Serah Katusya: Building a MarTech powerhouse for Africa’s AI era

AS artificial intelligence reshapes industries and redraws the boundaries of global competition, African businesses are being challenged to rethink not just how they operate, but how they innovate. Few leaders sit closer to this intersection of marketing, technology and transformation than Serah Katusya, Chief Executive Officer and partner at Belva Digital.

Katusya, who transitioned from a 16-year career at WPP ScanGroup to help steer the evolution of Belva Digital into a marketing technology firm, believes the continent stands at a pivotal moment. With the right approach, she argues, Africa can leverage AI not merely to catch up, but to leapfrog global markets—much like it did with mobile money.

She reflects on her journey from corporate leadership to entrepreneurship, the bold bet on MarTech, and why discipline, talent and technology will define the future of Africa’s digital economy.

Tell us about Belva Digital?

Belva Digital was founded about 13 years ago by a visionary, Fred Kithinzi, at a time when very few people in Kenya truly understood digital marketing. It began as a performance marketing agency, evolved into a creative social agency, then returned to performance before rebranding about two to three years ago into a marketing technology, MarTech agency. That transition marked a major shift and it is also when I joined as CEO and partner. Today, we are about 115 people, largely young, passionate professionals in their 20s and 30s. Around 30 to 35 per cent of our team is in tech, but even those in creative and client service heavily rely on technology.We are intentionally redefining what an agency looks like. We don’t want to be boxed as a creative, media or digital agency, we are a marketing technology company with technology as the backbone of everything we do.

What inspired your journey into digital marketing and entrepreneurship?

Interestingly, it started with a sense of restlessness. I had spent about 16 years in corporate, largely in traditional media roles, while the world was rapidly shifting to digital. I knew I needed to pivot. At that exact moment, Fred approached me to join Belva. It felt like the right opportunity at the right time. What drew me in was the chance to shape a business—to influence culture, strategy and the kind of clients we work with. In large corporates, even as a CEO, your influence can be limited by global structures. Here, I could bring ideas to life.

What pivotal moments shaped who you are today?

I grew up in Kitui, in a rural setting and that foundation shaped me deeply. My parents were incredibly hardworking. My father balanced teaching with farming while my mother juggled multiple businesses alongside her job. From them, I learned two key things: passion and discipline. Discipline, especially, has been central to my success. I also grew up in a matriarchal environment surrounded by strong women leaders. That gave me the confidence early on that as a woman, I could achieve anything I set my mind to.

You spent 16 years at WPP ScanGroup. How did that experience shape you?

WPP was my foundation. Those 16 years exposed me to global clients like Procter & Gamble, Unilever, Safaricom and Coca-Cola, and markets across Africa including Nigeria and Ghana. It gave me world-class experience, mentorship and a deep understanding of the advertising ecosystem. Without WPP, I wouldn’t be leading Belva the way I am today.

What was the biggest risk you have taken in your career?

Leaving WPP. I was the managing director for GroupM Sub-Saharan Africa, a comfortable, well-established role. Walking away from that to join a relatively unknown SME was a major leap. Many people questioned the move, but I believed in Fred’s vision and in what we could build together.Three years later, it has absolutely been worth it.

How is Belva Digital evolving and what does success look like?

Success for us is threefold: attracting top talent, earning the trust of leading brands and delivering real business solutions, not just creative outputs. We want clients to see us as partners who solve problems using technology. Internally, success also means creating a workplace where people are happy, motivated and doing meaningful work beyond the traditional agency grind.

What differentiates Belva in a competitive market?

Our people. Everything stems from the strength of our team. For instance, during the Kenya Pipeline IPO, we built an AI-enabled platform that allowed Kenyans to ask questions about the offering in real time. That kind of innovation reflects what we stand for, combining marketing and technology to create impactful solutions.

How will AI shape the future of marketing?

AI will make marketing more efficient and more effective. Tasks that once took hours like video editing or design can now be done faster without compromising quality. At a business level, AI allows companies, especially SMEs, to access tools that were previously out of reach. If Africa embraces AI properly, it could actually leapfrog global markets, much like we did with mobile money.

Is AI a threat to jobs in the industry?

Not directly. People will not lose jobs to AI. They will lose jobs to people who know how to use AI. Yes, some roles may change or disappear, but new opportunities will emerge. The key is upskilling. If we prepare our workforce, we can even export digital talent globally.

What are the biggest challenges businesses face in digital transformation?

Knowledge and change management. Many organisations invest in digital platforms but struggle with adoption because employees don’t understand their value. Successful transformation requires leadership from the top and a clear commitment to change.

What advice would you give SMEs struggling to adopt digital tools?

Start small and focus on learning. There are many free resources online. From YouTube to platforms by Google.Technology does not have to be expensive. Even simple tools can help with marketing, payments and customer engagement. The key is to understand how technology applies to your specific business and use it consistently.

What mistakes do businesses make when scaling digitally?

One of the biggest mistakes is assuming digital transformation is quick and easy. It is not. It is change, and change is hard.When you are dealing with organisations of 50, 100 or even 1,000 people, you must bring everyone on board. That takes time. We always advise clients to start with one department where adoption is easiest, then use it as a model for the rest. Another mistake is ignoring training and support. You can’t just introduce a system and expect people to use it. You need continuous training, clear metrics and sometimes the humility to pause and ask, is this tool actually helping or making work harder?

How do you balance creativity with performance-driven marketing?

Creativity remains human-led. Technology enhances what we do, but it does not replace ideas. At Belva, we start with human insight that is brainstorming, developing concepts then use technology to scale and optimise. AI helps with data, speed and efficiency, but the core idea must come from people. That is something machines cannot replicate.

What are the biggest challenges you have faced as an entrepreneur?

Growth can be overwhelming. When your business expands quickly, you must scale talent, systems and processes at the same pace. Another challenge is pricing pressure in the industry, where sometimes the cheapest agency wins over the best. You have to be disciplined about the work you take on and focus on value. Then there is financial management, ensuring salaries, suppliers and operations are all sustained, even when clients delay payments. That responsibility can keep you up at night.

What advice would you give to young entrepreneurs?

Entrepreneurship is rewarding but tough, and often lonely. It requires discipline above all else. Be disciplined with your time, your finances and your work. Passion will get you started, but discipline will keep you going. And most importantly, understand that success is built daily. It is about consistently doing the work, even when it is hard.