Voices of Change Interview Series: A Conversation with Muthoni Gakwa
Presented by the Be That Girl Foundation.
Host: Trizah Gakwa, Program Manager, Be That Girl Foundation
Guest: Muthoni Gakwa, Executive Director, Metis; Board Member, Kalobeyei Initiative for Better Life (KI4BLI)
Trizah Gakwa: Good morning, good afternoon, or good evening, depending on where you’re joining us from. Welcome to the first episode of the Voices of Change interview series by the Be That Girl Foundation, a private Swiss foundation that focuses on women and girls’ empowerment, particularly in Sub-Saharan Africa.
My name is Trizah Gakwa. I am the Program Manager at Be That Girl, and I’m really excited to be hosting and facilitating today’s conversation. I also have the great pleasure and privilege of speaking with an amazing, powerful, and inspiring leader - Muthoni Gakwa. Muthoni, welcome to this conversation. I’d like to invite you to briefly introduce yourself.
Muthoni Gakwa: Thank you so much, Trizah. It’s an honor to be here, and I celebrate the work that you and the Be That Girl Foundation are doing. I currently serve as the Executive Director at Metis, and I also sit on the board of the Kalobeyei Initiative for Better Life. I’m happy to be here.
Trizah: Thank you, Muthoni. For everyone joining us, I want to mention that towards the end of our time together, we’ll have a few minutes to answer some of your questions. Please feel free to engage in the conversation, share your thoughts, and post your questions - we’ll do our best to get to them before we wrap up.
Alright, Muthoni, let’s get right in. How has your background - your childhood, or even your early professional experience - inspired your commitment to women’s empowerment and educational equity?
Muthoni: Thank you, Trizah. I had an interesting childhood. I struggled a lot academically. I was often the child other classmates laughed at because I couldn’t write full sentences. Those early years were quite rough.
But I’m very fortunate - both my parents are educators. My mom and dad are teachers, and they made a significant investment in my education and journey. I wasn’t naturally the child who excelled in school, but their support helped me do well. By the time I finished primary school, I was the top girl in the district. I went on to do well in high school and university - all through public schools.
Professionally, I transitioned into the corporate space and have had the honor of working with organizations like the United Nations, Safaricom, Ernst & Young, and Metis. Looking back, I realize that because I received such strong support, I was able to access the opportunities I have now.
Every child in Africa deserves that same support. That belief has shaped my commitment to working in spaces that focus on education. And as a woman, I’ve seen how women often give back to their communities - which continues to inspire my commitment to women’s empowerment.
Trizah: Absolutely. Every girl and woman deserves that opportunity. You've worked in a variety of sectors, from corporate to nonprofit and even as an entrepreneur. How has that diverse experience shaped your strategic perspective to creating social impact?
Muthoni: No matter where I've worked, whether that's building my own business or working in the FinTech space or in the education space, there has been the overarching goal of the organization, for example, to make profits. Yet there's been immense opportunity even then to impact women and to impact the people that have been leading.
Whether it's starting my own business and having the chance to employ women to give them opportunities, these roles taught me that impact isn’t limited to one type of organization. I also realized that no matter where I'm placed, there's an opportunity to open doors for other women and to champion for other women to encourage them. I've also had many women open doors for me, so it's just giving back and reciprocity.
Trizah: That’s powerful. I believe that we can make a difference wherever we find ourselves. What values or leadership principles do you lean on most in your work?
Muthoni: Depending on the season of life I have been in, my values have evolved, but a few have remained constant. First, courage - It's related to a Metis value that says Do Hard Things. I’ve often found myself in unfamiliar, high-stakes environments, and practicing courage has helped me grow. And while we can do hard things, we can do even harder things together so the second key value is community - I never walk this journey alone. I draw strength from the people and spaces around me and I’m able to ask for help. Third is joy - in work as intense as development, it’s essential to keep practicing things that remind me why I am doing this work - I cultivate daily joy and reflection through gratitude. And lastly, growth. Our dad used to say, “Do it 12 times 12,” which does not mean aim for perfection per se. It means that we have an opportunity to give our best effort in everything and learn from it.
Trizah: I love that, especially the idea of cultivating joy regardless of outcomes. Some of the things that we are working towards in this space, we may not see in our lifetime. And so we can decide to be joyful about our input and our contribution on a day to day basis.
Let’s talk more about your work. Metis has impacted over 1.5 million children across East Africa. What are your objectives, and how do you ensure that these objectives are anchored in the needs of the communities that you serve and that they're scalable and sustainable?
Muthoni: At Metis, our mission is to build a world where all learners thrive. We use the A-B-C-D-E framework: Agency, Belonging, Creativity & Critical Thinking, Delight, and Expertise. We focus on working with grassroots leaders because they are closest to the problems - and often to the solutions. Our work is to equip, connect and amplify the work of local leaders so that they can create contextualized innovations because again, they know best. Through our flagship six-month program, leaders explore bold questions, such as how to provide education for refugee children or girls in nomadic communities. We’ve worked with over 160 leaders across Kenya, Uganda, and Tanzania. Many have gone on to influence national policy and curriculum , proving that grassroots innovation can have systemic impact.
Trizah: You also serve on the board of the Kalobeyei Initiative for Better Life (KI4BLI), which focuses on addressing the unique challenges of education for refugees. What makes KI4BLI’s approach effective?
Muthoni: KI4BLI was founded by Samuel Benja, a Metis fellow and a refugee himself. He’s lived in Kalobeyei for eight years, and that lived experience makes him uniquely suited to lead change there. The initiative both runs an early learning school called Light Academy as well as engages caregivers directly to ensure children’s development continues at home. We also have a program that allows the parents to make an income so that they can contribute to their child's holistic wellbeing. The KI4BLI team collaborates closely with local leaders and chiefs, which is vital for long-term success in such complex settings.
Trizah: Let’s talk about funding. How does Metis balance between meeting immediate programmatic needs and advancing long-term systemic change?
Muthoni: It’s a real tension. And I speak not just for Metis, but also for all the grassroots organizations that we support. The majority of funders want short-term impact -understandably so-, but systemic change takes years. What helps most is unrestricted, multi-year funding, which lets us plan sustainably and build essential relationships, like with government ministries. Some of our fellows have become part of national technical working groups or contributed to curriculum reforms - proof that long-term investment pays off.
Trizah: Have you had a standout philanthropic partnership that supported that vision?
Muthoni: Absolutely. One of our most transformative partners is a U.S.-based funder that prefers anonymity. Metis is where it is because of their funding. They provided five years of unrestricted funding, which allowed us to grow beyond Nairobi, support educators across East Africa, and build infrastructure. More than the funding, they were true thought partners - they visited, listened, asked questions and co-learned with us. It was a model relationship rooted in trust and curiosity. We were able to achieve so much and we are eternally grateful and continue to pursue relationships with such funders that go beyond money.
Trizah: That’s the kind of partnership that really fuels systemic work. As a board member at KI4BLI, what role does governance play in making sure philanthropic contributions are deployed efficiently?
Muthoni Gakwa: It really varies depending on the organization’s stage of growth. For both Metis and the Kalobeyei Initiative for Better Life, the board plays a central role in establishing reporting structures - things like board-approved budgets, regular financial reports, and annual audits. These foundational systems go a long way in ensuring responsible stewardship of resources.
But not all organizations are aware that such structures are essential. That’s why it’s so important to have someone on the board with a finance background - someone who can provide insight, ask the right questions, and help build strong systems.
One valuable lesson I learned during board training with the Segal Family Foundation is the importance of asking a simple but powerful question: “How can I help?” As board members, we sometimes assume what the team needs. But asking this question opens the door to trust. Everything really does move at the speed of trust. When the team feels safe enough to say, “I’m not sure how to approach this,” then board members can offer support in meaningful, relevant ways.
Transparency is also crucial - not just with the board, but with funders and other stakeholders. And while formal reports matter, what I’ve found really builds trust is having informal lines of communication as well. At Metis, we use a practice called Roses, Buds, and Thorns.
“Roses” are highlights - small wins or exciting developments that we might not ordinarily include in a quarterly report but still want to share. “Buds” represent opportunities, such as a new program we’re piloting or a partnership we’re forming. And “Thorns” are the challenges we’re facing - things we don’t often feel comfortable sharing but that are critical for building trust.
By being open with all three - roses, buds, and thorns - we invite our stakeholders into a more collaborative relationship, one that supports problem-solving and shared ownership.
Trizah: I really appreciate that. It reminds us that partnerships go beyond funding. Like we learned in Segal’s training, a funder can also be a champion. If you send me a “bud” about an upcoming program, I can use my networks to invite others or promote your work. Building relationships that are really about the impact and not just about the money.
Now that we’re on the topic of funding - what do you think are the critical gaps or common mistakes in philanthropy that are hindering progress, especially in education, leadership, or women’s empowerment?
Muthoni: One thing I’ve seen is that no single funder can solve everything, so funders understandably focus on what they believe will have the greatest impact. But what happens too often is disjointed efforts.
For instance, a funder may focus on early childhood education for girls - amazing work - but what happens when those girls move on to adolescence, or when they're moving from the learning to earning space? Without coordination across the lifecycle of impact, the effect is limited.
We need more collaborative strategies, where funders coordinate and align their efforts toward shared long-term outcomes. That’s how we avoid duplication and maximize the effectiveness of every dollar invested.
Another gap is the lack of investment in leadership and organizational development. Funders often focus on programs and outcomes, but those programs are delivered by people. Without strong, well-supported leaders and resilient organizations, programs aren’t sustainable. We need to invest in the capacity of leaders - not just the initiatives they manage.
The final issue is lack of contextual understanding. Some funders design solutions without deeply understanding the local realities. It's important that we work closely with the grassroots leaders who are on the ground and who understand the nuances of every program. Something could work in one county in Kenya and doesn't work in the other county.
Trizah: I recently spoke with a leader in Kajiado who’s working in girls' empowerment. In some Maasai communities, reusable menstrual products are culturally unacceptable due to beliefs around blood. A well-meaning funder might think reusable pads are cost-effective - but without cultural insight, such a solution can actually do more harm than good. Context matters deeply.
For funders like Be That Girl Foundation, what advice would you give about defining our priorities and identifying the most impactful interventions in the communities we aim to help?
Muthoni: First and foremost: true co-creation. And I emphasize “true” because it’s not about just inviting local leaders into the room. It’s about letting them lead the conversation - own the dance floor, so to speak. Too often, funders set the agenda and call that co-creation. We need to shift that dynamic and let grassroots leaders define what success looks like for their communities.
Also critical is early engagement with the government. Governments are the gatekeepers of policy and scale. If we bring them in too late, halfway in or at the very end, it limits the potential for long-term systemic impact. Ideally, funders should engage grassroots leaders and government actors from the very beginning - so when it’s time to scale, the foundation is already built.
Trizah: That ties beautifully into the broader conversation on decolonizing philanthropy, which has gained so much attention in recent years. What’s your take on it?
Muthoni: I fully support the movement to decolonize aid and philanthropy. We need to give resources to grassroots leaders so that they can have an impact in their communities. We talk about the importance of funding locally-led solutions, and most people agree. But in reality, less than 1% of global philanthropic funding reaches grassroots organizations.
So the real question is: if everyone agrees on this, why isn’t it happening?
A major barrier is lack of trust - a belief that local leaders can’t manage funds or deliver results. That mistrust blocks the flow of resources. This is a two edged sword. But I believe funders need to do their due diligence because there are countless local leaders with integrity, skill, and vision. Organizations like Metis and the African Visionary Fund can help connect funders with these high-potential leaders.
That said, local leaders also have a role to play. Africa is such a rich continent. We must demonstrate strong governance, transparency, and effective use of resources. If we prove we can manage resources well, the trust will follow. It has to go both ways: funders being more courageous and local leaders being more accountable.
Trizah: Well said. And now that we’re talking about access, philanthropy can feel like a closed club. Many NGOs struggle just to find out who is funding what. How can the donor landscape become more transparent and accessible?
Muthoni: It’s a great question. It’s not always about knowing who the funders are. Platforms like Segal Family Foundation offer directories with geographical and programmatic focus, but the real challenge is access - how to actually have a meaningful conversation with a funder.
One of our board members at Metis shared an analogy that really stuck: Imagine being the most attractive, generous person in high school. Everyone wants to date you - it’s overwhelming. That’s how it feels for funders. The ratio is skewed, and both sides feel pressure.
Most of the major gatherings where funders are present happen abroad. Local leaders don’t always have the budget - or the visas - to attend. So we need to bring the conversations to Africa, to the communities doing the work.
At Metis, during our annual Reimaginate Summit, we host Funder Roundtables - intentional, low-pressure spaces where funders and grassroots leaders can meet, share bios, exchange ideas, and start relationships. It’s not about pitching - it’s about understanding one another.
We also emphasize dignity in these interactions. If a local leader approaches a funder with a scarcity mindset - just asking for money - it becomes transactional. But if we approach them with curiosity, a willingness to learn, and a readiness to share our own priorities - the conversation becomes mutual. A conversation sounding like, “I'm here leaning in with curiosity. I want to learn from you. I want to hear about your priorities, and I want to share our priorities. Should there be alignment? We could partner.” It's dignifying when people feel like they can contribute something to the conversation and are not going there with a begging bowl.
And as you said earlier, funding isn’t always financial. A funder may become a champion, connector, or collaborator. We need to normalize that kind of partnership.
Trizah: Thank you, Muthoni. I love that reflection. You're right. I’ve spent most of my professional life on the implementation side, and now I find myself on the funding side - and I think that shift is a positive development in philanthropy.
Many funding organizations today are building local representation, and that matters. Being based here allows me to provide important context and insights about the work, to meet partners face-to-face, and to visit projects on the ground. It makes the work more informed, seeing the work in person and connecting with it.
At the end of the day, we’re all looking for impact. For example, I had a meeting with a potential partner just yesterday. There were a lot of questions about the money, and I had to pause and say: “Let’s connect with the heart of the work first.” Because ultimately, that’s what truly matters.
Another observation I’ve made - both from my previous and current roles - is that we need to show up in these conversations with clarity and generosity. Be clear about whether there’s alignment, and communicate that early. And if we can’t fund someone at this moment, we can still offer feedback or make introductions. That spirit of generosity can go a long way.
Muthoni: Absolutely. And I want to speak to that a bit, Trizah. There’s an unhealthy dance that happens sometimes when grassroots leaders pursue a funder for months, not knowing where they stand.
Most grassroots leaders wear many hats - they’re managing programs, finances, communications, fundraising - everything. It’s much more dignifying if a funder can say “no” clearly, rather than dangling hope indefinitely. Clear is kind. The sooner a decision is communicated, the better for everyone.
Trizah: I couldn’t agree more. Now, let’s take a step forward. Looking ahead ten years from now - what would a transformed landscape for women’s empowerment and education in East Africa look like? And how do you envision Metis and KI4BLI contributing to that future?
Muthoni: In ten years, I hope foundational literacy and numeracy is no longer a crisis issue in Africa. According to the World Bank, 87% of children on the continent are currently in learning poverty, meaning they can’t read or do basic math at their level.
We can’t talk about STEM for girls, or digital empowerment, or innovation until we address this basic foundation. It’s called “foundational” for a reason. My dream is that this issue is behind us, and that all children - especially girls - have the literacy and numeracy skills they need to thrive.
I also hope we’ll see men championing women’s empowerment - because women don’t live in isolation. We live in communities. I want to see more women in STEM, more women shaping policy, and broader recognition that empowered women build stronger societies. I hope that our continent can recognize that when women are empowered, they're not a threat. They make the world a better place for everybody.
Achieving this requires working at the grassroots level, shifting mindsets, and supporting community-led solutions. That’s what the Kalobeyei Initiative is doing in Kakuma. And Metis has supported over 150 grassroots education leaders across East Africa - we intend to keep growing that work and supporting scalable, local innovation.
Trizah: That’s a powerful vision. Now let’s talk about technology. In this age of artificial intelligence, how do you see AI shaping the future of education on the continent?
Muthoni: AI presents an incredible opportunity. We’re facing a global teacher shortage, and many teachers are overwhelmed with lesson planning, grading, and admin work. This is time that could be used with a learner and concentrating on the learner. AI can help by automating routine tasks, freeing up teachers to focus on learners.
Of course, there’s fear - some teachers worry AI might replace them. But I don’t believe that. Used well, AI is a tool to support educators, not replace them. There’s also concern that students might lose creativity or critical thinking. But that’s where balance comes in. Children still need to be outside, learning through play, engaging in hands-on activities.
That said, Africa risks being left behind. Most AI platforms are being built elsewhere. We must actively participate in creating our own tools. The Kenyan government has launched the National AI Strategy 2025–2030, which is promising, but we need to move with urgency.
Trizah: I hear you. Just this morning, I was in a meeting where we discussed introducing digital skills to secondary school girls. And someone rightly asked - do they have the foundational literacy to even benefit from digital programs? We have to start there.
So, if you could spark one policy change or ignite a high-impact movement across the continent, and how would it have a ripple effect for women and communities across the continent what would it be?
Muthoni: I believe that the progress of this continent is heavily hinged on our leaders and the people in power. I would weave values-based leadership education into the curriculum - from early childhood through to university. As Chinua Achebe wrote in The Trouble with Nigeria, our biggest challenge isn’t infrastructure or systems - it’s leadership.
We need to teach our children what it means to lead with integrity, courage, and service. Many of our traditional cultures had these values embedded - but we’ve moved away from them. I believe that if we raise ethical leaders, we’ll have systems that work and a more just world. And when systems work, women get access to quality education, resources are stewarded well, and the entire continent thrives.
Trizah: Yes - yes to leadership rooted in values. What advice would you give to young women or emerging leaders who want to drive social change in their communities?
Muthoni: I would say: “Confidence yourself!” There’s a song that goes like that - and it’s my anthem.
We often think we need to be fully ready before stepping up. But we learn by doing. This world won’t get where it needs to go without us. So take the risk. Say yes to new challenges.
And don’t walk alone. Find someone who can hold your hand, and someone whose hand you can hold. Community is key. It will carry you. Let’s reimagine our world.
Trizah: That’s such a powerful reminder - “confidence yourself.”
One final practical question: How can people engage with the work of Metis or Kalobeyei Initiative for Better Life? Are there specific programs or opportunities they should know about?
Muthoni: Definitely. At Metis, through our fellowship program, we support and provide resources to 10–30 grassroots leaders each year who are passionate and are creating innovations to solve problems in education.
You can partner with us by sponsoring a fellow, mentoring leaders, or supporting the program itself. And if you’re an educator or innovator, you can also apply to join the fellowship.
At Kalobeyei Initiative, our early childhood school program has grown from 92 children in 2023 to 177 this year. Our goal is to reach 500 children in the next three years - but even that won’t meet the massive demand in the refugee camp.
If this excites you, you can support financially or connect directly with our founder, Samuel Benja. I’m happy to make introductions.
Trizah: Thank you. We’ll make sure your contact info is dropped in the chat. Now, a few quick questions from the audience.
Can you briefly explain the A-B-C-D-E framework you mentioned? And also, how can funders be better educated about local context?
Muthoni: Sure. The A-B-C-D-E framework is how Metis defines thriving learners, based on what our community co-created (in line with CBC):
A – Agency: Learners take initiative and problem-solve the challenges they face and not wait for help externally.
B – Belonging: They feel part of a community and contribute to the greater good of that community.
C – Creativity and Critical Thinking: They think independently and explore multiple solutions. ‘Are we using play to build creativity?’
D – Delight: They find joy and meaning in learning.
E – Expertise: They master foundational and future-focused skills - from reading and math to robotics.
To help funders understand context better, we recommend site visits and in-country convenings - having meetings that happen locally really helps to expose external partners to the context that exists. Also, fostering open communication. One method we use is our Roses, Buds, and Thorns framework. It creates space for honest, real-time sharing of highlights (roses), opportunities (buds), and challenges (thorns).
Trizah: For those not based in Kenya - CBC refers to our Competency-Based Curriculum, which is a newer model that emphasizes skills and competencies over rote memorization.
I also want to affirm something for grassroots leaders: you are solving the problem. Don’t feel like you’re coming to the table with a “begging bowl.” You are brave and courageous. You're the one who's addressing the problem, and you need to walk into that conversation with that realization. You are equal contributors in the effort to create change.
You have a lot to offer, not just because you're leading on the ground, but because there's a lot of assets that your community has and that you have to offer in this conversation. And that one of those assets is context. Nobody can take that away from you. Only a leader embedded in a Maasai community, for example, can explain why reusable menstrual products might be taboo. That kind of context is irreplaceable. Local leaders need to own that power.
One quick follow-up - can you break down Roses, Buds, and Thorns a bit more?
Muthoni: Of course. Here's how it works:
A Rose might be: “We did a team-building activity and discovered new strengths in our team dynamic.”
A Bud could be: “We have a vacancy in the organization and we want to hire someone to help us with impact. Do you have networks or recommendations that would help us fill this position with a high quality person?”
A Thorn might be: “This program didn’t meet expectations - we’d love your perspective on why.”
It’s a simple tool to foster trust and reciprocity, and to keep communication open.
Trizah: Thank you, that’s really helpful. We’ll make sure to follow up with anyone who wants to try it out.
Last audience question - on corruption. You mentioned it earlier. Any final thoughts?
Muthoni: Corruption is real, and it happens at many levels. It’s overwhelming. But we can each do our part by refusing to participate - refusing to pay bribes, refusing shortcuts. At the policy level, we need more leaders held accountable.
I was encouraged to see a politician recently arrested for corruption here in Kenya. That’s a start. But more is needed. If we can be good stewards of our resources as a nation and as a continent, then there will be more trust and more resources coming in.
Long-term, we need to tackle this problem from cradle to career. We must teach values-based leadership from early childhood. If we raise a generation that sees leadership as service, not power, we will change this continent.
Trizah: I truly believe that too. And let’s not forget: philanthropy exists because government systems are failing. It’s easy to want to avoid working with the government because of corruption - but if we don’t engage them and only point fingers, we’ll never fix the root problems. We must push for accountability and partner where we can.
Thank you, Muthoni. What an insightful conversation. We’re almost out of time. As we prepare to close, is there any lasting message you’d like our listeners to take away today? Whether it touches on women’s empowerment, education, equity, philanthropy - what would you most like people to remember?
Muthoni Gakwa: Yes, thank you. I would leave you with two thoughts.
First, a critical question for both funders and implementers to ask is: How do we structure our work so that we’re not needed 50 years from now? Too often, philanthropy is designed in a way that creates a cycle of dependence - aid comes in, programs are delivered, and then aid is needed again. That dependency puts communities at the mercy of external actors. And as we’ve seen, aid can be withdrawn at any time.
We have to shift that. Whether in education, food systems, or health - our programming and development must build self-sustaining communities. Instead of giving food, we must build the capacity to grow food. Sustainability must be built into the very structure of our work.
Second, I’d say this: Injustice anywhere is injustice everywhere. That truth should guide how we live. It can feel overwhelming to face the scale of global problems, but what matters is that we do the small things - with great love - right where we are. Whether your sister is in Samburu or in Nairobi, we are deeply connected. We’re not separate from one another.
So my invitation is this: do what you can, where you are, and trust that it matters.
Trizah: That’s so powerful. To all the funders listening - work yourself out of the job. That’s a challenging idea, but it’s essential if we want to see true transformation. Build sustainable systems and communities.
And for all of us - injustice anywhere is injustice everywhere. Let’s do the small things with great love, right where we are. Do small things with great love. Is it Mother Teresa who said that?
Muthoni: That’s actually a Metis value. We do small things with great love, right where we are.
Trizah: I love that. Muthoni, thank you so much. This has been such a refreshing, inspiring, and deeply insightful conversation. Thank you for showing up with such honesty and depth, and for the incredible work you’re doing through Metis and Kalobeyei Initiative.
And to everyone who joined us today - thank you. Thank you for your time, your energy, your questions, and your presence.
My invitation to you is this: don’t let this conversation end here. Choose just one thing you can do differently or reflect on more deeply. Let that be the start of your ripple effect.
This is just the beginning of the Voices of Change series. Wishing you all a wonderful day, afternoon, or evening - wherever you are.
Thank you. Goodbye.
Muthoni: Thank you.
Link to the interview: https://www.linkedin.com/feed/update/urn:li:activity:7316391464391905281