Along the Nakuru-Eldoret highway, at Great Northern Business Park, there’s a business called Pharmchem Laboratories Kenya Ltd. It manufactures a wide range of eco-friendly and essential products. Its portfolio includes ethanol-based fuels under the Moto Blue brand, denatured alcohols such as methylated and surgical spirits. It also offers hygiene and cleaning solutions like handwash, sanitisers, dishwash, and multipurpose soaps.
Walking into the managing director’s office, you expect a seasoned corporate veteran in their forties or fifties. Instead, you meet a 23-year-old Gen Z leader calling the shots, directing operations, and managing a workforce with staff old enough to be her parents.
But Ann Njoroge is not merely an MD. She’s cut for the corporate world and has also invested in the company, making her amongst the youngest entrepreneurs, while youths her age are out there tarmacking or balancing books.
She holds a degree in business management and balances her corporate role by studying electronic media communication on the side.
Moto Blue, the name the business trades under, has another branch in Nairobi at General Motors behind the Turkish Business Centre. She fields questions.
What inspired the idea behind this business, and what drives your vision for the company? What is the company involved in?
Moto Blue was born out of a desire to provide safer, more sustainable cooking techniques for families, particularly women and children. My vision is based on the goals of promoting health, safeguarding the environment, and empowering communities. Moto Blue is involved in manufacturing and distributing clean, fuel-efficient cookstoves and hygienic household products to promote healthier, safer living.
How do you stay ahead of the competition in your industry, and what sets your business apart?
Moto Blue stays ahead by innovating eco-friendly stoves and hygiene products, actively involving communities, and maintaining affordability, which helps build local trust. Moto Blue distinguishes itself by focusing on bioethanol and fuel gel stoves, empowering women and youth, and providing custom-designed solutions for Kenyan households.
What are the biggest challenges you’ve faced as the MD, and how have you overcome them?
One of the most difficult issues has been shifting people’s perceptions about traditional cooking and hygienic practices. I overcame this by concentrating on community education, building trust to make our solutions more affordable and accessible. In terms of leadership, as a young director is being underestimated.
This has fueled my desire to transform doubt into a driving force for innovation, resilience and outstanding results, as well as to showcase my potential.
How do you approach innovation and staying up-to-date with industry trends?
I cultivate a creative environment, support fresh ideas, and remain current by attending industry events and networking with experts. This keeps the firm nimble and responsive to emerging trends. Staying up-to-date means constantly learning, embracing new technology, and tailoring global trends to local needs.
Can you walk us through your decision-making process when faced with a critical business decision?
When making a major business decision, I start by precisely defining the problem and gathering all necessary facts. Then I explore other choices, consider their benefits and drawbacks, and select the greatest match for our objectives. After making the decision, I monitor the outcomes and make adjustments as necessary. This keeps decisions thoughtful and effective.
When making critical decisions, I begin by gathering information and considering risks and possibilities. I engage with my team or partner, and then select the alternative that aligns best with our vision, values, and long-term impact.
How do you foster a positive company culture, and what values do you prioritise?
I promote a positive culture by leading with openness, teamwork, and respect. We prioritise integrity, innovation, community impact, and putting people first in all we do.
What are your top priorities for the business growth and development in the next five years from today?
Moto Blue’s next five years will focus on scaling adoption, innovation, partnerships, and impact – all while positioning itself as a regional leader in sustainable clean cooking. Clean cooking is more than simply stoves; it’s about health, dignity and a greener future.
How do you measure success for your SME, and what key performance indicators do you track?
Customer retention, revenue growth, and return on investment, all important criteria for assuring long-term and informed market decision-making, have a substantial impact on SME growth.
How do you build and maintain relationships with key stakeholders, such as customers, partners, and investors?
I establish and sustain relationships by being truthful, keeping commitments, and adding value for all stakeholders via trust, consistency, and cooperation.
What advice would you give to aspiring entrepreneurs or SME leaders, and what lessons have you learned along the way?
Stay resilient; quality should not be compromised; start with a clear goal, and actively listen to
consumers. A lesson learned is that partnerships are powerful, and patience and tenacity are essential for overcoming obstacles.
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