On the 15th January at around 3pm local time there was an armed attack on the Dusit Hotel in Nairobi, Kenya.

At this time we can confirm that all our staff members are safe and accounted for. However, we are deeply saddened to hear that a number of colleagues have lost friends. Our thoughts are with them all at this difficult time.

There has been a public appeal to donate blood at local hospitals in Nairobi, we would encourage our employees and friends to do so where possible.


Trying to work out if the money spent on development projects has made a real difference is hard; when this money is directed at sensitive and intangible goals like countering violent extremism (CVE), this gets even harder. CVE programmes, by nature, are designed with ambitious goals; they often seek to reduce or eliminate the violent extremist threat in a specific area, which is seemingly impossible to prove. So how, then, do we try to identify any sort of impact or changes in CVE programmes and attribute these changes to specific interventions?

Since inception, Wasafiri has understood profit as a goal secondary to achieving wider social value. Through the rigorous B-Corp certification process, this has now been formally recognised, joining the ranks of highly respected companies such as Patagonia and Ben & Jerry’s.

As practitioners of preventing violent extremism (PVE), our aim is to reduce the drivers and enablers of extremism, whatever they may be, and in doing so, reduce the willingness to engage in or support violent acts against ‘the other’. As empathy is traditionally associated with lower propensities towards violence, this has led to the fostering of empathy as a program goal in some PVE activities. Messaging and alternative narratives are often included in PVE programming in pursuit of this aim.

Could a new initiative on graduation from poverty help eliminate extreme poverty in Kenya?

I’m heading out to Nairobi from London to help evolve how efforts to reduce poverty in Kenya are done. In the international development sector, and in the business world, improving the incentives for a large number of organisations to work together, and helping leaders in those organisations navigate a complex landscape that works better for the whole, can add genuine value.

What do you do when faced with a problem so vast so complex and so confusing that you can’t really work out what’s going on and have little idea what to do or where to start? The short easy answer is – you don’t work on it; the longer, harder answer is you work on the conditions that create the problem.