The hustler’s handbook: Your essential survival guide

In these fluid economic times, the line between hustler and entrepreneur is often blurred. Some say the term entrepreneur is just a fancy word for a hustler, while hustler is a street name for the entrepreneur.

Whatever term you prefer, the chances are the outcome you’re after is the same – to run a successful enterprise.

We spoke to business people for their advice on different aspects of running a company, from handling failure and taking risks to managing the competition. Our interviewees run the entire gamut – from a man who runs a whopping 13 hustles with just his smartphone, to a woman whose factory produces mineral water.

Alex Mutisya, 37: The hustler-in-chief

I started hustling in 2013 after I was laid off. I started with rabbits, which I reared at our rural home in Yatta using my savings of around Sh25,000.

That is the only time I used capital – the other times I act as a middleman.

I run 13 hustles. I was among the first people to start using OLX. I meet people’s needs. Are you looking for a househelp? Transport? Meat for your butchery or bash? Cars for hire? Do you want to learn chess? I also manage two matatus.

For all these hustles, I negotiate with the owner, and then add my margin.

I’m also a certified accountant – I outsource auditing and accounting jobs. I have two employees I contract for my outside catering gigs. They handle marketing and co-ordination. There are times I have as many as five people for this gig.

I have failed. But I dust myself off and get back into the hustle again. I’m aggressive. I handle competition by acknowledging that some people are better than I am. The street is a business school, and I learn from my competitors.

Rebecca Njeri Njihia, 24: The next big designer

I’m the founder and CEO of Local Girl Collection – we do customised and ready-made outfits. I started my company in 2014 with zero capital.

What I used to do was take orders from clients, and ask them for a deposit. I would make sure the deposit covered the cost of tailoring the garment. When I delivered the garment, the balance would be my profit.

That’s how I grew my hustle to where it is now – I have a shop at Imenti House in Nairobi, with one employee. I studied procurement at Jomo Kenyatta University of Agriculture and Technology, but I’m pursuing my passion: fashion.

I have failed many times, but I’m an optimist. In fashion, you have to be constantly innovative. You have to get your niche, know the trends and learn from other designers.

How do I handle failure? I have mentors. I ask for their guidance and opinions. I also get a lot of support from my husband.

I handle competition by providing quality garments, good service, doing customer follow-ups and having pocket-friendly prices.

I am all about uniqueness; creating stylish and distinctive garments for customers.

Amy Rapp, 50-ish: The companion dog trainer

I’m the founder and owner of Custom Made K9. I train dogs. I grew up on a game farm in the US, and we had working dogs. I’ve been in Kenya for about 13 years.

Dog-training is a science. I worked with Labrador Retriever Rescue in the US, but I also studied and read extensively on this subject.

When I arrived in Kenya, my household goods came in one shipment, while the suitcases that I brought with me in the aeroplane contained what I use for dog-training – what you would call my capital.

Custom Made K9 doesn’t have a business location. The best way to train dogs is to go to the client’s home, and work with the client and their dog. I also teach weekly classes at the East Africa Kennel Club and two other locations.

When I started training dogs in Kenya, eight out of 10 new clients complained about ‘signboard trainers’ – dishonest unprofessional dog-trainers.

I don’t have any employees. I have not found anyone in Kenya with the understanding of the science behind dog-training. So far, I’ve mentored only two people. I’m working with the East Africa Kennel Club to start a proper, science-based school for dog trainers.

I handle competition by being professional. My name is what is valuable to me. I keep time. I keep my word. Plus I never take clients’ money in advance.

Charles Rwara, 25: The monumental mason

I’m the CEO of Pecka Memorial Enterprises. I formed the company in November 2016 using my personal savings. We are situated along Kiambu Road.

We deal with the construction of headstones, memorial plaques, ceremonial plaques and terrazzo laying. Currently, I have two permanent employees, but when we have large orders, I hire casual labourers.

I have specialised in construction. I saw and seized this gap when a man asked me if I could construct a gravestone for his departed wife. I did my research, largely online, and coupled with my construction background, delivered beyond the client’s expectation.

My latest ‘almost failure’ happened in Kisii due to a communication breakdown. We erected a gravestone with the edifice’s heavy head facing the toes of the interred body. In the middle of construction, we realised that, because of the weight, the deceased’s toes were sticking out.

Failure is a learning curve. It’s the opportunity to do better next time. From the Kisii case, I have learnt that I must be doubly sure before I get to work.

I handle competition by making sure my clients are happy and satisfied.

Ruth Mwanzia, 28: The waterpreneur

I am the founder and CEO of Koola Waters. We have a factory in Karen and have employed 12 workers. I started Koola in 2014 with my savings and a boost from my family.

I studied mass communication and did an internship at Water Resources Management Authority, where I learnt about quality control, water technology and management.

I am on LinkedIn. My network is my net worth. Through networking, an entrepreneur can attract investors. Many people don’t share their ideas because of their fear of being copied, but I believe the market is big enough for all of us.

I’m not afraid of risks – nothing ventured, nothing gained. Still, one should take calculated risks. Discipline helps me stay on course.

There are myriad business opportunities, but mine was a calling. I grew up in Kitui, which is semi-arid and has water scarcity. We support numerous charity organisations, besides taking water to my countryfolk.

I credit my faith in God for the staying power. Also, through the media, I have pushed my brand. An entrepreneur must be consistent but patient. When I started, my biggest challenge was getting 10 customers. But now Koola is available in seven regions in Kenya.

Ibrahim Ochieng’, 50: The Jua Kali artisan

I’m one of the directors of Kiesta Industrial Technical Services. We offer mechanical, engineering and technical services. We have a shed at the Kenya Industrial Estates (KIE) lot.

We formed Kiesta in 1993. We did not use liquid cash as capital to start. All the directors of Kiesta are former employees of KIE.

The staff’s terminal benefits were turned into equity contributions, and KIE gave us machinery loans and the building on mortgage.

Our history has taught us that, like every coin, failure has two sides. We were employees who were laid off, which could be seen as failure, but we turned our situation around and became employers of 20 Kenyans.

We make spare parts and do machine repairs for companies like GlaxoSmithKline. We pride ourselves in efficiency and timely delivery, because many people out there have given those in the Jua Kali sector – especially mechanics and fundis – a bad name.

We handle competition by being efficient in what we do. Mechanical engineering is a challenging field. If you want to get into it, you must be a straightforward person. Otherwise, you will haemorrhage customers.

Ann Wanjira Mbuthia, 62: The educationist

I’m the founder and director of Sunrise School in Kayole. I was a teacher from 1976 in Nyeri before retiring on health grounds in 1990 and coming to Nairobi.

My heart has always been in teaching. In 1996, I looked for a business premise and found a building in Kayole, Nairobi. We rented the building and started off with one teacher, one cook and four pupils in a mabati building. The fee was Sh300 per month. These days, the pupil population fluctuates between 350 and 400.

We stayed on course because we decided to start small, and kept adding items like desks and chairs as the pupils increased.

To stay on course, I also ditched other side hustles, like being a GNLD marketer, because they were distracting me.

My husband later joined me and brought his unique skillset to the business. About six years ago, we started Royal Kids, our sister school in Tena Estate.

We minimise on risks as much as possible. We have grown slowly because we said that we would not take loans to expand. I had also started another school in Ruai, but we shut it down to solely concentrate on Sunrise.

Many businesses go under because they try to do too much too soon.

Our staying power comes from our statement of intent: we said we would not run because others were running. For instance, to date we haven’t bought a school bus. We have grown at our own pace; one class at a time.

Several years ago, we bought two plots where we are in the process of building a modern school.

Aasif Karim, 54: The insurance broker

I am the CEO of Aristocrats Insurance Brokers. We are celebrating our 26th year in business. We have offices in Uganda and Tanzania, besides owning our premises in Lavington.

Getting capital was not easy, but in insurance, you don’t need too much capital.

Insurance is a service industry. What you need are contacts, a good reputation and people who believe in you. Fortunately, because of my playing tennis and cricket for Kenya, I was already a household name.

I started with insurance, but I have diversified into property, sports and the stock market. Growth comes with challenges. But it’s important that you manage the investment through a well thought-out plan, and minimise the risks you’re taking.

I’m disciplined. I don’t take unnecessary risks. For instance, when most Kenyans are expanding, the first thing they think about is buying a bigger house and car.

I did things differently. I made sure my business foundation was rock solid before I went for luxury items. I stayed in a rented house, but I thought and planned ahead about owning property, and this gave the business stability.

About staying power? My costs were minimal. I didn’t bite off more than I could chew. In a business’ early years, you need to balance things and make sure you stay afloat and pay the bills. Slowly, you build a good reputation, which will impact positively on your credit rating. With a good credit line, you can take a loan and grow your business.

Joy Mboya, 56: The artpreneur

I’m the founder of The GoDown Arts Centre, a not-for-profit company that was registered in 2001 and became fully operational in 2003.

The drive to start the arts centre came from a clear absence of basic resources necessary for the development of artists and the arts sector.

Not-for-profits in the arts and culture sector often access funds from foundations or trusts with a like-minded vision. We did the same. The money that set us off was a grant from the Ford Foundation.

We stay on course and not fall for fads by doing things practically and, in the process, gaining real insights into the next steps.

Secondly, we make an effort to remain aware of the reality around us: what’s changing and why? But we are curious and therefore also open to new ideas and opportunities.

In high-risk situations, we consult to get other perspectives before acting. And in such situations, we also exercise prudence and common sense.

At our core as creatives, we are naturally risk-takers. However, as an organisation, we do this in measured, iterative steps. This allows us to learn and then pivot as needed without placing all our eggs in one basket.