Martin Njunge, founder of Marnju Investments Company, at the firm's offices in Libra House on Mombasa Road on July 9, 2026.
For many people, an unexpected company-wide downsizing marks the end of one’s career. For 33-year-old Martin Njung’e, however, it became the nudge that led him to transition his side venture into a full-time enterprise.
Njung’e is the founder and chief executive officer of Marnju Investment Company Ltd. Since its establishment, the company's flagship brand, Marnju Tiles, has grown from a start-up into a recognised player in Kenya's interior finishing market. The company counts first-time suburban homeowners, commercial property developers and building contractors among its clients, serving a number of projects across Kenya.
Before establishing the business, Njung’e spent more than five years in sales with several ceramic tile manufacturers, where he approached the role as an opportunity to develop a comprehensive understanding of the industry's commercial and operational landscape.
Over the period, he acquired first-hand knowledge of the interior finishing supply chain, from global raw material sourcing and fragile product packaging to local distribution networks, customer purchasing behaviour and contractors’ pain points.
"I viewed every client interaction as an opportunity to build lasting relationships by understanding customer needs and providing solutions that addressed their underlying business requirements," he says.
The strategy translated into stronger commercial performance, with customer retention and increased sales volumes generating earnings beyond his basic monthly salary of Sh26,400 through commissions and performance incentives.
As his customer base expanded, Njung’e identified a logistics gap within the interior finishing value chain. Limited delivery capacity often delayed the movement of fragile materials to construction sites, creating an opportunity for him to develop a specialised transport solution.
Martin Njunge, founder of Marnju Investments Company, at the firm's offices in Libra House on Mombasa Road on July 9, 2026.
He channelled his savings, commissions and bank financing into acquiring three commercial delivery trucks, establishing a logistics operation that he managed alongside his sales role while gaining direct experience in business operations.
Running the venture alongside his full-time sales role enabled him to gain direct operational experience while maintaining oversight of the customer delivery process.
The combination of sales expertise and logistics capability provided the foundation for Njung’e’s transition into independent business ownership. When his employer later announced a major restructuring programme that resulted in significant workforce reduction, Njung’e was able to draw on an important business advantage developed over years in the industry.
Beyond financial resources, he had built a strong network of approximately 20 to 30 active real estate developers, private builders and commercial contractors who trusted him implicitly. In December 2023, he transitioned into full-time entrepreneurship, opening his first showroom at Libra House along Mombasa Road.
Despite requiring refurbishment, the location offered strategic access to a key construction corridor. The market response was immediate, and within the first month, demand exceeded initial inventory levels, requiring the business to increase stock capacity.
Recognising an opportunity to scale operations, Njung’e reinvested his accumulated savings and early business earnings into the acquisition of four adjoining retail units.
The additional space was consolidated into a single, modern interior finishing showroom following extensive refurbishment, creating a larger platform to showcase the company’s product range.
As the business expanded, Marnju Tiles turned to digital channels to strengthen customer acquisition. The company adopted an educational content strategy, publishing videos on product selection, installation guidance and interior finishing decisions, which helped attract clients beyond its immediate location.
This attracted enquiries from property developers, commercial contractors, diaspora Kenyans and private homeowners in Mombasa, Kisumu, Eldoret and Nakuru.
"As the core tile business achieved commercial stability, I refused to become complacent. I maintained regular engagement with clients at the showroom and project sites, gaining insight into the operational challenges they encountered," he says.
Njung’e identified a recurring challenge among customers approaching the final stages of construction projects. He explains that many faced fragmented procurement processes, requiring them to coordinate with multiple suppliers to source complementary products such as fixtures, cabinetry and interior finishes after purchasing their flooring. The experience highlighted an opportunity to develop a more integrated offering within the market.
Recognising an opportunity to create a more integrated customer proposition, he transitioned the company from a single-product tile supplier into a comprehensive interior solutions provider, introducing complementary product categories including bathroom ware, toilet fittings, granite, kitchenware, MDF boards and specialty paints.
Martin Njunge, founder of Marnju Investments Company, at the firm's offices in Libra House on Mombasa Road on July 9, 2026.
Logistics emerged as another critical operational challenge within the customer journey. After completing purchases, many buyers were required to independently coordinate transportation through third-party providers, creating additional layers of complexity and increasing the risk associated with handling and delivering delicate construction materials.
"Ceramic tiles are highly sensitive products. I have encountered instances where customers have purchased materials, only for improper handling during transportation to result in significant damage," he explains.
Recognising this structural vulnerability, he converted his transport operation into a dedicated, internal logistics arm for Marnju Tiles. At a fee, he would recommend his drivers, specifically trained in fragile cargo weight distribution, secure pallet tie-down techniques and defensive driving on rough, unpaved feeder roads, to clients.
To complement its product offering, the company deploys in-house technical teams to support site measurements and installation, helping minimise errors associated with incorrect specifications, poor workmanship and material wastage.
The integrated service model has supported the company’s workforce expansion from an initial team of three employees to 20 permanent professionals, including architects, quantity surveyors and interior designers, supplemented by additional casual labour during periods of high demand.
"We have built the business on the belief that locally owned enterprises can compete effectively by delivering quality products, reliable service and maintaining strong business values," he says.
While proud of the milestones, he admits that operating a business in Kenya’s current economic climate is no easy feat; the most pressing challenge remains the fierce, cutthroat competition from cheap imports. Because of their immense scale, large-scale importers can comfortably absorb razor-thin profit margins that would bankrupt smaller operators.
Beyond competitive pricing, the company's internal operational overheads are steep. The monthly rental obligation alone for the showroom surpasses Sh400, 000. This fixed overhead is further exacerbated by an aggressive domestic tax regime. On top of standard national corporate and value-added taxes, it must navigate a complex web of decentralised county government regulations.
He notes that maintaining consistency across large-scale projects requires strong quality assurance systems, as issues such as damaged materials or product variations can affect timelines and client outcomes.
"This business requires patience because construction purchases follow longer decision cycles. A customer may express interest today, but the project may require installation months later. Maintaining consistent engagement throughout that period is critical, "he says.
This reality forces him into frequent, high-stakes defensive pricing wars, occasionally compelling him to squeeze his own margins to the absolute minimum simply to retain his long-term corporate clients and protect his market share.
“Managing customer experience across multi-million-shilling construction projects remains a continuous operational priority,” he says, noting that coordinating delicate logistics, ensuring product consistency across large installations and maintaining quality standards require close attention to detail.
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