What would you say your biggest challenge is there?
One major challenge we face is that there is little understanding of maintenance. Cars are often driven until they’re completely falling apart, and then only repaired enough to make them run, albeit rather shakily. The same goes for pumps. They are used for a long time without maintenance, even if their performance drops to 70 percent. When the pump finally stops working, a spare part or a new product is needed fast. And fast means now! Of course, this is difficult if the pumps are custom-made – that's a challenge for our service business.
It’s an issue that we as a team have to battle with: Convincing customers that, besides new pumps, there are also such things as servicing and predictive maintenance. We do lots of marketing about this and are in regular contact with the relevant people.
Another challenge is finding the right staff. Although there are universities, there is no training available for trades that do not require a degree. If parents want their son to become a welder, after leaving school they send him to an acquaintance who knows how to weld for three months. He’ll then perhaps apply to work for us. But we have no way of assessing his abilities. Before we hire someone, we have to put them through their paces and see what they’re really capable of.
How do you intend to develop the region for KSB in the future?
For me, there are five key points. Firstly, we need the right people – and we need to help them develop, for example through training programmes, courses or study programmes in which KSB is involved.
Secondly, we want to expand our service business. We have a growing installed base of pumps in the region. This presents significant opportunities to incorporate servicing, spare parts and predictive maintenance more firmly into the business.
Thirdly, we want to ramp up our standard business, for example with borehole pumps. A classic use case would be when a well is drilled in a dry region and a pump supplies water to a community. That's our bread-and-butter business.
Fourthly, we want to be closer to the customers in the markets – with local employees who understand the language, culture and market.
And fifthly, we need to raise our profile and become more visible: within associations, on LinkedIn, at trade fairs and through our direct market presence.
Has your time in East Africa changed you personally?
Yes, of course. My self-confidence and my intercultural communication skills have improved. I’d say that I live more modestly and I’m quicker to question myself when I complain about things. When you see the problems some people here have to live with, it seems out of proportion to get worked up if occasionally there’s no water or the car breaks down.
You’ve told us about your business objectives. Do you have any personal goals?
I’d like to make the most of my time here to learn, experience and discover as much as possible. One of my greatest personal wishes is to go gorilla tracking. And professionally, I would like to continue delivering “Solutions. For Life” on the ground here. Of course, KSB is not a charity; the aim is to operate a successful business in East Africa. But it’s a great feeling when your work has real purpose and helps people at the same time.
@KSB
