The right people in organisations display window and mirror maturity; when things go well, the right people

point out to the window, giving credit to factors other than themselves; they shine a light on other people who contributed to the success and take little credit themselves. Yet when things go awry, they do not blame circumstances or other people for setbacks and failures; they point to the mirror and say; I am responsible. Salutations sir! It now seems that the inevitable will happen. You, our beloved Mr Chairman,is surely leaving the Standard Group. Though sad, that is the reality. I am filled with pity when I imagine how Peter Gichui and other hangers-on will miss addressing you as Mr Chairman in those long, dreary meetings that achieved less with each sitting complete with powerpoint presentation. There are those waiting for October 1, 2012 to shout their hurrahs and toss to a life without the eternal meddler, the mr know-it-all, the great destroyer! And there are those like me, who are saddened by your departure. But then, truth be told, it marks the end of a comedy of errors that started in early 2005. I am sure you keep asking yourself how a people you sacrificed so much for could easily turn against you and bringthe Group down and with it your long, cherished dream of doing to the Kenya media what Michael Joseph did to the mobile telephony or what Steve Jobs did to the computer world... As you toast the champagne for long life tonight, we will all reflect at the missed opportunities and the lost future, but thank heavens, without you our dear Mr chairman. Thanklessness is the nature of man, you may say. I agree. I am surethat those giggling behind your back (and our backs) are saying that Mrchairman finally gets a test of his medicine. To cut a long story short, Mr Chairman, you were given the test of the same medicine you administered on Tom Mshindi, MutumaMathiu, FaridahKaroney, ZiporahMusau, Chris Kisire, John Opiyo, Moses Kurgat, KwendoOpanga, Paul Wanyaga and lately SaavjeetChanna and many small fish in the Group including John Kamonde and editors and the IT staff sacked early this year. Very funny, the image of Kwendo staring into live TV cameras with a gun held to his head saying he had opted to retire must haunt you forever. DID anyone see that? A journalist of impeccable qualities forced to resign, at gunpoint? But surely, where did the rain start beating you,Mr Chairman? All seemed to be going smooth, but that was NOT true. You created a make-believe world for yourself and for those of us who believed you. The reality is newspaper circulation has remained constant for years falling to 53,000 for the Sunday title (a world record) under your beloved WokaNyagwoka. And advertising revenue especially in the broadcast division have dipped considerably. It went according to plan for you after you axed all directors ending with Channa whom you belatedly said if you were to be asked, you would appoint him CEO. I will tell you why even as you clandestinely plot your only-jeans-clad eviction party tonight; Firstly, MrPaul Melly, your regime will stand out as the incompetent of the incompetent of the incompetent in corporate Kenya. In the premier league of incompetence, yours left others gasping in its wake. Even Jackal news and media madness know it. (http://www.mm.co.ke/?p=5389) Put it simply, you took mediocrity and absurdity to the logical extremes. Seeing the Groups fortunes dwindle was like watching a slow-motion suicide. It was awful. Most of us who admired you were hesitant to tell you straight to your face, that the clothes covering you kept slipping with each appalling blunder that you made, but none of us was ready and willing to tell. I will enumerate some reasons (like you always do) that made up the lethal mix that eventually brought your dream of building an enviable media empire to an abrupt stop. Mr Chairman you had no friend, all you had were bloodthirsty opportunistsand a*** lickers, who will shift sides with the snap of a finger. All of them from Nelly Matheka to Peter Gichui, Lawrence Njiru, KatuaNzile, Kizito, John Bundotich, Mike Ndetei, Peter Okongo to NjokiKaruoya, to myself. I bet you enjoyed what you saw, but we were unreal. You liked pensee unique everyone in your inner circle was of one opinion and no one questioned you. From the awkward, unprofessional and clumsy, binge-drinking John Bundotich to theuntrained, clueless, but extremely arrogant Peter Gichuito the plainly narcissistic, but extremely knowleadgeable and hugely resourceful KipkoechTanui to the readily obliging, incompetent and conniving Nelly Matheka to the extremely careful, but malicious Lawrence Njiru to the yes sir, yes mr chairman sir, sir, a***licking NamulandaKizito. We were all there. (Lately, JB has gone on a charm offensive to try and please Sam Shollei that he is well suited for the job.) http://www.thejackalnews.com/index.php?dll=1597&readmore=1, http://www.thejackalnews.com/index.php?dll=1594&readmore=1 NiccoloMacchiavelli says; One error into which princess, unless very prudent or very fortunate in their choice of friends, are apt to fall, is of great importance that I must pass it over. I mean in respect of flatterers. These abound in courts, because men take such pleasure in their own concerns and so deceive themselves with regard to them, that they can hardly escape this plague. This plague was in great abundance in your court. We, the busybodies never worked. All we did was wait to impress you in meetings and you swallowed it hook, line and sinker. Do you know how many times Lawrence has tried to see Sam Shollei to lick ***s? You very well know that he is good at it. They have shifted allegiance as soon as they realized you were on your way out.Isnt it ironical that Nelly Matheka, who should restore confidence in us and who was the embodiment of your regime should be the one running for the exit after you? Look at her applications splashed in newspapers for a job as a commissioner at KHRC. And you tell us all is well Mr Chairman. Please,tell us if the ship you built is sinking. When we were summoned to the boardroom on the day the news of your exit was made public, your voice was shaky, your gestures weak, belaboured and portrayed a sense of hopelessness. For once, you were not seated in the chair most of us had grown accustomed to.Yes, grew accustomed to. You were the Colossus of the Standard Group. For once, you were not the towering figure of intimidation, ruthlessness and stamina we knew. You were a humbled guy. HumblePaul, you could say. Your husky voice was that of a master betrayed by bungling, stupidsubordinates. And that is very true.Good CEOs dont get sacked, they are retained not for six months, but as board members. Look at Kiboro at NMG.

We, your subordinates never told you the truth. All we did was massage your huge ego, and what ego you have got (you once told us ChachaMwita the former Chief Editor had an ego the size of a mountain, oh boy, yourival his). It then occurred to us at that moment that surely, you had come to the end of the road. Since then, you have struggled to tell the world what you have done for the Group. I am filled with pity and embarrassment when you start on it again and again and again. Even Rome was not built by one man alone. It was a team, so what do you suggest when you yap about I, myself and I, monologues? Like the three-page write-upa month ago which you then asked us to read at the luncheon at Panari Centre? When when Sam eventually reported, you went to great lengths to regurgitate the now too familiar narrative of where the Group was before you arrived.Sam must have wondered how one man could hog the praise for himselfand claim he had a team full of talent. We did it together Mr Chairman! Get off it! We are tired of it, Mr Chairman. Setting up building blocks or no building blocks, you screwed an entire Group. You seem preoccupied with the negative impression that will define your regime. If indeed you are convinced you were good, why bother to correct that? You even said you would repeat over and over because it is the truth. I am sure you will repeat it tonight. But there is unmistakable sense of helplessness to re-write history and make us believe you were a gift to The Standard Group and that you resigned of your own volition. There was every reason to kick you out. Your policies, strategies, work ethics became a cropper. You had become a mortal risk to the Group. And heres why: By the time Tom Mshindi was leaving in June 2006, the Group was operating on no overdraft. And the Group had declared profits for two years running after a loss-running period of more than five years. There is a possibility of nil growth this financial year after the 45 per cent drop between June and January.There are all indications that things are not as rosy as you portray. We know basic arithmetic to know we were sinking. It does bother us that you could quit less than a year after you appointed yourself CEO. What really happened? Our journalists should get us an inside story of your unceremonial departure. Your insistence to make it look like you are the author of your departure is unconvincing. What is not in doubt though,is that you are the author of your own failure. The Standard Group was on a free-fall. When employee turnover is almost 70 per cent, surely, there is a problem in the workplace. OR when the Group operates on a Sh150m overdraft per month or when profits sink by 45 per cent, then there is a problem. Remember what Ahmed Isaak, the IEBC chairman said at the Raid Day celebrations in March? Staff do not run away from organisations, they run away from bad managers. And these bad managers let you down, I included. And you are one of them. How you presided over the painfuldecline of the Standard Group is captured in a book I will recommend you to pick on your way home to Karen on the evening of 30th September, 2012 as you fade away into retirement and possibly irrelevance as you will soon realize that we in the media, have no mercy for a fallen comrade. Your seeking forgiveness for wrongs committed on the hapless staff notwithstanding. Jim Collins, a Harvard University professor of managementhas authored How the Mighty Fall. In a nutshell, the book reveals that decline can be avoided, decline can be detected and decline can be reversed. Because you were the know-it-all master, you did not detect the inevitable decline, so you could not avoid it neither would you reverse it and you had to leave. There are five stages in the decline of a company. Stage 1: Hubris born of success Stage 2: Undisciplined pursuit of more Stage 3: Denial of Fail and Peril Stage 4: Grasping for salvation Stage 5: Capitulation to Irrelevance or Death The stages are well captured in the life-cycle of the Group. For example, Standard Group as at when you were sacked, was in the fourth stage. As it grasped for salvation, there was a frenzy of downsizing and you ordered a freeze on promotion and hiring of new staff, training was frozen and there was no staff party or reward. The salary increases was a pittance. No new equipment (including vital ones) was ordered despite the numerous promises and curses directed at Channa (God bless him) and the effect it had on overall output. And those who resigned were never replaced however critical their roleswere like the KTN camera men and news reporters. I am sure you were blowing into your hands and saying hallelujah!as one employee after another took off for that would help balance off the books. The story that accompanied the release of the 2011 FY results spoke of a Group in denial of fail and peril (stage 3) and for once, your picture was missing from the story in the newspaper and TV news. That was incredible. You love publicity and there was no way you could miss the opportunity. Instead, the Standard Group Centre was carried. The writing was on the wall. You marked stage 2 by acquiring Eve Magazine (a fledgling publication) Radio Simba and Prime Outdoor (two overpriced, but financially unsound entities). What was it all about? It was undisciplined pursuit of more as you said the other dayto build a multimedia company, but at what cost to the staff and the shareholders? There is evidence that due diligence was not carried out in any of these. Was it coincidence that the statement of acquisition of Prime Outdoor was done on the eve of Christmas when everyone has taken off from town? And Prime Outdoor stands out most. No sooner had the debt-laden business been acquired that staff realized that there was no diligence report accompanying it, the business was over-valued and in the red. (This brings images from the Saitoti plane crash inquiry?) It happens in Kenya. But in a private business, listed at the Nairobi Securities Exchange? Which manager will engage in an acquisition with no business value? This could be a tip in the iceberg. The rest is left to imagination. How many underhand dealings are going on? Do we need another studio? This is an example of upside down priorities that define your regime. The business needs a warehouse more than anything because what we have is a holding space that is even risky to the business itself. What if fire were to break out? Are we safe? The jerk felt when the rims of printing paper are being loaded downstairs, rattles the building and one feels it could collapse any minute. How is it that the Group rents a part of the state-of-the art building?Is it not scandalous that the Group rents two of the floors? Who is the landlord? If indeed were saving on rent, why pay rent again? Talking of a state-of-the-art building, a building with two ablution blocks serving 450 people? That is for another day and Public Health officials.

Belatedly, you have tried to be the human face of the ruthless, chaotic management and inflexible structure you created in the Group. By asking those who have worked longest to have their children recruited is a ploy that came too late. There is no question that the Group has become a training ground and unless management/staff relations are smoothened or innovation is honestly embraced and ideas treated with respect and encouraged, we will be back where we are now in spite or because of the blood relations. They will only help to create a climate of jealousy and needless gossip. So my mother worked at SG, I am entitled to work too? Really Mr Chairman??? You couldnt think of something better? The first step in cleaning up the placeof course is your much heralded sacking.The next is for Sam Shollei to weed out the laggards in senior management. The problem at SG, really, is bad leadership and you watered the tree of bad management style. The other truthis, you squandered the chance of a lifetime to transform the Standard Group and Kenya at large. Below is a list of why your policies failed and with them, your adopted career as a media manager. You will look back in old age and rue the missed chances. How you kept smiling and talking as the world around you sunk, baffles and annoys. (i) Staff alienation. Ever since you walked into the Standard Group, like at the Capital Markets Authority, you engineered a system that entrenched cronyism and alienated key staff the staff who are the mortar of the Group. You singlehandedly handpicked managers and promoted those whom you liked disregarding merit, experience and qualification and pampered these neer do wells at the expense of the rest of the staff. It did not matter, look from KTN to Standard. There are all there. And because most of uswere insecure, we lorded it on staff. And the staff put in the bare minimum to the detriment of the whole Group. Some of us hold questionable credentials and were put in charge of serious assets: the human capital. We could not tell you because we have seen how you take on people with divergent views in meetings, so we laid back and looked as things got wrong and bad. We let you drive the agenda which often times was in total variance with staff expectations and as a result, we were like a lorry rolling downhill to crash. We were handed free phones to call our many mistresses, free laptops to watch pornography, free iPads to boast around with, vouchers to buy gifts for our relativesetcetc. What else did we need in this life? What rationale to have an assistant director, Creative for example? Just because he invented the discarded robot announcing KTN programmes? Another example; was there a good reason to reward the same people this year at the Raid Day celebrations. Columnists Okech Kendo and KipkoechTanui and your friend Mohammed Ali?Who like the rest, defected and is busy soiling your name now? In fact it was he who met Moi to tell him that you are killing the Group. Dont you think the drivers who deliver the papers to the market or the drivers who brave threats to their lives to cover stories deserved as much as a mention or the camera men, the producers, the video editors, Murage who clears IOUs for all of usto travel or Judy who delivers the letters or Wangare who ensures we have airtime?Or the accountant who balances the books to ensure operations are smooth? Or MosesOchola who wakes up at 4am to check on distribution?As a manager, I felt pressure to tell my team that all was well as they complained about the moves to make us feel comfortable at the expense of the rest of the Group. After all we are a family. Performance pay. The pay-slip that favours senior managers is another cause of staff alienation and the dwindling fortunes for the Group. The quarter system that you so love is discriminative, exploitative and counter-productive. One of the staff in my team once asked me if it was worth the struggle to work your a*** off and then the managers take home a fat pay-cheque. Shortly after that, the Groups payroll was leaked to the media. There was horror when the world knew our take-home compared to the lowest cadre; those who sweat for the Group. With all the windfall going to the less-worked assistant directors, the rest of the staff were bound to rebel. Because the question is, when will their luck come their way? You also made it your duty to lord on staff. How many companies have separate parking lots for its directors and the Chief Executive?You are a fast in many things. At the cafeteria, you ensured that you dined after everyone and with the usual coterie in tow. Did you not ever get bored with their boot-licking? Or what was the concept behind the cafeteria. I thought it was meant to create closer working relationshipswithin the Group. It only helped to entrench segregation in the Group. Those eager to catch your eye for favours like NjokiKaruoya and her squad at the magazines wasted no chance and would come late for lunch and see how her life transformed? Then there was a gazebo for your lunches. Was this to make staff feel unwanted, disregarded? I am in tears when I remember the KTN that was KTN. Remember your channel, your choice? The rationale behind Always KTN baffles and bemuses us when we think about it. Always is a sanitary brand. Just like Radio Maisha, one wonders whether you give room for other ideas. We know you did not. Your meddling and the unpopular decisions like the fast-tracking of Edith, Karani and Anne Kigutas(isnt she beautiful?) promotions were some of those bad management decisions you made. And they came back and bit you menacingly. You single-handedly killed the Business Weekly by ordering Karani to be the host and pushed aside the other seasoned anchors, or when you decided that NjorogeMwaura be left to read 11pm news and that the young lasses and lads be left to read Prime Time News.?Another of those bad decisions of yours was when you promoted John Bundotichas Chief Editor at the expense of KipkoechTanui who was senior, experienced and well-trained. (Not that I would have picked on the divisive and political Tanui, either) What is worse, is that JB once reported to Tanui. You are a master in creating chaos and despondency and that is what killed your dream.I listened as you run us through F&S the week before your sacking and those 2-year plans, my, my were great. There was no telling you were being shoved aside, but then there was the unmistakable hint of a man in real trouble. That was too little too late. The game was up Mr Chairman. You believed in day-long talk shows with nothing to show and would even admonish managers who came with smaller notebooks.I remember the day you ordered Ronald Kimaiyo (another of your spanner boys) to revoke the transfer of Judy Kosgei from the Eldoret Bureau at the cafeteria at lunch time. That was humiliating and alienating. Poor girl, she resigned thereafter and is doing well at Citizen TV. Nelly on the other hand screwed the HR function by being insensitive to staff needs and concerns and not advising you that she was engaging in illegality by sacking employees left, right and centre and committing the company to such serious legal risks. Even poor ZipporahMusauthe former Managing Editor has gone

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to court. Hers bring to almost 12, the suits lined up at the Industrial Court. Nelly and yourself (for keeping her) should be surcharged the damages that will dent the image and reputation of the business. In F&S you would boast about the capital base you created in the Group, what of the overdrafts sir and the costs for unlawful dismissals now pending in court? Hear no evil, see no evil, just me and me alone.I have seen nowhere where the CEO struggles to show that he is an alpha male. You inadvertently set yourself for failure and we cheered you merrily. Did you have to surround yourself with those underachievers and a****-lickers. I know that you were angered by the expose in The Starthe other day. But that is the truth of the matter. Over time, these people would bring you down because we did not tell you the truth or those of us who wanted to, feared reprisals. The bemused smiles we give you are fake, and are meant to secure ourplace at the high table. Your constant meddling and value-less Finance and Strategy meetings became a hindrance rather than a platform to deliberate issues to take the Group to the next level. Suddenly, you would break into that monotonous I- have-brought-you-from-far refrain. Jim Collins has something to say on this: A research was established about what makes for the Right People in key seats in organizations. You may be interested with number six: The right people display window and mirror maturity; when things go well, the right people point out to the window, giving credit to factors other than themselves; they shine a light on other people who contributed to the success and take little credit themselves. Yet when things go awry, they do not blame circumstances or other people for setbacks and failures; they point to the mirror and say; I am responsible.You have rubbished the contributions of everyone in the Group; from the drivers, the messenger, the assistants, the reporters, the accountants, the editors, the business managers and the directors. What makes you think of yourself highly is hubris. As always, pride comes before a fall. Tom Mshindi, MutumaMathiu, Nick Wachira, OchiengRapuro, Mohammed Ali, Nimrod Taabu, John Allan Namu, Linus Kaikai, Emmanuel Juma are former Standard Group employees. NMG cannot be wrong to have them on board because they know and appreciate their value and have got value for investing in them. I remember sitting there, the day you berated Francis Munywoki that that is not the way we do business here and I was wondering how you expected us, junior managers to look at him or other directors after such a dressing down. Will you brand Munywokis Range Rover as you once threatened. Why the envy.SaavjeetChannatoo was never spared your sharp tongue and so were those before them. Cooked books of accounts and misreported financial results. The Group results for the years from 2005-2012 are below. They speak volumes about the status of the Group since you joined in 2004. Compare it with those of NMG. The cooked books would over time be exposed by dissatisfied employees who felt unappreciated and spited by the open discrimination in the pay and reward system and your overblown ego. And this was demonstrated in the leakage of the payroll. It should bother you that you leave the Group having given no bonus to employees, other than the pitiful salary raises that came too late last year. You talk ill of Tom Mshindis group, but they gave us bonuses and salary raises, three years in a row. There was not even an end-of-year_party. Like you said, the mud thrown at you never sticks, but the figures will never lie and that sticks. See the results of the Group in those years. For example, the financial results to June thisyear reflect a 45% drop (from 274m to 150m) NMG meanwhile had a 25% growth (from 890m to 1.115b). what is wrong with us? There is really no need to look further than your ever air-conditioned office.

Figure 1: A camparison of Standard Group and NMG Financial Results

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Bad business strategies.One of the greatest letdowns was the convergence concept. What is media convergence? Of what benefit is it? Even Rupert Murdoch who owns the worlds largest media empire would shudder to think of having one newsroom to serve his news outlets. Imagine The Times of London, The Sun, The Sunday Times and The Sun on Sunday sharing a newsroom because they are all Newscorp family? That is an abomination. Competition is the mother of innovation. Now tell me, when you make KTN sit and wait for copy from a print journalistso he can read, put pictures and run on TV, what causes her to innovate news presentation? Or the Radio Maisha chap running around to read copy from a reporter in the edit suite (God help this station). You set up the company and yourself for failure. One could say convergence is one of those ideas one comes up with in the toilet seat during a long call in the morning. But that is no reason to bring down a business. What informed the decision to kill the Financial Journal? There is no serious paper in the world without a business pullout. In fact, NMG has four business-leaning products: The East African, Business Daily, Smart Company, Money. Other outrageous decisions that will punctuate your reign are listed below: (a). Acquiring Eve magazine and then inserting it in the Standard stands out.We could have launched a pullout as well. It is laughable that you seem to adopt anything that took your fancy. Have we had value for money? Did we have to buy it and then hide it in our paper? The strategy to lock the women segment was also foolhardy. We are still trying to understand the rationale behind the womanizing of the paper. We women hardly buy newspapers. That is simple logic. Dont you know that already, Mr Chairman? (b). Do we have anything to show for acquiring the former Radio Simba, switching it off for six months and then naming it radio maisha. All for Kenya shillings 73 million? Two years later and the station has not broken even. What do you have to say for that? (c). Prime Outdoor was a loss-making outfit with liabilities with the National Bank of Kenya. Why did the Group take over those liabilities and paid Kenya shillings 250 million? And for what monetary benefit?Was there reason to buy billboards for between Sh3.5m-5m when to put up one would cost 500,000-1 million shillings? (d). The upside down backpage. After a lot of outcries from the editors and disbelief in the market, you quietly ordered the reversal to the conventional backpage. That cost us millions in advertising revenue and readers as well. Why you allow an American to experiment with our paper is beyond believe. (e). In the same way, the colour blue was removed from the TuesdayStandard mastheadafter this failed to impress in the market. Again, this was your brainchild despite protests from other managers. As always, you, Mr Know-It-All carried the day. On the day we reverted to the Standard colours, we sold 10,000 more copies. So for four years, your bad decision cost the Group 10,000X52 weeksX4x 30shs= 15m shs! Also, you tried to reinvent the wheel. If only you took time to acquaint yourself with editorial functions to understand the cross-functioning of the various processes, you wouldnt have created the mess that is the chaotic nature of the reporting lines in editorial, a key division of the Group. What is Nziles work? Does Tanui or Woka or Okechor Mbuguareport to him?If only you knew the reality, you would hate yourself. Isnt it bizarre that you appointed a Managing Editor to the County Weekly which hardly sells 10,000 copies a week? That figure is not even enough to pay his salary. And what was this; Mutula: I am tougher than Michuki headline? It was your pet project, we know but then, do you now, (like the rest above) consider it an unnecessary business strategy? You should. Meanwhile, would you rather host business leaders, the movers and shakers of the economy or representatives of obscure, banana countries eager to secure their posting to the lovely city in the sun, Nairobi? There was a beeline of ambassadors paying courtesy visits to the Group. How beneficial to the Group was that? The financial results

above can show that. All the ambassadors wanted was post by diplomatic post the next days Standard paper after their visit and prove to their Foreign Affairs ministries that they were working. Other than the US and UK embassies, others hardly advertise and if they did, they went for the market leader, NMG. So while NMG is expanding in the region, you were busy receiving ambassadors and other unhelpful engagements and the time-wasting F&S meetings that was a monologue of a delusional man more preoccupied with shadow fighting than with the real work of creating value for the shareholders. Also, you were everything; the finance manager, the editor, the presenter, the studio producer, the cameraman, the reporter. Surely, why did all of us go to school then? You hampered operations because you were the cashier, the accountant, the auditor, the marketer, the editor blah blahblah

A sixth strategy that is connected to the above point is that you played shareholder against shareholder.Mr. Joshua Kulei against Hon. Gideon Moi and Gideon against his father, the former President. Or all against each other. As Sam Shollei said during his introduction, you are a politician.Indeed, you are. This worked for some time and your attitude got blunt, even telling us during F&S that you would leave at your own time and under your terms. I am not sure, but it seems you are now leaving, but under their terms. You even said you did not need the job. Of course we knew you said that half-heartedly.David Gicheru says you have never returned your salary because you didnt have any need for it. But then your playing shareholder against shareholder was not going to be sustainable because shareholders are divided by profits and connected by losses. So when the assets could not make returns, your days were numbered. Because disheartened employees gave in the bare minimum, profits dropped off a cliff and the shareholders got concerned and implausible as were your reasons for the depressed profits last year, the writing was on the wall. How can KTN moving to its own premises imperil the Group and cause a Sh109 million loss? How unbelievable is that? Tell it to the birds, sir. The muchhyped consolidation of the growth has not paid much and that is evident with the poor results this year. History will surely judge you cruelly. You had the opportunity few people get and squandered it. You submerged the culture of personality cult and mediocrity in the Groups psyche. You sneezed and all of us caught a flu.You reduced managers to robbots with no defined roles. Your day-long meetings were a complete waste of time. As you put it, we will say the past (and often attach incompetent, rotten and chaotic) regime of Paul KipkemoiMelly.It is hard to wish you well, but we have to, it is human nature. The problem also is with those who allowed you to run down a business full of potential and with it the livelihoods of many Kenyans. It is too sad, very said indeed. But then, nothing lasts forever, especially a bad one. Dont forget your jeans tonight. LOLest. Anonymous, blah blahblah

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