evaluating and reconciling drawers to ensure accurate cash levels and processing bank deposits.
🔘 Built a personal connection with each customer to maintain their loyalty to the company.
🔘 Successfully provided legendary service through the use of integrity, product knowledge, and upbeat energy.

Customer Services Specialist

𝗧𝗮𝗹𝗲𝗻𝘁, 𝗶𝘀 𝘁𝗵𝗲 𝗸𝗲𝘆 𝘁𝗼 𝗮 𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻!
A few years ago, at the early stages of my entrepreneurial journey, I discovered a huge gap in talent sourcing, especially sourcing mid to executive-level recruitment. Which led to me starting the recruitment agency CVPeople Tanzania.

In my work as CEO, Founder, and Director of Talent Acquisition, I possess significant Business Management, Brand Building, and HR Management capabilities which provided me with the ability and skills needed to lead the establishment of the organization with a focus on helping large companies find the right talents with the right expertise for the right role. 

𝗪𝗵𝘆 𝗜 𝗱𝗼 𝘄𝗵𝗮𝘁 𝗜 𝗱𝗼 
As a specialist in Pan African Recruitment and Talent Acquisition with 12+ years of experience, I observed the gaps in women applying for positions, especially in senior roles This led to the birth of Women in Management Africa (WIMA), aimed at improving gender balance and diversity on boards and in leadership roles. I am a gender diversity and inclusion practitioner who works with organisations and senior leadership to forge more gender-balanced and inclusive workplaces covering governance, leadership, culture, policies, and supply chains.  

𝗖𝗮𝗿𝗲𝗲𝗿 𝗛𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝘀 
🔘 Analysed, developed, and implemented industry trends that guided over 135+ women 
leaders in Africa get promoted, have access to new networks, international visibility and 
mentoring opportunities.
🔘 Successfully provided training to over 420 Youths in Tanzania on workforce readiness & 
employability skills via the program Passport to Employment project (P2E) which has fostered 
development and growth of Youths income and business ventures in Tanzania 
🔘 Interviewed over 1000 non-executives for different roles and placed hundreds of executive and board member positions

𝗦𝗲𝗿𝘃𝗶𝗰𝗲 𝗢𝗳𝗳𝗲𝗿𝗶𝗻𝗴𝘀 
I maximize my coaching ability and expertise, as a mentor in facilitating gender parity in the workplace by increasing visibility, training, and honoring women in leadership roles in their workplaces through my products offerings:

🔘	Personal Branding & Linkedin Profile Optimization for Executives
🔘   Executive Recruitment
🔘   Board services: Recruitment, search, and advisory
🔘   Global Paid Speaker

𝗖𝗼𝗻𝘁𝗮𝗰𝘁 𝗠𝗲
Desiring to build your personal brand or a high-performing diversified team for your business?  I am excited to hear about collaborations requiring my expertise.   Do contact me via email at naike@naikemoshi.com

Dr. Naike Moshi

Most B2Bs have great products, but the market doesn’t know why.

That signal–value disconnect is where marketing budgets go to die.

You’ve built something real.
A fintech. A consultancy. An NGO. A service business.

But when buyers search your space, ask around, or scan LinkedIn, your name doesn’t come up. They find a competitor with a clearer story.

Not because they’re better. Because they’re easier to understand.

The market doesn’t reward the best product. It rewards the clearest framing.

Most businesses respond by posting more, running ads, or chasing "activations." But none of that fixes the core problem.

– Ads get clicks but no conversions.
– Content gets likes but no inquiries.
– Prospects say "interesting" and then disappear.

What actually drives growth is a simple sequence most teams overlook:

Clarity → Recall → Preference

That’s the work I do.

I help founders and leaders of B2Bs, service businesses, and NGOs fix signal-value disconnects — so their marketing stops leaking attention and starts compounding trust.

This usually looks like:
→ Clarifying positioning so the market “gets it” without explanation
→ Turning content into a memory device, not a posting schedule
→ High-signal content for Founders and Executives
→ Building websites that support the message instead of distracting from it

I do this through Tanzlite Digital, where our work is tested in the open market, not hidden behind decks or awards.

We’ve done this for organizations like:

– Remos Space Systems AB
– The Jakaya Mrisho Kikwete Foundation
– AzamPay / AzamPesa

Why Me?
📖 I'm the most followed Tanzanian marketer on LinkedIn — not because I post daily, but because I frame ideas people can't unsee. That's the same system I use to build authority for my clients.

📕 My first book, sold 1.4M TZS in two weeks. Over 500K in pre-orders. I know how to position an offer and launch it with belief behind it.

🏢 My agency delivers ready-to-publish content and web systems that position clients as the best at what they do. No endless revisions.

📍 My Story
I built my brand from scratch, overcoming the added difficulty of coming from a remote village in a developing country. Attended a chronically underfunded Ward/Kata school where students spoke vernacular. English was my 3rd language. I turned that disadvantage into an edge. That’s why I see marketing as alchemy.


⭐⭐⭐⭐⭐ "Best market positioner in Africa."
— David James, Former CEO, AccessBank (now Selcom Bank)

If your product is strong but the market hasn’t caught up yet, that’s a fixable problem.

Let’s talk.

Shukuru Amos

Looks like Mofat was expecting a business utopia where you deploy modern buses and automatically reset commuter behavior.

The Citizen reports: “Mofat’s request to remove daladala stems from what the company says is financial loss since it began operations in October 2025, due to low passenger numbers as many commuters continue using daladala, motorcycle taxis (bodaboda), and tricycles (bajaji).”

The company believes it offers the best service, but clearly the market doesn’t know why. And the market is no fool.

Manufacturing demand through legislation will turn the service into "Basi la Ujamaa." It didn’t end well the last time.

Mofat should compete on service.

The only real moat here is ruthless reliability. Make it known to commuters that every five minutes a bus arrives and every five minutes one departs, at every station. If people are practicing “leg day” at stations waiting for your bus, with no schedule transparency, how are you different from what they’re used to—other than offering new seats?

Content Alchemist | Turning attention into trust & clients for B2Bs + personal brands

When you've clowned your way into a political position. And it soon becomes clear that you're nowhere near the circle of the political elite. If anything, they see you as a joke. 

You can't hold a coherent conversation at policy/institutional-level thinking with majority of your fellow MPs. At best you can converse on surface level topics of roads, hospitals and toilets.

Young people cite you as a sign of the country's bad direction. 

You thought you climbed to the top only to find yourself at the bottom of that top. 

Out of frustration and mounting insecurity, you lash out at Wasomi.

Tusomeshe watoto.

Africa risks waking up in 30 years with its resource pride intact — and its leverage gone.

There is a dangerous assumption in our discourse that natural endowments last forever, or that their usefulness remains constant.

That assumption ignores how technology, capital, and history actually work.

During Leopold's Congo, rubber was a revolutionary material with exploding demand. Then synthetic alternatives were everywhere. Natural rubber is now  just another commodity competing for margin.

The same process is already underway with energy and critical minerals. Labs, engineers, and firms elsewhere are working relentlessly on recycling, substitution, and efficiency — precisely to reduce dependence on extraction hubs.

And we're here writing lengthy praises about how Africa will "define the future." The future we're not actually seizing.

Potential without processing capacity, technical know-how, and industrial depth is not strategic power. There's little respect for someone talking about having the best ingredients in the world but has no kitchen.

In geopolitics and economics, respect accrues to those who can transform resources into systems. Not those who simply possess them. If Africa remains an extraction economy while the world moves up the value chain, the future will be decided elsewhere, and without consultation.

It is time to stop celebrating geology and start obsessing over industrial capacity.

Kama ni kijana unajitafuta, kama bado hauko kwenye nafasi ya cheo na mamlaka, usisome kitabu cha 48 Laws of Power.

Kwanini? Kile kitabu hakikuhusu.

Unahitaji kuwa kwenye ulingo wa vyeo na mamlaka ili uweze kucheza the game of power.

Angalia mifano anayotumia mwandishi kama utajiona wewe. Ni mifano ya watu ambao tayari wapo mahali fulani juu kwenye ngazi ya jamii. The aristocracy, warlords, genius inventors.

Kile kitabu kingeitwa The 48 Laws of Staying in Power. Kitu kama hicho.

Ni kitabu kwa walio na Power tayari, jinsi gani wanaweza kuilinda au kuiongeza hiyo Power.

Zile siyo kanuni for nobodies wasiojulikana kuanzia ngazi ya ukoo, kata, hadi dijitali. Ukikisoma basi soma kama case study ya jinsi wenye vyeo na mamlaka hulinda au kukuza nafasi zao.

Msiba ninauona ni vijana kutumia zile kanuni pasi kujua they're so far beneath the ladder of power and influence that they end up turning themselves into caricatures. Wanaishia kujikaanga kwa mafuta yao wenyewe.

Nakushauri usome kitabu kinachoitwa MASTERY, cha mwandishi yuleyule Robert Greene. You can't simply scheme and manipulate your way into a position of power. Lazima uwe na kitu cha thamani kuipatia jamii. Hapo ndipo kitabu cha Mastery kinakuja. Maana kinafundisha jinsi ya kujenga umahiri kwenye fani, jinsi ya kuweza kufanya jambo fulani kwa ubora zaidi kuliko wengine ili watu wenye shida waambizane "mtafute fulani." 

Ni katika kujenga umahiri kwenye jambo lenye uhitaji sokoni ndipo utaweza kuitwa na kupewa nafasi. Pengine kujikuta sasa umo au umekaribia kwenye ulingo wa mamlaka na vyeo.

I fix why you have a great product but the market doesn’t get it. Positioning strategist

Two African states looked at a strategic railway and decided they could not operate it themselves for the next three decades.

So they outsourced operations.

Concessions are not the problem. The problem is how African states use them to escape the hardest part of infrastructure: the learning curve.

Large infrastructure assets have a predictable lifecycle. The early years are capital-intensive, politically noisy, and operationally fragile. That is where losses occur, mistakes are made, and institutional capability is forged.

African concessions repeatedly hand the most formative phase (institutional R&D) to foreign operators.

By the time control returns, the asset is easier to run — but the state has not learned how to run it.

That's the asymmetry.

The operator captures operational data, optimization habits, supplier relationships, corridor economics — and trains its own people on the asset. The country receives a functioning railway but remains dependent on external competence the next time complexity appears.

That's why these deals repeat: institutional fatigue has become a negotiation position. We rent execution instead of building it, then wonder why control never compounds.

A loss-making railway isn't a failure. Many public assets lose money. The failure is treating governance incapacity as permanent and designing deals that bypass learning rather than force it.

Until African states structure concessions around capability transfer — not just asset rehabilitation — the pattern will persist. Infrastructure will improve. Institutions will not.

And that's why, even when the rails remain national, control keeps moving elsewhere.

In Top Gun: Maverick, Captain Mitchell has a saying: “It’s not about the plane, it’s about the pilot.”

In Creed II, Adonis Creed goes to the middle of the desert to train with rudimentary tools, while his opponent prepares in a high-tech sports science facility. He wasn’t looking for comfort; he was looking for the version of himself that survives a 12-round war.

Today, I trained at the most local of local gyms. Chronically under-equipped. People lifting machine parts welded into plates. Pipes repurposed into bars. Benches and dumbbells made from scrap metal.

I’ve trained in fancy gyms before. The kind where people look like they were downloaded from Getty Images. Many of them struggle to reach their goals, despite the air conditioning.

The people I met today are in fantastic shape.

They live the Maverick mantra. Living proof, like Adonis, that the basics are enough when the intent is real.

We all know people who were “destined” to go far. Funding was there. Access was there. State-of-the-art facilities were there. Yet there’s no mileage. All plane, no pilot.

Then there are the Mavericks of everyday life. People who keep moving forward in spite of limited resources.

Since I’m writing this from the streets, let me say it the way it’s said here.
It’s a mindset: “Fuck it, I got this.”

___
Happy Sunday.

Dunia haijawahi kuwa na kitu kinachoitwa "international law". Kipindi cha utulivu (relative calm) tulichokishuhudia ni kwa sababu masoko yalikuwa yanalipa. Kila mmoja alikuwa anafaidika.

Sasa uchumi umekaza. Madeni yameongezeka. Raia wanahoji zaidi ya jana.

Mataifa yako frustrated. Yanaumiza kichwa. 

Ndiyo unaona kukata misaada, kufukuza wahamiaji, tariffs. Na ukiwa na bahati mbaya unavamiwa unaporwa mali zako na hakuna kitu "international law" itafanya.

Kama wewe ni ka-nchi kadogo, usijigambe na kuwahoji wakubwa "Who Are You" just because you made ally with China na Mrusi. China doesn't come to rescue. 

Wewe ni nyasi, kaotee mbali na mahali ambapo tembo wanapigana.

Just thinking: What if Tanzania kept escalating that "Who are you?" defiance rhetoric? Bold words meant to rally the base can sometimes invite the kind of decisive action you never expected, as Venezuela just proved.

Dictators everywhere need to understand that the US today isn't Roosevelt's "speak softly and carry a big stick." Under Trump, it's hit them hard with the big stick, secure the resources, then humiliate them with a viral meme on social media.

Poke the eagle at your peril, especially if your country sits on a pile of "strategic resources" that could justify intervention under the guise of national security or humanitarian concerns.

The smart play for dictators is to tone down the bravado, ease up on the crackdowns, and maybe diversify alliances (hello, China or Russia). Though, I'm afraid, China will watch you get decimated and issue a stern "condemnation".

If you've been in marketing long enough, you eventually notice that all roads lead to word of mouth.

After years of writing on LinkedIn, most of my work now comes from referrals or former clients returning. Not because I post every day. But because people have been sitting with my thinking for years.

That shift changes how you show up.

You move into authority-driven posting, relationship reinforcement, high-signal commentary, or humorous laid-back takes.

At the beginning, attention feels like the job. Likes. Reach. Momentum you can see. It makes sense.

But clients decide on softer signals. Familiarity. Repetition. Someone saying, "I know the guy."

There is a phase where consistency matters. It helps you sharpen your thinking, find your voice, and teach the market what problem you solve and how you see it. If that phase works, it ends. You graduate from "showing up" to being sent for.

If you're early in your career, play the long game. Avoid the antics. Don't mistake being seen for being trusted, or attention for income. Chasing clients forever is a hard way to live.

Build a name. Let it do some of the work for you.

LinkedIn critics: "Liking your own posts is a sign of..."
Me: My Thoughts. My Post. My Like.

This village boy is trying to understand the big world.

He’s learning that means can’t be separated from ends. That how you act matters, even when your goal is just. And yet he keeps running into a question that won’t leave him alone:

How are “good” people supposed to end atrocities through peaceful means, when those committing them have no hesitation using violence?

Because let’s be honest. A regime that wants to stay in power does not drift gently toward restraint. It clings. And that usually means repression, fraud, torture, disappearances — and worse.

Maybe the real discomfort isn’t intervention itself, but the intervener’s moral authority. Who are you to decide? Who guards the guard?

Fair question.

But then another follows: should people living under the crushing weight of repression wait patiently while we philosophize about purity, legitimacy, and precedent?

The village boy thinks of Luthen Rael from Andor, who admits: “I’m condemned to use the tools of my enemy to defeat them.” Luthen has no illusions about clean hands. No confusion about means and ends. He knows that fighting a hardened Empire requires moral compromise.

At some point, someone has to be willing to get their hands dirty to stop the bleeding. Someone has to use the tools of ruthless men to end ruthless rule.

Or else we accept the alternative: waiting for a regime’s conscience to awaken, or for its legitimacy to erode on its own — something history tells us may never come, or may come far too late.

Even Jesus, when faced with the temple profiteers, put aside “turn the other cheek.” He made a whip, overturned tables, scattered coins, and drove them out.

Village boy out.

Iran woman's "bloody" protest: "I have been dead for 47 years". 

This algorithm on LinkedIn is becoming a rude test of professional resolve.

I'm seeing people abandon Positioning ship for whatever gets traction in the moment. 

Others who were private are now performing vulnerability, sometimes leaning into outright clownery, just to squeeze out a few more reactions.

The problem with chasing an algorithm is that you end up putting efforts where your mouth isn't.

The algo is a distribution system. It gets volatile. If your reach drops, that's not a judgment of value. 

Stay true to what you're known for, what you're trying to be known for, and who needs to hear it.

Someone: "90% of all Linkedln content looks like it's been piped through chatGPT." 

Me: Where do people find the time to go through 90% of all LinkedIn content?

Sijapost mimi ila nimependa mbinu aliyotumia huyu mtu. Badala ya kufuatilia kila muuza kiwanja kwenye post au kurasa zao binafsi, yeye kaamua kuwaweka wote hapa. Na wengi wamekuja kunadi viwanja vyao. 

Nimemuona hadi Dada yangu Naytham Salum pale wa Ardhi Gulio.

Our Chinese friends should be more worried about what African leaders are doing to brand China.

African elites tend to copy the worst, low-effort elements of the Chinese model: surveillance, repression, media controls, and crackdowns. These are easy to imitate.

What gets ignored are the hard parts that made China effective in the first place.

There is little evidence of African states adopting China’s most demanding disciplines — engineering-led planning, ruthless meritocracy, intolerance for incompetence, long-horizon execution, or the political willingness to sideline unqualified populists (Machawa 🇹🇿).

The result is that China becomes associated with the aesthetics of control rather than the substance of state capacity. Power without performance. Authority without delivery.

That should be embarrassing for Beijing. This is brand dilution — and African leaders are doing the damage for them.

Interesting piece to read while thinking about what a “career” even means in 2026 and beyond.

Careers used to function as long-term storage for effort. You put work in, and value compounded slowly but predictably over time.

That logic has weakened. 

Skills now depreciate faster than titles can accumulate. (Ask Millennials and Gen Z.) Companies reset more often and technology redraws the map mid-journey. 

So younger workers behave the way investors do in volatile markets: they rebalance, avoid concentration risk, and prioritise optionality over loyalty.

I personally find the idea of the “death of the career” freeing. Not because income no longer matters, but because life no longer has to be organised around a single, fragile narrative.

We keep the ambition but no one ladder deserves our entire life.

It's another year to fight with East Africa NGO & social enterprises that, the homepage hero is Not the place to rotate everything your organization cares about.

"We want 'visitors' to glimpse the entirety of our organization right away". 

No, that signals indecision.

"we couldn't choose what matters most". 

A homepage hero is a position taken in public. A clear declaration of what you exist to deliver, for whom, and why you’re the right vehicle to trust. It’s not a summary. It’s a commitment. 

And no Media/Gallery, please.

Going to be very hard for Tanzania to clean up the stench. Now we get mentioned every time an African country kills its own people in an election.

~From The Economist

Current state of affairs: it’s your AI outputs against someone else’s AI outputs. If it’s a fight, everyone showed up with a gun.

Everyone loves the idea of a “multipolar world.” But few people finish the thought.

Power divided by four does not equal justice, freedom, or more options. More often, it produces the opposite.

If you want to see how this plays out, try adding four equally strong bulls into one cattle pen. I witnessed this growing up at my grandfather’s place in the village.

The bulls would spend the whole night settling the “who’s the boss” question. The rest of the cattle spent the night running for their lives, trying to stay out of the way. By morning, we’d find smaller cows injured, squeezed into corners, or trampled.

The solution wasn’t adding another bull. We castrated the competitors and repurposed their aggression into working the fields.

Surprisingly, the dominant male would calm down once he was no longer challenged. The rest of the cattle finally breathed a sigh of relief. The chaos ended because the hierarchy was clear.

In the world of humans, you don’t actually need three or four empires competing for the same pen. What you need is an order where it isn’t lethal to point out that the Emperor is naked.

Western hegemony is hypocritical, yes. But it is a system where you can at least shout at the policeman. 

In a multipolar world filled with regimes that treat “human rights” as a Western luxury, that leverage disappears.

Shouting “down with the hegemony” may land us right back in that village cattle pen.

Weak nations won’t gain agency. They’ll be torn apart by internal factions funded by competing global patrons.

Countries with fragile institutions won’t become “sovereign.” They’ll become proxy battlegrounds.

Multipolarity is a brutal test of state capacity. And for many, the “freedom” of having multiple masters is just a faster way to get trampled in the night.

Most B2Bs lose to weaker competitors because of framing, not product | Positioning & Messaging Strategist | Most followed Tanzanian marketer on LinkedIn

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