Ashif Kassam on RSM Eastern Africa’s Role in ESG, SME Advisory, and Audit Innovation Across East Africa
In this exclusive interview with Ashif Kassam, Executive Chairman of RSM Eastern Africa LLP, he outlines the firm’s strategic initiatives aimed at reinforcing its position as a leading provider of audit and advisory services in East Africa. As part of the global RSM audit network, the firm is aligning its operations with international standards through the RSM Africa Regional Council, chaired by Kassam. The council ensures uniform delivery of quality services across over 15 African countries, reinforcing RSM’s growing footprint in Sub-Saharan Africa.
A major area of focus is the integration of technology in audit services, particularly data analytics to enhance complex audits and deliver critical insights. RSM is also prioritizing Environmental, Social, and Governance (ESG) advisory services by investing in global and regional ESG teams, including a free ESG self-assessment tool for clients. The firm also supports SMEs in East Africa with transaction advisory services, helping family-owned businesses with succession planning, ownership transitions, and growth strategies.
Kassam highlights how professional services in Kenya must differentiate on values like care, collaboration, and cultural fit, as well as trust, to ensure client retention and service quality in a crowded market of over 2,500 auditors. For RSM, most growth is referral-based, underlining its commitment to high-quality client relationships rather than mass marketing.
The firm also contributes to economic development by working with key organizations such as Kenya Private Sector Alliance (KEPSA) and the Kenya Association of Manufacturers (KAM). Its publication, Doing Business in Kenya, remains one of the most comprehensive guides for foreign investors, along with similar resources for Uganda and Tanzania.
RSM sees immense opportunity in intra-African trade, especially through the African Continental Free Trade Agreement (AfCFTA), which is already creating shifts in manufacturing, agriculture, and agro-processing. Kassam urges international investors to view Kenya’s economic fundamentals such as investments in universal healthcare, education, and housing as strong indicators of growth despite isolated incidents covered in the media.
On a personal note, Kassam shares his commitment to Islamic philanthropy, particularly through the Aga Khan Development Network (AKDN), which supports initiatives in education, healthcare, and cultural restoration across East Africa. He highlights the Aga Khan University Hospital as a model for integrated medical education and service delivery.
In closing, this interview underscores RSM’s regional leadership in offering ESG services, SME consulting, and data-driven audit solutions solidifying its role as one of the top audit firms in Africa while promoting ethical leadership, innovation, and long-term economic transformation.
What is the current status of RSM Eastern Africa?
At RSM, at the global level, in 2015 when the network came together, we agreed to collaborate and ensure the delivery of quality at a global level, not just locally. The key focus now is: how do we, as RSM Eastern Africa, align with the global initiative? That is why, two years ago, we formed the RSM Regional Council for Africa, which I chair. The council aims to unify all member firms so that we can adopt global methodologies and adapt them for use across Sub-Saharan Africa. This coordination allows us to leverage expertise from over 15 countries rather than working in isolation. That has been a major thrust.
The second thrust is the use of technology in audits, especially complex audits. We now use data analytics as an integral component, not only generally but also tailored sector-wise.
The third is Environmental, Social, and Governance (ESG). RSM globally is investing in ESG methodology and technology. We introduced a free self-assessment that allows clients to determine their position on the ESG journey. If they want to go deeper, we have the expertise to support them. The benefit is that this expertise is shared regionally—each region has a dedicated ESG team.
The final point is transaction advisory services, particularly for SMEs without access to large advisory firms. We assist them in negotiations and building their businesses, especially family-owned ones moving into second or third-generation ownership. The key question becomes: is it time to sell, or to bring in the next generation? Each path requires a different strategy. These are some of our critical focus areas.
How do you stay competitive in a crowded market with over 2,500 auditors?
First, service to the client. A key part of RSM’s purpose is to instil confidence in a world of change. We often see scandals where auditors have failed. So, how do we ensure that when we conduct an audit, it is robust and reliable?
Secondly, we are focused on five attributes in our DNA: care, curiosity, collaboration, critical insight, and cultural fit. Last year, we underwent a complete independent assessment of our internal culture, and we are actively working on the findings.
I believe that if your team is happy, your clients will be happy. Then, service delivery is seamless, and client turnover is reduced. Technical skills can always be matched elsewhere, but care and quality service are what drive growth.
Have client needs changed, and have new opportunities emerged as a result?
Across East Africa, most businesses are family-owned or medium-sized enterprises, not global. For global clients, services differ. They may not come to you for audits, but there are other areas you can support them in.
There is a clear distinction between services offered to international and regional clients. That is where our focus lies. Most of our growth still comes from word of mouth, not marketing.
In professional services, clients need to feel they are in safe hands. Building that foundation of trust is what retains them.
What are the opportunities in East Africa?
When viewed individually, each country may be small. But as a collective, Africa holds vast potential, especially under the African Continental Free Trade Agreement, which is already making an impact in manufacturing, agriculture, and agro-processing.
Africa still imports significantly compared to its internal trade. The question is: how do we grow intra-African trade? Many organisations are working on this, and RSM plays a role.
We work closely with institutions such as the Kenya Private Sector Alliance and KAM, not only to strengthen internal efforts but also to support national development and help our clients access opportunities.
Recently, we updated our Doing Business in Kenya guide under RSM. It is one of the most comprehensive business guides in East Africa. We also have guides for Uganda and Tanzania. Providing such tools and access is critical for newcomers.
How is RSM supporting clients with ESG and sustainability reporting?
As I mentioned earlier, we have a global team. Then, we have a regional team that collaborates closely. Whatever methodologies are developed, we share and help one another. Certain centres of excellence exist across the RSM network, and we tap into them for critical issues. This interconnected approach allows us to give clients the best support, backed by both local insight and global expertise.
What message would you share with international investors, especially given current news coverage of Kenya?
First, I would tell people not to believe everything they read in the press. Not all of it is accurate. Kenya is a country of 55 million people and 47 counties. When an incident happens in one area, it is often isolated. It does not mean the entire country is not functioning.
For those evaluating Kenya, look at the past three years. Observe the exchange rate trends, inflation levels, and where growth in the main market sectors is occurring. Kenya is focused on universal healthcare, housing, and education. How many African countries can claim the same?
Also, consider the Kenyan Constitution. Many developments stem from its openness. Several countries across Africa wish they had such a framework. Of course, this level of freedom brings its own challenges. Managing that balance is part of the process.
On economic transformation, the current government is pushing a bottom-up strategy. Some may not yet see the results, but economic growth takes time. Even countries like Singapore faced hurdles before achieving success. As someone once told me, real progress sometimes requires a leader to make bold, long-term decisions—a sort of ‘benign dictator.’ That takes courage and sacrifice.
I am not saying everything is perfect, there are challenges. But Kenya’s fundamentals are strong. Some large organisations may be exiting, but many others are entering. For example, Microsoft has established its Centre of Excellence in Kenya. So we must look at both sides of the story, not just one narrative.
On a more personal note, what does the Ismaili community mean to you, and what do you believe your purpose is on this earth?
I believe in the purpose of education. In the Qur’an, the purpose of education is to understand the Almighty’s creation and to serve that creation. That philosophy guides everything I do.
As a community, particularly here in Kenya, the Aga Khan Development Network (AKDN) has a strong presence. On the economic side, we have banking, manufacturing, insurance, and energy. On the social side, we support education and health. The Aga Khan Foundation builds capacity, not just by offering aid, but by empowering people at the grassroots level. We measure impact and aim to make people self-sufficient.
Culturally, we are also involved in restoration efforts. Altogether, our impact spans economic, social, and cultural spheres. The goal is to integrate all of this in a way that is sustainable and that contributes meaningfully to the economy.
Take the Aga Khan University Hospital as an example. It is the first truly integrated private-sector university hospital in the region. Medical students begin practical training from their third year so that they fully understand the challenges they will face in practice. The same goes for our nursing programme—most nurses trained here move on to government or private hospitals, bringing best practices with them.
It is not about giving people fish; it is about teaching them how to fish. That is how you eliminate generational poverty and build generational capacity.