“What’s so striking about Betty Wamaitha? What makes her different?” I ask myself as I research the Chief Marketing Officer (CMO) at Quickmart Supermarket before our interview. Is it her illustrious career that I peruse on LinkedIn, or is it that she is a mover in the often-slippery world of retail trade in Kenya? Is there something more to her?
Seems, I wasn’t prepared enough, for when we meet, she is the opposite of what I imagine — Young(ish), exuberant, with a lengthy chuckle, she is dressed in Oxford black boots and an overwrap black dress. Her Brazilian wig flowing to her backside, with glittering red spiky talons and full make-up on. “I am from a photoshoot,” the 39-year-old mother of two explains.
But in Betty, what you see is hardly what you get. Her substance lies in what comes out of her mouth. Words that speak of resolute focus, resilience and someone who is always learning from her mistakes. “I am far from perfect... God knows... I have made many mistakes,” she remarks when I tell her that hers sounds like a picture-perfect life.
Her story starts from her grandparents’ house in Pumwani, Nairobi. She is the first of two children born to a single parent, so her grandparents raised her. As a granddaughter of one of the Rwathia founders, Betty learned business from the best.
In the 1930s, a group of poverty-stricken boys from Rwathia village in Kangema, Murang’a County, walked to Nairobi with nothing but a burning dream to find that elusive money.
Eighty years later, the value of property owned by Rwathia businessmen in Nairobi, Thika, Murang'a, and other towns runs into billions of shillings.
Betty was hired 10 years ago when QuickMart had only three branches. Now, with 61 branches under Private Equity management, she oversees digital transformation, new customer cultivation, and employees with a mean age of 23—mostly Gen Z—which has brought unique learnings in management.
How did your grandparents influence you?
My grandfather was a businessman, one of those Nyamakima guys who were part of the famous Rwathia group. He used to tell us stories of coming from nothing. My grandmother was also a businesswoman— she ran kiosks around Pumwani and Gikomba. I used to go everywhere with my grandmother. Looking back, that early exposure to business shaped me in ways I couldn't appreciate then.
When you’re exposed to business from a young age, you pick up skills you can’t learn in school. I would help my grandmother sell bananas. She’d source them from Murang’a, ripen them, and I'd help sell them.
She’d give us a small basket to carry them. Then we’d come home and account for everything. I remember being clever—if my cousins sold a banana for Sh1, I’d sell mine for Sh2 and pocket the difference!
My grandmother is retired to the village now but we’re close. We just did a photoshoot together recently. My grandfather has since passed away.
Your career began right after high school. What was that early journey like?
I started working in 2004, right after finishing Form Four. I finished school on a Friday, and by Saturday, I was working at Tusky Mattresses as a merchandiser, making Sh300 a day—which felt huge then!
I wanted more, so I enrolled at Strathmore University and initially for an accounting course but changed to CIM (The Chartered Institute of Marketing)—which was perfect for me. Then I joined University of Nairobi to study Bachelor of Commerce- Marketing option.
While still studying, I got a job at a local media house, selling business directory ads. It wasn’t easy, but I learned resilience, sales tactics, and negotiation—skills I still use today.
Later, I became Country Lead for Kenya at Monitor Publications Uganda, managing Ugandan advertising for Kenyan businesses.
What drew you to retail?
In 2012, while consulting, I reconnected with marketing while helping L'Oréal establish trade marketing in Kenya after they bought Nice & Lovely. Traveling around the country to recruit distributors gave me firsthand insight into retail dynamics, which sparked my passion.
Then one day, I was at Quickmart’s, Roasters branch and had this amazing samosa—so fresh and clean that I just had to meet the owner. I didn’t know him. But I ensured I met him.
He turned out to be a young visionary, and I pitched the idea of formalising Quickmart’s marketing. Back then, retail was purely operational—orders, shelves, and sales, with no structured marketing.
I started as a consultant, creating marketing strategies, negotiating with suppliers, and making store launches into events—all without adding costs.
As CMO, I am now responsible for shaping the overall customer experience. I also manage key stakeholder relationships, working closely with suppliers to build strong partnerships and co-create joint business plans.
How did Quickmart start?
It began as a wholesale store in Nakuru, started by Duncan’s (Kinuthia) father—similar to how Nakumatt started, though they were never connected.
Duncan, started small. His father, John Kimuyu, initially set up a shop called Kids Supermarket for his children. But Duncan saw bigger opportunities beyond Nakuru and decided to expand into Nairobi. And the rest, as they say, is history.
Quickmart went from family-run to corporate with outside shareholders. How did that change things?
That transition was essential for our growth. Bringing in investors required the introduction of corporate governance and more structured decision-making. Previously, conversations were casual—decisions could happen in passing. This shift transformed Quickmart from a family-run business into a corporate powerhouse.
Retail can be unpredictable. Many major supermarkets have collapsed. How does Quickmart plan to stay strong?
We’re fully aware of the challenges, which is why governance and structure are central to our strategy. Bringing in investors, establishing a board, and ensuring structured decision-making has been crucial.
Today, every major decision goes through our board. Our chairman—from the private equity fund—has over 30 years of global retail experience. This ensures our expansion is based on solid business models rather than impulse.
Before opening any new store, we conduct extensive market research. We use data-driven decisions. Research companies tell us about turnover potential, ideal store size, and sales projections. Everything is backed by numbers and market analysis for long-term sustainability.
What’s the future of retail in Kenya?
E-commerce is something I am very excited about. Currently, from a statistical point of view, e-commerce value is at five percent of total trade.
That says there’s a huge opportunity. Our typical Kenyan population is youthful—70 percent are under the age of 35. Internet penetration and smartphone adoption are at 80–90 percent. Mobile money usage is high. That tells us the infrastructure is set.
You lead very young employees. How does that affect your leadership approach?
Leading today means owning up to your mistakes and truly listening. During our rapid expansion, we initially missed some staff needs. We fixed that by creating open feedback channels so employees felt heard.
I also remain grounded and relatable, that way I am easily approachable to all. See, even my dressing, I have had to change. Plus, you will find me often on the shop floor and not in my office, interacting and learning.
What lessons have you learned about hiring?
Hiring at scale requires strategic HR models. We have over 7,500 employees and counting, so staffing isn’t just about filling positions—it’s about ensuring the right fit.
One key learning is leveraging outsourcing firms. They handle background checks, paperwork, and statutory deductions, ensuring compliance with government regulations. But beyond hiring, our focus is brand connection—employees, whether hired directly or through outsourcing, must identify as our staff and embrace our brand culture. That’s where my work begins…training new hires to fit in.
How do you balance leadership with family life?
Delegation is key. I lead a large team and prioritise my mornings: I wake up at 3:45am to pray and plan the day for my children (aged 13 and 4). By 5am, I’m at the gym, and by 7am, I’m in meetings or visiting stores—I prefer being on the trade floor over sitting in boardrooms. By 5pm, I wrap up work; evenings are strictly family time with no phones.
Work-life balance is often discussed but rarely achieved. What’s your take on it?
I think it’s an illusion to believe there’s ever a true work-life balance. At any given time, one aspect of life takes priority. The key is removing guilt—if today is about family, that’s fine; if today is about work, that’s also fine. It’s not about achieving balance but rather accepting the ebb and flow.
There’s often pressure on women leaders—too assertive means “aggressive,” too gentle means “weak.” What works for you?
Leadership isn't about what you do—it’s about who you are. Who I am has to inspire people toward our shared vision. If people don’t believe in my integrity or character, even if I pressure them, they might comply but won't truly commit.
As leaders, we make primary choices. I want my team to own their journey and feel that I have their best interests at heart as we work toward our goals.
What have you learned about Kenyans’ shopping habits?
Kenyans have some interesting habits! For example, during promotions, most wait until the last minute. We might run a promotion from January 1st to 30th, but see the highest traffic on the 29th and 30th.
We’ve adapted by introducing a daily “happy hour”—at 17:59, you might get a bottle of water for just Sh2. This brings steady traffic to our stores.
Kenyans also prefer consistency. When we rearrange a store, customers often say, “No, I don’t like this. I’m used to having my water right here. I don't want to think about where to find it.”
Another insight: Kenyans appreciate friendly service. You can’t just jump into business—you need to start with “Sasa, umeshinda aje (Hi, how was your day)?” It's these cultural nuances we've had to embrace.
How has social media shaped your brand?
Social media is huge—everyone’s on their phones, and platforms like TikTok are where the eyeballs are. Kenyans spend an average of 80 minutes a day on TikTok alone. That’s unmatched visibility.
But it’s a double-edged sword. One small mistake can go viral in minutes. I always say—even a hard chapati can become a national debate! That’s why we have a dedicated digital team that monitors, responds fast, and directs issues to the right store for resolution. Whether it’s a faulty product or a warranty issue, we act quickly.
We also use online feedback to improve. Once, customers asked for more onions on our hot dog. We made the tweak—and sales doubled. That’s the power of listening online.
Influencer marketing can be risky. How do you manage that?
It definitely has its highs and lows. One week you’re celebrating a great campaign, and the next, a personal scandal drags your brand into crisis mode. People change—there’s no guarantee who they’ll be tomorrow. That’s the gamble with influencers. But when it works, it’s gold.
What excites you about the future of retail and your own career?
Retail’s transformation has been incredible. We’ve evolved from small informal shops to structured businesses, with Kenya leading in Africa.
My journey—from earning Sh300 a day to becoming CMO—proves that focus and resilience can overcome even the toughest challenges.
My aspirations go beyond marketing. I want to make a broader impact—not just for women, but for Kenya as a whole. Retail used to be seen as a struggling sector—now we're major taxpayers. How do we keep that positive story going? How do we inspire others to join an industry many had given up on?
The future of marketing is digital and AI-driven. Marketers need to stay aware of this reality and develop skills AI can't replace—negotiation, selling psychology, authentic storytelling, and human connection will always be valuable.
AI is a powerful tool, but as marketers, we must future-proof our skills for whatever comes next.
