AI Weekly Brief

The period running from 13th March to 10th June 2026 closed with total revenue of KES 508.9 million, representing a decline of 28.9 percent against the prior period's KES 715.5 million — a shortfall of KES 206.6 million in absolute terms. That contraction is not isolated to one pocket of the business. Wholesalers Coast has collapsed by 64.4 percent and is now generating only KES 2.5 million, which points to a structural problem, not a soft patch. At the same time, 3,628 customers who collectively account for KES 111.4 million in historical revenue have not placed an order in the last 31 to 90 days, meaning the re-engagement window on that cohort is actively closing. Set against these pressures, there are real bright spots to hold onto: Ga-South Rift grew 38.2 percent on a base of KES 24.4 million, Susan Muthoni Murigi delivered KES 35.1 million across 24 clients with a strike rate of 448 percent, and 674 Champion customers are ordering with enough frequency to constitute a reliable revenue floor. The reason this matters beyond the headline number is that the business is facing simultaneous pressure from three directions — a shrinking active customer base, underperforming field capacity, and a regional unit in serious decline — at exactly the moment when it can least absorb the compounding effect. Twenty-four sales representatives are active but generating under KES 3.7 million each, which means the field force is not converting effort into revenue at an acceptable rate. If those reps are covering the same routes as the 3,628 at-risk customers, the churn problem and the rep performance problem are likely connected. Wholesalers Coast requires an immediate diagnostic before the decline becomes permanent: pull the rep-level breakdown for that unit and determine within this week whether the issue is coverage gaps, conversion failure, or a product-mix mismatch. Simultaneously, the 674 Champion accounts must be actively protected — they are your current revenue floor and the cheapest cohort to retain. Allowing that group to erode without a deliberate retention intervention would compound the damage already visible in the numbers. The single most important action this week is to launch a structured churn-back sprint on the top 20 at-risk accounts drawn from the 3,628 inactive customers. Assign those accounts directly to your strongest performers — led by Susan Muthoni Murigi — set a 48-hour callback SLA, and track contact and conversion daily. This cohort represents recoverable revenue that is still within reach, but the window is short. In parallel, instruct Reginah Mutuku, Perrylynne Nyambura, and Grace Mutwa Kea to ride along with Susan Muthoni Murigi for one full route cycle so that the behaviours driving her 448 percent strike rate are being transferred in real time, not in a classroom. These two moves — churn recovery and capability transfer — will begin to address both the revenue gap and the rep performance deficit within the same two