ICT Manager at Bimas Kenya Kimathi Marangu has spent nearly a decade designing solutions that make technology accessible and impactful for low-income communities.
As technology reshapes lives everywhere, many of the clients Bimas Kenya serves still lack smartphones or even basic digital literacy. Yet this does not faze Kimathi Marangu, the ICT manager at Bimas Kenya. For nearly a decade, he has been steering the organisation’s digital journey, determined to make technology work for low-income and unbanked communities who are often left behind.
“Most of our clients are in rural areas and many don’t have smartphones,” Kimathi explains. “That means we have to design solutions that are simple, accessible and can even run on basic feature phones. Otherwise, we would be leaving out the very people we exist to serve.”
His passion for finding such solutions goes back to the very beginning of his career. Inspired by his elder brother, who also worked in IT, Kimathi chose to pursue the same path, completing both a degree and later a master’s in information technology. Over the years, he carved out a niche in the microfinance sector, where he found purpose in applying technology to improve the lives of people at the grassroots. By the time he joined Bimas Kenya in 2015, he had already accumulated solid experience in building systems that balance efficiency with accessibility, a skillset that would prove vital in his current role.
“Working in microfinance opened my eyes to how much impact technology can have when it is designed for real people with real struggles,” he says. “It is not just about systems and processes, it is about giving people tools that change their lives.”
At Bimas, that philosophy has shaped a far-reaching transformation agenda. Under Kimathi’s leadership, the organisation has steadily moved away from paper-based processes, rolling out digital platforms that make operations faster, more accurate and more transparent. Field officers now use mobile applications to capture client data in real time, a shift that has cut delays and errors while giving management immediate visibility into branch performance.
Thinking differently
One of the most significant steps has been making mobile banking work for all clients, including those without smartphones. Services were designed to run on USSD codes and simple interfaces so that even someone with a basic handset can check balances, make repayments, or apply for products. “We had to think differently,” Kimathi notes. “If we had built systems only for the latest devices, we would have excluded a huge part of our customer base.”
The impact has been transformative: clients receive faster services, staff spend less time on paperwork and the organisation can scale its reach more effectively. “The satisfaction for me is seeing a farmer in a remote village access credit or savings products seamlessly because of the systems we’ve put in place,” Kimathi says with pride.
The transformation, however, has not come without its challenges. One of the biggest hurdles has been the digital divide. “Many of our clients still struggle with digital literacy,” Kimathi admits. “You can build the best system, but if people do not understand how to use it, adoption will always be slow. That means we spend a lot of time on training and hand-holding, which is necessary but also resource-intensive.”
Resistance to change has been another obstacle, not just among clients but also staff. Some employees who were used to manual processes found it hard to adapt to new ways of working. “Change is never easy,” Kimathi reflects. “You have to keep explaining the benefits, showing small wins, and encouraging people until they see the value for themselves.”
Cybersecurity is an ever-present concern. With sensitive financial data flowing through their systems, Bimas has had to invest heavily in protection. “Cyber threats are real, and they are becoming more sophisticated,” he says. “We have implemented firewalls, multifactor authentication and monitoring tools, but you can never relax in this area. It requires constant vigilance.”
Adding to these pressures are changing regulations, especially with the introduction of data protection laws. Compliance requires not only system adjustments but also continuous staff training. “Regulations keep shifting and we must always be ready to align quickly,” Kimathi explains.
A balancing act
Then there are the resource constraints. As a microfinance institution, Bimas does not have the same financial muscle as big banks or corporations. “Technology is expensive, yet we cannot afford to sit still,” Kimathi says. “We have to be very strategic, choosing systems that give us the most impact for the least cost. That is always a balancing act.”
Leading digital transformation at Bimas has also meant learning how to make the most of limited resources through teamwork. Kimathi manages a lean IT department of just five people, yet together they support more than 40 branches spread across the country. Much of this work is done remotely, relying on systems and tools that keep operations running smoothly even when physical visits are not possible.
“Our team may be small, but we are highly committed,” Kimathi says. “I believe in empowering each member to take ownership of their work, because when someone feels trusted, they always deliver more.”
Training has become a cornerstone of his leadership approach. The pace of technological change means that yesterday’s knowledge quickly becomes outdated. “I encourage my team to keep learning, whether through short courses, workshops, or online resources,” he explains. “When the team grows in knowledge, the whole organisation benefits.”
Kimathi also credits the support of senior management for enabling his team to deliver. Reporting directly to the CEO has given ICT a voice at the decision-making table. “It makes a big difference,” he says. “When leadership sees technology as central to the mission, it becomes much easier to align investments and strategies.”
For Kimathi, the work has always gone beyond systems and processes. It is also a personal calling, even when it comes with sacrifices. The long hours required to keep systems running smoothly often eat into family time. Living in Embu while his family is based in Nairobi has added another layer of separation. “It is not easy being away from my family during the week,” he admits. “But I make it a point to spend weekends with them and that time is very precious.”
Despite the demands, Kimathi finds deep satisfaction in his role. “Seeing a system you helped design being used successfully, or a client benefiting from a service that was once out of reach, that is very fulfilling,” he reflects. “Those are the moments that remind me why I chose this path.”
Outside of work, he makes time for family, friends and quiet reading. Instead of long novels, he prefers short online pieces that keep him informed and inspired without overwhelming his schedule. These small routines, he says, help him maintain balance in a career that can be all-consuming.
Looking ahead, Kimathi sees artificial intelligence as an important enabler rather than a threat. He believes AI will play a major role in strengthening cybersecurity, improving efficiency and making services smarter for both staff and clients. “Most people think of AI as something that will replace jobs,” he says. “For me, it is about how we use it to make our systems better and our people more effective. The future belongs to those who embrace it step by step and that is the direction we are taking at Bimas.”
