Q: Could you give us an overview of Mayleen Corporation’s current business operations and primary areas of focus?

A: Mayleen Corporation is currently primarily focussed on large-scale infrastructure development projects, many of which are government initiatives in Kenya and East Africa. Our core expertise lies in infrastructure developments in the aviation industry (airport master plan design development), power generation, power transmissions and power distributions including last mile connectivity.

We manufacture power sector components and paint in Kenya including distributions. In addition, we invested in the fast-moving consumer goods (FMCG) sector after understanding that the region has a fully fledged FMCG vertical. We are proud to be in three main areas of business – B2G (business to government), B2B and B2C.

In the power and energy sector, we collaborate extensively with national utility companies and private developers in East Africa. Our operations extend beyond the local landscape, reaching into the regional market within East and Southern Africa.

Mayleen also operates a wood coating manufacturing plant in collaboration with a Sri Lankan organisation. Recently, we ventured into the FMCG sector with a Sri Lankan FMCG, allowing us to maintain a presence in the B2B and FMCG sectors while undertaking large-scale projects.

In the past, Mayleen was the passenger service agent of SriLankan Airlines when it operated direct flights to Kenya.

The organisation’s roots trace back to its inception as a small trading company when I relocated from Singapore to Kenya in 2005. Having left Sri Lanka for Singapore at the age of 19, I pursued higher studies there before moving to Kenya with a focus on Africa. Originating as a trading company involved in imports and exports, Mayleen has evolved over the past 19 years into the diverse corporation that it is today.

In 2015, a pivotal moment occurred when we amalgamated multiple small trading arms into Mayleen Corporation, bringing together various operational verticals. This strategic restructuring was not an overnight process – over the past seven to eight years, the company has consistently focussed on major development initiatives.

We continually secure significant projects, collaborating with government entities and large organisations, and also worked on projects funded by the IFC, OPEC Fund for International Development and European financing, which come with the highest compliance requirements that are followed by Mayleen especially in major infrastructure projects.

Our experience in this part of the world with such projects comprising governments, lenders, implementation agencies, private customers and partners, and having to deal with customers in large populations and countries is a result of the strong foundation we have to look at the future today.

Q: Mayleen’s success in Africa is notable. What factors have contributed to this success and how do you differ from competitors?

A: I have a passion for Kenya, and Africa and its people. We understand and embrace African cultures, making them an integral part of our identity. Our journey in Africa has been characterised by genuine connections and collaborations with the wonderful people we encounter. This forms the foundation of our work and ethos.

Another critical factor contributing to our success is the dedication to our core activities. We have remained resolute and consistent in our endeavours, which have fostered stability and reliability in our operations.

Furthermore, our commitment to diversification sets us apart. We have boldly ventured into new sectors while exercising caution and diligence. Fortunately, our ventures into diverse industries have yielded success, underscoring our strategic approach.

Moreover, we’re actively exploring new opportunities and striving to carve out market shares in established domains. The key to our success lies in our ability to diversify and sustain these efforts. For instance, in infrastructure projects, our diversified portfolio comprising electrical engineering, civil engineering and manufacturing arms strengthen our capabilities.

While seemingly unrelated at times, the experiences gleaned from our various verticals contribute significantly to project execution efficiency, cost-effectiveness and quality standards.

Our workforce also benefits from exposure across different verticals. This shared knowledge equips us with comprehensive insights, and enables us to execute projects efficiently and effectively.

Q: How does Mayleen evaluate potential markets for expansion and what opportunities do you see for growth in future?

A: There are no inherently good or bad countries – each nation presents its own set of challenges, positives and negatives. We consistently strive to focus on the positive aspects of each country we engage with. Upon identifying these positives, we invest time in studying and understanding them.

We actively seek insights from individuals on the ground and personally visit countries to assess situations. Having spent nearly 19 years in this region, we have developed a profound understanding of Africa and its neighbouring countries. Market dynamics, political climates and business cultures are critical factors that require thorough evaluation.

Understanding and respecting diverse business cultures is paramount to our approach. We embrace the need to adapt and collaborate effectively within these different contexts.

The post-COVID recovery period presented a new business landscape for us. Traditional markets and established companies are undergoing readjustments and instead of lamenting about market conditions or global situations, we chose to adopt a proactive stance. Our ethos revolves around working diligently and innovatively to contribute to economic growth with the mindset of ‘project and client first before us.’

The economic recovery phase that the world is in now unveiled numerous opportunities for individuals and businesses alike. Presently, we are actively engaged in several East African countries, with ongoing investments and operations supported by our own offices and registered subsidiaries. Our dedicated staff is stationed in these countries, contributing to our projects and initiatives.

Our expansion plans encompass parts of Southern Africa. Currently, we are in the final stages of securing an opportunity in Namibia, with further exploration of opportunities in the region including in West Africa.

Q: Are there any projects or investments that Mayleen has undertaken or is planning to embark on in Sri Lanka?

A: We have been exploring opportunities in Sri Lanka, driven by a vision to leverage its strategic geographical positioning as the country holds significant potential. My vision entails establishing connections with Sri Lanka for a year-round pre-export strategy. This strategy encompasses reexporting goods from Asia to Africa and vice versa, but also exploring opportunities for trade between Africa and Asia through Sri Lanka. We are currently studying the feasibility and logistics of this initiative based on the specific raw materials available in East Africa.

It’s imperative for entrepreneurs both within Sri Lanka and overseas to recognise the opportunities that the island presents and explore ways to capitalise.

Q: How do you approach partnerships – particularly in the context of entering new markets or pursuing large-scale projects?

A: Our team is multicultural, comprising not only Sri Lankans but also Kenyans, Europeans and Americans. This diversity enriches our collaboration, and ensures the delivery of globally accepted products and services. Operating in a free market, we understand the necessity of producing top-quality offerings to remain competitive on a global scale.

At present, we have signed MOUs with a government entity and are in discussions to sign another MOU with a large government service, and we’re also looking to public-private partnership (PPP) models in some sectors in Sri Lanka. Mayleen is also on the drawing board with the PPP model in East Africa, where we are exploring a much larger opportunity between Africa and Asia.

As we continue to evolve, we aim to strengthen our partnerships with companies in Sri Lanka. We actively explore avenues for collaboration, seeking specific skill sets, products and services that enhance projects. Currently, we’re leveraging these partnerships and have established joint ventures with Sri Lankan companies.

Q: Considering Mayleen’s success in diverse markets, how do you envision growth?

A: As a diverse company, we continually seek new products, services and opportunities. We engage in healthy competition with local companies, always striving to improve and excel. In terms of larger infrastructure projects, our clients include government institutions or entities closely affiliated with the government.

In terms of consumer preferences, particularly in FMCG, we observe a shift driven by changing demographics and evolving market dynamics. Young consumers in particular exhibit distinct preferences compared to traditional consumers. Additionally, consumers are increasingly discerning and well-informed about their choices.

It’s noteworthy that Kenya maintains stringent standards for imported goods, enforced by regulatory institutions. Products undergo thorough certification processes to ensure compliance with global standards before they can be sold in the Kenyan market. This rigorous oversight ensures that consumers have access to globally accepted product quality locally.

Q: Looking ahead, what are the key priorities and strategic objectives for Mayleen, in terms of operational excellence and growth opportunities?

A: Our primary objective like any private company is sustained growth, which we’ve achieved even amidst the challenges posed by COVID-19. We aim to maintain this momentum and capitalise on the diverse opportunities in today’s world. Mayleen seeks to be in a sound place by 2026, when the world will also be at its best financially in order to take advantage of opportunities that will be presented to us all.

Organic growth remains our focus, and what sets Mayleen apart is our willingness to explore new territories and venture into areas traditionally unexplored. We embrace challenges, whether it’s developing an airport, constructing a power plant or managing large-scale infrastructure projects.

Operational excellence is fundamental to our growth strategy. We understand that achieving growth is inseparable from maintaining operational excellence. Therefore, our team remains hands-on, ensuring the highest standards across all operations.

In Africa, the opportunities for growth are immense. We’ve been fortunate to identify and capitalise on these opportunities but we understand that success requires more than mere talk – it demands action. We are actively pursuing opportunities and learning from both successes and failures.

Additionally, our approach to investment is not solely profit driven – we prioritise learning and development. Even if some investments do not yield immediate returns, we view them as invaluable learning experiences that contribute to long-term success. This mindset allows us to take calculated risks and gradually achieve success, even if it doesn’t come instantly.

– Compiled by Tamara Rebeira
COMPANY DETAILS

Telephone: +254 722175522 | Email: ruwan@mayleengroup.com | Website: www.mayleencorp.org