There is a persistent and widening gap between the analytical depth organisations need and what is available at accessible price points. This gap is measurable, costly, and — with the right architecture — closeable.
African organisations — from first-year startups to mid-cap enterprises — face strategic decisions every year that would command KES 5–20 million engagements if commissioned from a global consulting firm. Almost none of them are commissioned at all.
The result is a measurable advisory gap: decisions that should be made with formal economic analysis are instead made with narrative opinion, anecdote, and founder intuition. The cost of this gap, aggregated across the continent, is almost certainly the single largest avoidable drag on African enterprise productivity.
The Three Causes
- Price: global firms charge fees that are 10–50× what a mid-market African client can justify.
- Proximity: the nearest major firm office is often four hours away by flight, and the engagement model assumes client travel.
- Perspective: global frameworks are calibrated for OECD operating environments and frequently miss the friction that defines the African context.
IBClay & Company was founded to close this gap — with economics-degree-grade analysis, proprietary diagnostic frameworks, and a pricing architecture designed for the organisations that actually exist in Kenya, East Africa, and the continent as a whole.