Q: You graduated from Utalii, one of Africa’s best hospitality schools. Why did you feel the need to start something new?
A: Utalii gave me a solid foundation. But I realized the industry was moving toward specialization. Hotels and airlines wanted people who could hit the ground running in very specific roles. I saw a gap for a niche institution that focused on aviation and high-end hospitality. I wanted to create a bridge between general training and industry-specific demands.
Q: What was the hardest moment in your entrepreneurial journey?
A: The first two years. I had few students, no permanent campus, and people telling me I was wasting my time. But I believed in the vision. That moment taught me that persistence is very important.
Q: ATRS is known for its high job placement rate. What is your secret?
A: We don’t just train students; we train them for specific jobs. Every course is designed with input from our industry partners. We also have a strong internship program. Our students spend as much time in real hotels and airports as they do in classrooms. By the time they graduate, they already have a network and a reputation. Employers trust us because we only send them our best.
Q: How do you select your students?
A: I interview every single applicant personally. I look for attitude, not just grades. I want students who are hungry, humble, and willing to work hard. I can teach skills, but I cannot teach character. If a student has the right mindset, we can mold them into a world-class professional.
Q: What is the biggest misconception about hospitality education in Kenya?
A: That it is a fallback career. Many people think hospitality is for those who couldn’t become doctors or engineers. That is wrong. Hospitality is a global industry worth trillions of dollars. A well-trained hospitality professional can earn more and travel more than many other professionals. We need to change the mindset.
Q: You have kept ATRSC small. Will you ever expand?
A: I am open to expansion, but not at the cost of quality. If I open a second campus, I will ensure it has the same standards. I would rather have one excellent institution than ten mediocre ones. Growth must be organic. I am not interested in being a franchise. I am interested in being a benchmark.
Q: What advice would you give to a young Kenyan who wants to start a business?
A: First, solve a real problem. Don’t start a business just because you want to be your own boss. Find a gap, study it, and fill it. Second, be patient. Success does not happen overnight. I struggled for years before ATRSC became profitable. Third, invest in people. Your employees and your customers are your greatest assets. Treat them well, and they will carry you forward.
Q: What is your vision for ATRSC in the next ten years?
A: I want ATRSC to be the go-to institution for aviation and hospitality training in Africa. I want our alumni to be CEOs of major hotel chains and airlines. I also want to establish a research center that studies hospitality trends and helps shape policy. Ultimately, I want to prove that African talent can compete with the best in the world. We are already doing it. I want to do it on a larger scale.
Q: Finally, what keeps you going?
A: The students. Every time I see a graduate walk into a job at a top airline or hotel, I feel a deep sense of pride. I know I played a small part in their success. That is what keeps me going. That, and the belief that Kenya has the potential to be a global leader in hospitality. We just need the right training, the right attitude, and the right people. I am trying to build those people, one class at a time.
