{"id":2042,"date":"2020-10-16T14:30:19","date_gmt":"2020-10-16T14:30:19","guid":{"rendered":"https:\/\/idronline.org\/2020\/12\/23\/mixing-the-personal-and-professional-failure-stories-leadership-cofounder-conflict\/"},"modified":"2025-02-20T16:12:08","modified_gmt":"2025-02-20T10:42:08","slug":"mixing-the-personal-and-professional-failure-stories-leadership-cofounder-conflict","status":"publish","type":"post","link":"https:\/\/idronline.org\/kn-in\/mixing-the-personal-and-professional-failure-stories-leadership-cofounder-conflict\/","title":{"rendered":"Mixing the personal and professional"},"content":{"rendered":"

This article is part of Failure Files<\/a>, a special series conceived by India Development Review<\/a> in partnership with Acumen Academy<\/a>, where social change leaders chronicle their failures and lessons learnt.<\/i><\/p>

In 2013, I moved to Busia, Kenya, my rural home, for work. Disturbed by the widespread poverty and how it affected people I knew, I decided to do something about it. And so, in 2016, I began the journey of setting up a microcredit company, Imarisha Network Enterprises<\/a> (‘imarisha<\/em>’ means ‘make better’ in Swahili), in partnership with my cousin’s spouse.<\/p>

In the company, my focus areas included increasing the visibility of the organisation, mobilising financial resources, and building partnerships, while my partner undertook the day-to-day running of the organisation. For two years, our synergy was symbiotic. It bore fruits in terms of organisational growth, which was further amplified when, in 2017, I quit my job to devote myself fully to our company.<\/p>

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Listen to this article instead. <\/em><\/strong>
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