Inside Geoffrey Gitau and Co: Leading Audit and Accounting Firm Powering SMEs in Kenya

Could you walk us through the Founding Story of Geoffrey Gitau and Co., from your early days as an Audit Assistant in 2001, through the Launch of the Firm in 2011, and how you scaled to nearly 200 Audit Clients by your 11th year of Operation?

My journey in auditing actually began back in high school when I was in Form Four. I had a strong passion for accounting, although it was not offered as a subject at the time. I approached one of the teachers to consider introducing it as an examinable subject for the Kenya Certificate of Secondary Education (KCSE), and our class ended up pioneering the accounting subject in that school.

My first formal employment was in an audit firm based in Westlands in 2002. I was very passionate because this had always been my path. After gaining experience at two or three audit firms, I later moved into the corporate sector and worked as a finance manager. Eventually, I felt the urge to return to my core passion and start my own practice.

That is how I founded Geoffrey Gitau and Co. in 2010, though we officially began operations in 2011. We started with only one client. That one client referred us to a few others, and through a chain of referrals, we grew steadily. At the beginning, I handled everything myself, but as the client base expanded, we began hiring. Today, we have a team of 13 staff members.

Our main service areas are auditing, taxation, and accounting. From that single client in 2011, we have now grown to over 200 audit clients—an achievement we are very proud of.

In Europe, during our 2022 interview, you highlighted the Management Letter as a Key Value Addition at Audit Completion. How do you structure that Feedback, and how do clients typically use it to improve their operations?

A key component of our audit deliverables is the financial statements, where we provide an opinion on whether they are fairly presented. However, over and above that, we include a very important document: the management letter.

The management letter outlines areas of improvement, recommendations, and the implications of the identified issues. This document is a critical value addition to our clients. For first-year audits, we conduct a comprehensive review that goes beyond the standard audit, identifying key areas requiring improvement.

In subsequent years, we refer back to the previous management letter to assess whether the client has implemented the recommended changes. Ideally, a client should act on those recommendations within two to three years. The management letter is therefore an essential part of our audit process and must accompany the financial statements at all times. It clearly demonstrates the value of our services.

Outsourced Accounting and Tax Services have become a major Revenue Stream for Geoffrey Gitau and Co, particularly among SMEs. What prompted the development of this tailored offering, and how does it compare with in-house accounting?

We identified a niche in the market that presented a significant opportunity. Many non-Kenyan-based organisations setting up operations in Kenya are often not in a position to hire a full-time accountant to manage their financial records, prepare management accounts, and ensure statutory compliance.

In Kenya, with each new budget, there are numerous changes to taxation laws. Business owners prefer to focus on running their core operations rather than keeping up with constantly evolving tax requirements. Outsourcing to a professional accounting firm becomes the best solution.

That insight led us to establish a dedicated department that offers accounting and statutory compliance services as a complete package. We have seen a steady uptake in this area, especially now when many organisations are looking to reduce costs. Rather than employ a full-time accountant—who may go on leave or require a medical cover—businesses prefer to outsource, allowing them to access professional expertise while focusing on their main business goals.

How do you ensure that employees align with your Firm’s Vision and Consistently Deliver Excellent Work?

First and foremost, we invest heavily in training. We have operational manuals that are cascaded to all levels of the organisation. Even our support staff, such as the office assistant who serves tea, understands the firm’s structure and management processes.

We conduct quarterly in-house training sessions to ensure everyone remains aligned with our expectations and maintains professional standards. Most of our team members are registered with the Institute of Certified Public Accountants of Kenya (ICPAK), which also provides ongoing professional development. These external trainings, combined with our internal sessions, help us stay updated, competent, and aligned with the firm’s vision and mission.

Can you share how Automation has Impacted Client Delivery, Internal Routines, and particularly your Team’s Ability to focus on Advisory and Research? How is AI impacting your business?

Yes, we have implemented a system called Caseware, and we are currently rolling out another tool known as Toolbar, also from South Africa. The toolbar is AI-enabled and has been a game-changer for us.

For example, when conducting fieldwork, the system allows us to automatically select audit samples based on specific thresholds. You can instruct it to pick all expenses above KES 50,000, and it will extract those entries instantly. Previously, we did this manually, which was both time-consuming and prone to human error.

Now, thanks to AI-enabled tools like Toolbar, we are saving significant time during audit processes. This allows our team to focus more on advisory, analysis, and adding real value to our clients, rather than spending time on routine, manual tasks.

Geoffrey Gitau & Co. is transitioning to a limited liability partnership model with inclusive shareholding participation. What are your Goals for that Transition, and how do you expect it to Influence Motivation, Client Outcomes, and Company Culture?

We are planning to transition into a Limited Liability Partnership (LLP). If you look at our staff profile, many of our team members have been with us for over 10 years, and some have grown with the firm since its inception.

We see this transition as an opportunity to create synergy and shared ownership. Allowing long-serving staff to own a stake in the firm will not only improve goodwill but also align everyone to a common goal. It becomes more than just employment—it becomes a shared mission to build the future of the organisation and their families.

We expect to officially launch the LLP structure, hopefully, by the first quarter of next year.

Sustainability is becoming more central to business strategy globally. Do you think it is relevant in your sector? Can SMEs in Kenya actively participate in sustainability and the Sustainable Development Goals (SDGs)?

Yes, it is definitely possible—especially in our space. Most of our clients are SMEs. In Kenya, SMEs are defined as businesses with an annual turnover of up to KES 2 billion, ranging from start-ups to more established enterprises. Sustainability goals are still a relatively new concept within this segment, but we are seeing growing interest.

At the moment, most of the activity around sustainability is being driven by large, blue-chip companies—particularly banks. For example, Equity Bank and others have several initiatives focused on environmental sustainability and corporate social responsibility.

I believe SMEs can also leverage sustainability—not only to improve their practices but also to access new opportunities and partnerships. As a firm, we see potential to support SMEs in integrating sustainability into their operations through advisory services. While the major players are leading for now, the shift is gradually expanding to smaller enterprises, and we intend to play a role in that transition.

If you had a Magic Wand, where would you like to see Geoffrey Gitau and Co. in three to five years?

It actually aligns with our current strategic plans. One of our key goals is to launch our Limited Liability Partnership (LLP) structure by next year. This shift will enable greater shared ownership within the firm and support long-term sustainability and growth.

Looking ahead over the next three to five years, I envision growth in both the number and quality of our clients. We want to expand our focus into sectors where we currently have minimal presence. For example, agriculture is a vital part of Kenya’s economy, yet we currently serve only two or three clients in that sector. That is an area we plan to prioritise.

We are also targeting the financial services space, particularly microfinance. The Central Bank of Kenya receives a steady flow of applications from new microfinance institutions, and we see this as a strong growth opportunity. Additionally, we want to explore tech-driven financial services, especially at the intersection of fintech and banking, which is an area where Kenya is quite advanced.

So yes, diversification across sectors such as agriculture, fintech, and microfinance is a major part of our vision.

Will Kenya remain your primary focus, or do you have plans to expand beyond the country?

In the medium term, our primary focus will remain Kenya, particularly as we roll out the LLP structure. However, regional expansion is very much on our radar. Once we establish a solid LLP foundation, we will begin exploring opportunities across the East African Community, including Uganda, Tanzania, and possibly Somalia.

In fact, we already serve several non-profit organisations operating in Somalia, though their headquarters are based in Kenya. So, while we are not physically present in those countries yet, we do have some cross-border exposure, and that will likely increase in the years to come.

What message would you like to address to the foreign business community, the international business community that is listening, and what sort of message would you like to send to the whole of Kenya?

Yes, my message to prospective foreign direct investors is that Kenya is far ahead in terms of the population that is learned. Especially when you look at our Generation Z. They were well educated during President Kibaki’s tenure, and they are performing exceptionally well. In terms of technical skills, we have universities and technical colleges that equip Kenyans with both technical and professional expertise. We have doctors, engineers, and other professionals whose qualifications are well respected even beyond the borders of Kenya.

So, my message to them is: if you are looking for professionals to add value or support your business, then Kenya is the best place to establish and set up operations. Professionals here are well-trained and capable of supporting international business activities effectively.

Our organisation is a one-stop shop for essential services. For example, most of our customers may land on our website searching for services beyond auditing, taxation, and accounting. We work with other business associates who offer services such as business formation, legal advisory, company secretarial services, and immigration services. This ensures our clients do not have to search for three or four different professionals for various needs. We outsource these services and coordinate them so that you only interact with us, and we handle the rest in the background.

Although these auxiliary services are not currently our core revenue stream, they represent a strategic growth area. Among them, immigration services are a key priority. They are critical, especially for foreign direct investors who are keen to understand how quickly they can obtain work permits and identification documents. We ensure that these processes are handled smoothly through our associates, removing complexity from the client’s end. This allows investors to focus on setting up and growing their businesses in Kenya without bureaucratic obstacles.

We are passionate about our processes, especially the auditing and assurance services. We strive to ensure that we add value to the customer. Our focus is not limited to the signing of financial statements; we are committed to providing a management letter to support the improvement of business processes.

Over and above our technical expertise, we place high value on building long-term relationships with our clients. We aim to be more than service providers — we want to be trusted partners in their growth journey. We continuously invest in improving our internal systems, training our teams, and staying abreast of industry trends so that we can consistently deliver relevant, timely, and practical solutions. Our vision is to be known not just for what we do, but for how we make our clients feel — supported, understood, and empowered to grow.

We believe in the potential of Kenya as a thriving business hub, and we are proud to contribute to its growth by supporting both local and international businesses. Through integrity, professionalism, and a client-centric approach, we continue to build a legacy of trust and impact in the professional services space.

Is servicing firms in the U.S., Australia, and beyond something you are exploring or considering?

This is something we are keen on developing. We want to expand into business process outsourcing. For example, if there is a company in Dubai that needs key accounting processes to be outsourced outside Dubai, then we aim to be the preferred service provider.

Similarly, we are exploring opportunities in the United States. If we get the right partners, we are ready to grow our business in that direction. We currently have one customer that outsources accounting services to us here in Kenya.

What kind of service is it? Is it an Auditing Firm? An Accounting Firm?

No, it is a consulting firm.

Do they provide the same services you offer?

No. They are focused on management consultancy and similar services. They do not offer accounting services. We  also provide accounting services for them.

And that could be a Good Revenue Stream?

Yes, it would be. If we can scale the number of clients seeking business process outsourcing, then this is an area I am keen to expand.

We know that the cost of living is high in Dubai and the United States. But why did they specifically choose you, instead of going to India or elsewhere?

I believe it was due to our online visibility. When they were searching for accounting services, our website most likely appeared among the top ten results. They reached out to us via our website’s email address. That is how we know the lead came directly through our digital presence.

Would you like to expand on your Digital Marketing Efforts?

Yes. We have a digital marketing department, which is currently outsourced. The key objective is to ensure strong visibility across all the services we provide. Whether a potential investor or client is searching for accounting, auditing, or immigration services, our goal is to appear among the top results on search engines.

This boosts our chances of being selected for interviews or receiving requests for proposals. We plan to expand this effort further, especially when we launch the Limited Liability Partnership. Our strategy is to take the firm to the next level, and digital marketing will play a key role. We are prepared to increase the marketing budget to reach as many potential customers as possible.