Skip to main content

How Kenya’s James Mworia rose from intern to CEO in seven years




James Mworia (Picture: AfricaTalentbank.com)
James Mworia (Picture: AfricaTalentbank.com)
When James Mworia joined Nairobi-based investment company Centum in 2001 as a 23-year-old intern, his ambition was to “become CEO someday”. His job then was to file documents, but seven years later he was indeed appointed CEO, becoming one of the youngest senior executives in a Kenyan listed firm.
Mworia has now led Centum for seven years, and is credited with transforming the business, which was established in 1967. Centum has investments in a variety of sectors, including energy, real estate, financial services and fast-moving consumer goods.
Speaking to a group of young professionals and entrepreneurs in Nairobi, Mworia (now 37), credited his rise in corporate Kenya to humility and a hunger for personal development.
“In my experience the highest return on capital and time is investment in yourself,” says Mworia.
His curiosity and a “desire to be better” is what made him take up the internship position despite being overqualified. He already had a law degree, a Certified Public Accountant (CPA) title and was working towards a Chartered Institute of Management Accountants (CIMA) qualification.
“I was a qualified person, but you have to have that humility to… learn something. You must have that hunger to improve yourself,” says Mworia.
As a junior staffer, he would finish his own duties early in the day and offer to help his colleagues finish their tasks.
“It is because in doing, you learn,” Mworia explains. “I see many young people who have an opportunity but think because they are being paid Ksh.5,000 (US$48) they should give work worth Ksh.5,000. They come to work at 9am and leave at 4pm. They don’t wear a tie, they are never smart. What you are paid is immaterial. You should offer a [high level of] service not because of what you are paid – but because you stand for excellence.”
Becoming CEO
Mworia’s willingness to dream big has also served him well in his career. When the company CEO left and the position was advertised, Mworia studied the job requirements and mapped out what he needed to do to qualify. “What I was aiming for was to get ready – so that next time an opportunity presented itself I’d be ready to take it.”
In the meantime he climbed the ladder to become investment manager but after two years in the post he quit because he felt Centum was “very conservative”, and joined infrastructure-focused investment company TransCentury.
“I could have stayed and earned a good salary not doing much. But as a philosophy, I am more interested in the value I add.”
About 18 months later the Centum management asked Mworia to come back but he was not keen, again because he felt the company was “not doing much”. So the board asked him what he would do different?
He put together a strategic plan and presented it to them two weeks later. His goal was to grow Centum several times larger than it had progressed in 40 years. They saw his vision and hired him as CEO to execute the ambitious plan that has seen Centum expand its sector-focus, geographical reach and financial value.
Mworia adds he is never afraid to dream big, after all “dreaming is free”, but warns “if you set yourself only small goals do not be surprised if you actually achieve them”.
But success takes more than just grand dreams, and he notes many youth see the “glory” of big positions and wealth, but don’t acknowledge the amount of effort that goes into creating that success.
Creating value
According to Mworia, many people fail to recognise their true worth. When negotiating his pay package, Mworia says he looked at the value he would create at Centum.
“This is where people usually tell how they have gone to school and so forth. I told [the board] what I am interested in is to create value – and get a share of the value. If at the end of the year I have not added value, please invoice me what you have paid me for the year,” says Mworia. Today he is the fourth largest individual shareholder in Centum with 0.61% of the multi-billion shilling empire.
“Success is not what you have taken from others. It is a function of the value that you have added and the greater that value-add, the bigger the slice you get.”
source:http://www.howwemadeitinafrica.com/

Comments

Popular posts from this blog

Mohammed Dewji: A Made in Africa success story

Mohammed Dewji has built his family business from a $26m  trading and distribution company importing goods into Tanzania  into a manufacturer of multiple products and one of Africa’s few companies with revenues of over $1bn. His next target is to generate $5bn of revenues by 2020 and employ 100,000 people across Africa. Dewji is unassuming and doesn’t seek the limelight. However, this quiet demeanour should not fool you. Dewji is direct and to the point. He was voted Business Leader of the Year at the African Business Awards in 2015 and headed the Institut Choiseul’s list of leading young African economic leaders in 2016. As one tracks his career it is obvious to see why. His major feat has been to oversee generational change in the family business and, along with this, its complete transformation, growing its revenues from $26m in 1999 to over $1.5bn last year. He acknowledges the head start he received from being born a Dewji. The family business was very succes...

Joycee Awosika,CEO ,ORIKI:Inspired by Nature, Fueled by Passion

Leaving her job with a Fortune 100 power company was not an easy decision to make but a necessary one to pursue her passion of exploring the Agro-beauty sector. Joycee Awosika is the MD/CEO of ORÍKÌ (a luxury skincare brand that fuses natural ingredients & scientific research to create extraordinary personal care products) and a 2015 Tony Elumelu Entrepreneur recently recognized on the YNaija 100 Most Influential Women. Her first visit to Nigeria in 2011, was the propelling force to starting ORÍKÌ, in her words “I couldn’t help being impacted by the evident abundance of human and natural resources. Nigeria is a colossal gold mine that has been largely untapped and I felt a connection to the potential that could be explored… Beauty manufacturers and corporations around the world exploit the natural ingredients grown abundantly in Nigeria and other African nations yet there are very few proudly indigenous brands that compete globally. A few months after this visit, ...

Property CEO talks about opportunities in the Kenyan market

  The Greenspan shopping mall in Nairobi In November 2015 the Nairobi Securities Exchange (NSE) listed its first real estate investment trust (REIT), the Stanlib Fahari I-REIT.  The fund currently owns three properties in Nairobi – the Greenspan shopping mall and two mixed office and light industrial properties. It is now looking for additional investments. How we made it in Africa  talks to Fahari’s CEO, Kenneth Masika, on introducing a new security to the market, as well as some of the opportunities he sees in Kenya’s property sector. Below are slightly edited extracts.  Is the fund mostly focused on commercial property or is it also looking at residential? At the fund we’ve got a strategy where we want to create a diversified portfolio of quality assets, and so we are looking into the main sectors of property – that is  retail , commercial, light industrial,  hospitality , and residential. But what we are doing, to start with as we...