CVPeople Tanzania

As Global Talent Director with passion in Gender, I  design, implement, and execute talent acquisition strategies and employment branding that attracts and engages top talent within our applicable markets. In partnership with senior leaders, i work to contextualize workforce insights, associate sentiment, and market research to embed inclusive practices throughout the enterprise. As part of the Human Resources Leadership team, I drive key diverse talent initiatives and programs in support of the overall company’s success. In this role, I lead a team of recruiters and specialists and support international talent acquisition activities in partnership with the local Human Resources teams.

𝗞𝗲𝘆 𝗔𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁𝘀. 
🔘 Implemented critical sourcing, recruitment, hiring, and onboarding strategies that generated 60,000 job seekers, and also coordinated with high-scale clients like  JTI, NMB, NBC and CRDB as part of my role as a Talent Acquisition Director.

🔘 Pioneered the development of an enterprise pipeline framework for talent acquisition 
culminating in a candidate placement ratio of 1:3 with average per placement of $18000 for executive roles.

🔘 Generated more than $200,000 for the Passport 2 Employment project (P2E) to assist 350+ Youth in Zanzibar with workforce readiness and employability skills training funded by USAID.

🔘 As a CEO, I deployed a variety of cost-effective sourcing channels that 
established a diversity of candidates leading to 1200+ non-executive interviews, 800 
executives for different roles leading to the placement of 400+ mid-level to senior executives.

🔘 Instituted alignment and recruitment strategies for workforce placement by securing regional partners for expansion in countries like Zambia, Ghana, Nigeria, Uganda, and Mozambique. 

🔘 Developed and implemented marketing and sales strategies which led to 600% growth in the business in 2015/2016 financial year.

Global Talent Acquisition Director & DEI

Women in Management Africa

Women in Management Africa (WIMA) is a registered NGO in Tanzania with a mission to improve gender balance and diversity on boards and in leadership roles in line with sustainable business practices, and Goals 5 &10 of the UN SDG goals (SDG 2030). WIMA was found to address the challenge of lower female presentation at leadership and senior management levels in the workplace. 

OUR VISION
We aim to become a thriving network supporting women on their board, and leadership journey, and celebrating their successes.
WIMA services are:
1. Identifying the best talent fit for board and senior level appointments
2. Improving gender balance on boards and leadership roles
3. Providing leadership & board training, events, career advancement, and mentorship programs 

Achievements:
🔘 Analysed, developed, and implemented industry trends that guided over 135+ women 
leaders in Africa to get promoted, and have access to new networks, international visibility, and mentoring opportunities.
🔘 Conducted full lifecycle recruitment for senior-level positions that expedited 25% of women within the network to break the glass ceiling and get boardroom access.
🔘 Investigated and invented organisational design best practices  to ensure adherence to increase female representation framework of policies, legislation, and guidelines for 10+ divisional HR Directors.
🔘 Launched WIMA board readiness training program to improve female presentation at board level in Tanzania

🔘 In my role as a Gender Strategist, I boosted workforce diversity by setting up women networks and training programs for female leaders on resilience, and emotional intelligence while increasing representation on the executive level across 5 organisations.
🔘 Instituted measures to achieve diversity and inclusion by launching the first gender diversity report which analysed female representation on boards for 28 companies listed on the Dar es Salaam Stock Exchange as a Gender Strategist.

Founder/ Gender Specialist

African Business Chamber (AfBC)

African Business Chamber (AfBC) is a global UK based organisation representing the interest of African businesses, investors, entrepreneurs and professionals. We are the voice of the African global business community championing and facilitating trade, investment, diaspora and economic relations with African countries.

AfBC organises events and runs a number of campaigns and activities aimed at supporting the organisation, its members and the business community to empower, support to accelerate growth, enhance productivity, access new opportunities, showcase products and solutions, enhance marketing and highlight the needs of African businesses.
1. Contribution to advisory board outcomes through value-driven insights and advice
2. Introductions and advocacy within approved guidelines for the organization
3. Promoting the organization brand, activities, events and services within your networks, industry, markets, and social media engagements
4.Supporting the organization in recruiting new members, establish strategic partnerships and relationships in various market to drive business development
5.Participating in the organization governance meetings, activities, providing specialized expertise
6. Supporting to identify business development and revenue generation opportunities for growth
7.Representing the organization and its interests in my networks and industries

Advisory Board Member

The Runway

The Runway is a youth led non profit organisation that seeks to support students who study abroad by disseminating relevant information, facilitating skills development opportunities, and creating a community that encourages growth. We believe that with proper mentorship and the right information and preparation, students can successfull ... see more•	Advising matters that concern programs and fundraising efforts
1.To identify fundraising, technical assistance and marketing resources
2.Engages in strategic dialogue and participates in robust discussions to help the organization
3.Identify opportunities for improving business development, stakeholder management, resource management.
4.Guide the board on matters relating to business development, stakeholder management, resource management.

Optima Corporate Finance

Optima Corporate Finance is a growing company in assets management, corporate finance, stockbroking, and infrastructure advisory in Tanzania. A private company that is a Unit trust offering investment products.

Achievements
🔘 Strengthened the delivery of enterprise-wide talent needs and metrics while introducing an innovative idea of an investment product for women.

🔘 Evaluated the performance of the management team, oversaw the activities of the executive board members, and contributed to the talent acquisition and recruitment of senior management.

🔘 Collaborated with other executive directors to build and develop secure and robust system controls and frameworks for accessing and regulating risks.

🔘 Formulated and transformed the corporate strategy by providing constructive criticism with the support of the team in my role as a board member.

🔘 Boosted staff resourcefulness by obtaining independent training required to fulfill board duties, at the expense of the company.

🔘 Increased the visibility of the company by making relevant connections outside the company and collaborating with the network in achieving the company’s objectives and mission. 

🔘 Provided constructive feedback and a broader, external view of the outside factors affecting the business and challenged the existing business plans, which helped the company record an upturn in growth.

Independent Board Director

Digital Opportunity Trust

🔘 Collaborated with 3 associate directors to design a new strategic operating plan that will directly increase the effectiveness and competitiveness of the company over the next five years.

🔘 Provided strategic insight and direction as a board member and contributed to granting more than $500,000 in funding for youth digital projects that rolled out in different regions in Tanzania in my role as a board member.

🔘 Created, promoted, and oversaw awareness campaigns and helped broaden the marketing and brand reach of the company.

🔘 Planned and executed a recruiting and talent acquisition strategy to support a 50% growth in the employee population in one year while saving over 50 million in recruiting fees. 

🔘 Guided the executive team through organizational restructurings which created a more
flexible, cost-efficient workforce.

🔘 Analyzed operations, evaluated performance, & determined areas of potential cost reduction, program improvement & policy changes.

Advisory Board Director

Innovatech  ltd

🔘 Provided strategic leadership to the team of employees and ensured that the business operations in all units were executed seamlessly, and most importantly ensure the business financial goals are met during my time as CEO. 
🔘 Managed all recruitment processes including drafting job descriptions, provision of input to job classification processes, vacancy announcement, screening of candidates, participation in the interview panels, and making recommendations on recruitment.

Managing Director and Founder

UNESCO

🔘 Charged with monitoring and providing reports on implemented program plans and strategies, maintaining donor report schedules, and utilizing this information to provide comprehensive and up-to-date status reports programme implementation, outstanding advances, expenditure, and other related information on programme implementation.
🔘 Was part of the team which prepared reports, programme documents, and submissions for government by providing information, preparing relevant tables, and drafting routine sections while participating in the briefing and orientation of programme staff on administrative and financial work processes and procedures.

Human Resources Associate

Roni Deutch, A Professional Tax Corporation

🔘 Maintained company reputation by working on personal tax preparation, federal (1040), or business (1065, 1120) and state tax returns for clients while resolving tax issues with the IRS and state audits. 
🔘 Increased human resource effectiveness by supervising, reviewing, training, and developing permanent staff employees.
🔘 Boosted our regulatory compliance by answering all of the tax staff’s unanswered questions and reviewing all the work they produced, and eventually saved client over $20000 in tax liability owed by the IRS.

Tax Associate

Caremark

🔘 Maximized revenue by proactively building and managing key customer relationships, further illustrating communication and problem-solving abilities. 
🔘 Applied organizational skills and sharp attention to detail in evaluating and reconciling drawers to ensure accurate cash levels and processing bank deposits.
🔘 Built a personal connection with each customer to maintain their loyalty to the company.
🔘 Successfully provided legendary service through the use of integrity, product knowledge, and upbeat energy.

Customer Services Specialist

𝗧𝗮𝗹𝗲𝗻𝘁, 𝗶𝘀 𝘁𝗵𝗲 𝗸𝗲𝘆 𝘁𝗼 𝗮 𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻!
A few years ago, at the early stages of my entrepreneurial journey, I discovered a huge gap in talent sourcing, especially sourcing mid to executive-level recruitment. Which led to me starting the recruitment agency CVPeople Tanzania.

In my work as CEO, Founder, and Director of Talent Acquisition, I possess significant Business Management, Brand Building, and HR Management capabilities which provided me with the ability and skills needed to lead the establishment of the organization with a focus on helping large companies find the right talents with the right expertise for the right role. 

𝗪𝗵𝘆 𝗜 𝗱𝗼 𝘄𝗵𝗮𝘁 𝗜 𝗱𝗼 
As a specialist in Pan African Recruitment and Talent Acquisition with 12+ years of experience, I observed the gaps in women applying for positions, especially in senior roles This led to the birth of Women in Management Africa (WIMA), aimed at improving gender balance and diversity on boards and in leadership roles. I am a gender diversity and inclusion practitioner who works with organisations and senior leadership to forge more gender-balanced and inclusive workplaces covering governance, leadership, culture, policies, and supply chains.  

𝗖𝗮𝗿𝗲𝗲𝗿 𝗛𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝘀 
🔘 Analysed, developed, and implemented industry trends that guided over 135+ women 
leaders in Africa get promoted, have access to new networks, international visibility and 
mentoring opportunities.
🔘 Successfully provided training to over 420 Youths in Tanzania on workforce readiness & 
employability skills via the program Passport to Employment project (P2E) which has fostered 
development and growth of Youths income and business ventures in Tanzania 
🔘 Interviewed over 1000 non-executives for different roles and placed hundreds of executive and board member positions

𝗦𝗲𝗿𝘃𝗶𝗰𝗲 𝗢𝗳𝗳𝗲𝗿𝗶𝗻𝗴𝘀 
I maximize my coaching ability and expertise, as a mentor in facilitating gender parity in the workplace by increasing visibility, training, and honoring women in leadership roles in their workplaces through my products offerings:

🔘	Personal Branding & Linkedin Profile Optimization for Executives
🔘   Executive Recruitment
🔘   Board services: Recruitment, search, and advisory
🔘   Global Paid Speaker

𝗖𝗼𝗻𝘁𝗮𝗰𝘁 𝗠𝗲
Desiring to build your personal brand or a high-performing diversified team for your business?  I am excited to hear about collaborations requiring my expertise.   Do contact me via email at naike@naikemoshi.com

Dr. Naike Moshi

Most B2Bs have great products, but the market doesn’t know why.

That signal–value disconnect is where marketing budgets go to die.

You’ve built something real.
A fintech. A consultancy. An NGO. A service business.

But when buyers search your space, ask around, or scan LinkedIn, your name doesn’t come up. They find a competitor with a clearer story.

Not because they’re better. Because they’re easier to understand.

The market doesn’t reward the best product. It rewards the clearest framing.

Most businesses respond by posting more, running ads, or chasing "activations." But none of that fixes the core problem.

– Ads get clicks but no conversions.
– Content gets likes but no inquiries.
– Prospects say "interesting" and then disappear.

What actually drives growth is a simple sequence most teams overlook:

Clarity → Recall → Preference

That’s the work I do.

I help founders and leaders of B2Bs, service businesses, and NGOs fix signal-value disconnects — so their marketing stops leaking attention and starts compounding trust.

This usually looks like:
→ Clarifying positioning so the market “gets it” without explanation
→ Turning content into a memory device, not a posting schedule
→ High-signal content for Founders and Executives
→ Building websites that support the message instead of distracting from it

I do this through Tanzlite Digital, where our work is tested in the open market, not hidden behind decks or awards.

We’ve done this for organizations like:

– Remos Space Systems AB
– The Jakaya Mrisho Kikwete Foundation
– AzamPay / AzamPesa

Why Me?
📖 I'm the most followed Tanzanian marketer on LinkedIn — not because I post daily, but because I frame ideas people can't unsee. That's the same system I use to build authority for my clients.

📕 My first book, sold 1.4M TZS in two weeks. Over 500K in pre-orders. I know how to position an offer and launch it with belief behind it.

🏢 My agency delivers ready-to-publish content and web systems that position clients as the best at what they do. No endless revisions.

📍 My Story
I built my brand from scratch, overcoming the added difficulty of coming from a remote village in a developing country. Attended a chronically underfunded Ward/Kata school where students spoke vernacular. English was my 3rd language. I turned that disadvantage into an edge. That’s why I see marketing as alchemy.


⭐⭐⭐⭐⭐ "Best market positioner in Africa."
— David James, Former CEO, AccessBank (now Selcom Bank)

If your product is strong but the market hasn’t caught up yet, that’s a fixable problem.

Let’s talk.

Shukuru Amos

Most people wait for job ads, which is usually the hardest time to get hired.

When a role is advertised, competition is already high. You’re entering a crowded room, answering predefined questions, fitting yourself into a job description box.

It’s often easier to approach a business that hasn’t advertised anything.

At that stage:
– You’re not competing with 200 applicants.
– You’re not responding to a template.
– You’re defining the problem yourself.

This happens a lot in the service economy, where what’s required is skill, clarity, and initiative.

Last year, I spent time at Jangwani Mafuso in Kariakoo, around cargo transport agents.

They're highly informal and noisy. Not the kind of businesses people dream of listing under “Experience” on LinkedIn.

But what I noticed is that most of those operators would comfortably pay 150,000–300,000 TZS for basic digital visibility. Not a big rebrand.

Just:
– Proper WhatsApp Business setup
– A cleaned-up Facebook presence
– A Google Business Profile
– 10 well-designed graphics they can circulate

Package that properly at a range of 150-300K and most would say yes.

That opportunity is not hidden, it's just ignored.

Emerging markets are full of cash-flow businesses that are alive offline but invisible online. The person who learns to bridge that gap doesn’t need to wait for vacancies.

For someone starting out in digital marketing, that’s where the real training ground is. It just won’t always look impressive on your profile.

I fix why you have a great product but the market doesn’t get it. Positioning strategist

"Yet it was clear long before the violence in October that Mrs Samia was no moderate technocrat," writes The Economist. 

....Corruption is widely thought to have increased under Mrs Samia. “Everyone is rent-seeking,” says Aida Kiangi, a Tanzanian business and energy expert. Foreign firms complain of shake-downs. “Things are better for the corrupt oligarchs here,” says a Western diplomat. “Things are not better for foreign investors.”

Another problem is the president herself. Some of the criticism stems from misogyny and Islamophobia. But whereas Magufuli was widely seen as serving the interests of ordinary Tanzanians, Mrs Samia is often accused of serving the rich.

In the past the CCM has responded to public discontent by reforming itself. Mrs Samia established a commission to investigate the violence around the election, which is due to report later this month. She has promised another commission to pursue national conciliation, and, yet again, a review of the constitution.

—The Economist.

Kitabu kipya kinakuja, How Africa Works kutoka kwa mwandishi wa How Asia Works, Joe Studwell. Hoja “original” anayoleta kuhusu kwanini Afrika imekuwa na maendeleo duni ni kile anakiita “chronically low population density.”

Anakwambia hii ni sababu muhimu ukitaka kuelewa kwanini Afrika iko nyuma kimaendeleo. Msikilize vizuri.

Anasema, mwaka 1975, population density ya Afrika ilikuwa sawa na ile ya bara la Ulaya la miaka ya 1500.

Anaendelea kusema kwamba kufikia mwaka 2030, Afrika ndiyo itakuwa na population density ambayo bara la Asia lilikuwa nayo mwaka 1960.

Tujiulize, population density ni nini?

Ni msongamano wa watu. Tofauti na idadi ya watu, msongamano unaangalia eneo fulani lina watu wengi kiasi gani — yaani idadi ya watu kwa kila kipande cha ardhi.

Mwandishi anakwambia Afrika ndiyo kwanza inaanza kuwa “sufficiently densely populated to achieve strong economic growth.” Ni kweli kwa idadi tupo wengi, lakini tumetawanyika sana.

Anaongeza:
“it takes a critical mass of people before markets can start to hum.”

Akilinganisha na bara la Asia, anakwambia wao waliinuka kiuchumi katika kipindi ambacho walikuwa labour-rich and land-poor. Hali hiyo iliwalazimisha kufanya aggressive land reforms. Walihakikisha kipande kidogo cha ardhi kinazalisha kwa kiwango cha juu, na si kwa kutegemea majira ya mvua.

Hii ni tofauti na kwetu Afrika, ambapo kwa muda mrefu tumekuwa na mtazamo wa “tuna ardhi ya kutosha.” Badala ya kuongeza uzalishaji kwenye ardhi iliyopo, tunafyeka mapori. Expansion badala ya intensification.

Point zingine kwenye kitabu ni zile zile. Mfano, anazungumzia kile anachokiita “low-budget colonialism”. Aina ya ukoloni uliokuja kuchimba na kuvuna malighafi bila kuwekeza kwenye mifumo ya ndani. 

Bara likaachwa with a "pitifully tiny number of educated elites." Tuliachwa wengi tukiwa ma mbumbumbu.

Hii ni tofauti na aina ya ukoloni (connection is mine) uliofanywa kwenye nchi kama Singapore. Lee Kuan Yew mwenyewe kwenye kitabu chake cha mwisho anashukuru kurithi taasisi na mifumo ya utawala iliyoachwa na Mwingereza. Ikiwemo lugha ya Kiingereza. Anasema bila mifumo hiyo hadhani kama angeweza kuifikisha Singapore ilipo sasa.

Ni kitabu kizuri kwa wanaoumiza kichwa kwanini "mambo bado" barani Afrika.

Minor observation (you probably know this already). This is what ChatGPT says about it. 

[flattery redacted] 

When you ask AI to “make this a LinkedIn post,” you’re subtly shifting the objective from truth-seeking to performance. The model starts optimizing for engagement patterns it has learned — hooks, cadence, contrarian framing, short sentences, platform-native rhythm. That constraint changes the output.

When you instead say, “Here’s what I think. What do you think?” the goal becomes analysis. The model leans toward coherence, logic, counterpoints, structure. It’s not trying to win the feed. It’s trying to understand the idea.

That difference matters.

Platforms reward familiarity and emotional triggers. Analysis rewards clarity and internal consistency. The moment you invoke a platform, you’re asking the model to consider audience behavior, not just intellectual rigor.

There are many conversations on Jamii Forums reminiscing about the golden age of radio and television, when Sahara Media reigned supreme.

People point out that the decline started earlier, before social media arrived to deliver the final blow.

Around 2010–2013 the group began losing many of the voices and personalities that built its audience. I lost my favorites in that wave of talent exodus.

At the same time the market itself was fragmenting. Sahara was built on regional dominance in the Lake Zone. But every new station chipped away at that reach — town stations like Kahama FM in my hometown, religious broadcasters, and later Jambo FM expanding aggressively. The audience that once gathered around a few powerful signals started scattering.

Then came the digital wave. And Sahara largely watched it pass by. Today their social media is a piffling irrelevance. 

And now the court has ordered a funeral procession. End of an era!

Positioning Strategist | I fix why you have a great product but the market doesn’t get it

Africa will graduate with straight As at dealing with superpowers when it understands that Marco Rubio's empire rhetoric and China's feel-good TED talk are exactly the same thing.

The proof is the asymmetry on the ground.

Ukiona kina Nokia na Philips bado wapo kwenye biashara, ingawa si kwa yale yaliyowapatia majina mwanzo, unaelewa kwamba si kila wimbi la mabadiliko unaanza kuhaha kuendana nalo.

Wakati mwingine unatulia wimbi linapita. Unaangalia fursa gani mpya zimekuja, kisha unaamua unatoka vipi.

Happy to share that I have intercepted a fraud missile in my DM today. These  are dangerous times, take care everybody.

Watching mentors and former bosses reinvent themselves is the most honest form of motivation. I've seen many in my circle start new business ventures. 

It tells you that growth doesn’t expire. And that the game is longer than your current title.

Just learned that the attack on Pan-Africanism is often misplaced and unfair. True Pan-Africanism was domesticated by our own states immediately after independence. Why? Because it clashed with rising nationalism.

During the struggle for independence, intellectuals were central. They were valued for puncturing colonial myths, speaking truth to imperial power, and articulating nationalist imagination. Critique was patriotic.

But once independence arrived, that same critical faculty became inconvenient. Nationalism no longer needed myth-busting; it needed consolidation. Loyalty became more valuable than scrutiny.

The message shifted subtly but decisively:

“Silence — we are developing.”

Intellectual autonomy clashed with state-building projects driven by fragile elites. Governments preferred subservience to critique.

And because confronting domestic incompetence threatened power, it became safer — and often encouraged — to direct critical energy outward.

Anti-imperial discourse was politically useful. Domestic accountability was politically dangerous.

So a pattern emerged: critique the West loudly; tread softly at home.

This dynamic produced a strain of Pan-Africanism that is rhetorically sharp on external domination but muted on internal dysfunction.

It’s not that the original project was hollow. It was redirected.

What weakened Pan-Africanism was not colonial residue alone, but the post-independence state’s discomfort with independent intellectual power.

And what happened to the original Pan-Africanists is what still happens to anyone who says too loudly that the emperor has no clothes.

In addition to the usual suspects for why Showmax struggled in Africa - price, internet, electricity - there’s another one.

It didn’t cook anything worth pirating.

For a streaming platform, if none of your shows end up on pirate sites, you have a bigger problem than piracy: indifference.

Streaming businesses survive on must-watch intellectual property. Netflix has Money Heist. Disney has Marvel and Star Wars. HBO has Game of Thrones.

Those shows escape the platform. They travel through torrents, Telegram groups, and WhatsApp because people actively look for them.

Showmax never produced anything that felt culturally unavoidable across the continent. A few local productions aren’t enough to anchor a subscription habit.

I don't remember to have indicated a desire to go back to school. Let alone studying an MBA. If these university ads were doing a better profiling job, Shukuru fits a person who may be interested to study Development Economics with a focus on Africa. Something like that.

When a 100-year-old business says it has found the limits of AI adoption, younger companies should reconsider slashing junior roles.

You don’t survive that long without mastering reinvention and developing strategic foresight.

Making your content 'scannable' is optimizing for your audience's exit.  Yes, attention spans are short and you want to grab them real quick. But you just made it easier to be done with you.

People catch the bolded bits, skim the last line, and scroll.

The deeper problem is this: if your audience skims you, you trained them to. Format is a style and also a contract you sign with your readers over time. 

Show up consistently as a "quickie" writer and people learn to engage with you in seconds.

Show up as someone who builds arguments slowly and earns a conclusion, and that same person (same scrolling habits, same busy schedule) will give you something different. Not because they suddenly have more time, but because you've taught them what to expect.

Attention is not fixed. It's relational.

It would be deeply disappointing if DeepSeek hasn't stolen enough for us to cancel our Claude subscription.

Most B2Bs know what they are. They just can't explain it in a way that travels.

That is to say, they have fixed clarity internally. The founder gets it. The sales team lives it. But when a customer tries to tell a colleague why they chose you — they fumble.

They default to your category, your features, your price. Not the reason. The problem here isn't positioning. It's portability.

You haven't given the market the language to repeat your story without you in the room.

So even when people love your work, they can't recruit for you. They can't make the case to their boss, their partner, their network.

Clarity only counts if it scales beyond you.

If your best client can't explain why you're different — in one breath, without jargon — then your story isn't sharp enough yet.

It's not what you say about yourself in a pitch. It's what they say about you at a dinner table, in a boardroom, or on WhatsApp. And it doesn't require you to be there to defend it.

The companies that win aren't the loudest. They're the most quotable.

That's the difference between a brand people use and a brand people recommend. One needs your sales team. The other spreads while you sleep.

The fix isn't more content. It's sharper semantics.

Give your customers a sentence they can steal. A comparison they can make. A reason they can repeat without sounding like they're reading a brochure.

Because if they can't sell you to their friends, your marketing never will.

We’re living through a period of rising protectionism.

So when China announces zero tariffs on imports from most African countries, two possibilities exist:

– It’s a genuine push toward deeper China–Africa economic integration.

– Or African exporters are not viewed as meaningful industrial competitors.

I lean toward the second explanation.

If most of what you export is raw materials, zero tariffs don’t threaten anyone’s factories. They simply ease supply.

Access is not the same thing as leverage.

Comment imekaa ki-Twitter sana ila nilikuwa najibu hoja iliyoanzishwa inasema, "Shida mnajifunza Social Media marketing youtube kwa kina Garyvee, hormozi na Dankoe mnaacha.

Mnasahau market yenu ipo Masaki,Tandale, Mwanjelwa na Sokomoko

Huko wakina Gaby,Nickyrabit,Rapha Jini,Amos Nyanda, Gillsaint,Millambo, Shukuru Amos ndo watu inabidi ufatilie ili uuze."

Whenever a new model drops that does something that was once being done by human professionals, the first exclamations are "it's over" for those people.

Not that the job for those people has just gotten easier. No, they're done. 

The assumption is that they're passive individuals who'd gently give in to the new tech.

Recently for example, an AI has been impressively making movie scenes and people are like "Hollywood is cooked". Not that Hollywood has just gotten best leveraged? 

Because they still own the supply chain. George RR Martin isn't going to sign his Game of Thrones IP to an AI. So what's the obsession with "it's over"? 

I understand that barriers to entry are now lower, but they have been so on the Hollywood side since people had access to cameras.

There’s barely a moral difference between your people being shipped off as slaves to serve colonial masters and your youth lining up to fight their wars decades later. One was forced. The other is dressed up as opportunity.

Careful now, Africa. 

If all you offer your young population is speeches about “demographic dividends” while jobs, dignity, and industry remain absent, don’t be surprised when their muscle becomes an export again.

taplio

The Battle

Dr. Naike Moshi

Shukuru Amos

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The Battle

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Shukuru Amos

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Shukuru Amos's LinkedIn Performance

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