Most of your team's day goes on work that is not the work.

More than most operators expect. Reading a supplier invoice and populating a customs declaration from it. Comparing the bill of lading, packing list and commercial invoice against each other and surfacing the mismatch before lodgement. Parsing an inbound rate request and drafting the quote. Watching every free day, storage clock and empty return at once. Capturing and checking delivery evidence. Answering routine shipment enquiries around the clock. Surfacing completed jobs nobody invoiced, and reconstructing why a decision was made eighteen months ago. Where it stops is a setting rather than a technical ceiling: most operators keep the judgement calls supervised — accepting a disputed charge, pricing a genuinely unusual job, deciding an exception — and let the routine nine-tenths run. Each category sits at an authority level you set in writing and move as the measurement earns it.

We work to a fixed implementation fee agreed in writing before we start, covering mapping, configuration, testing, deployment and a thirty-day measurement period. One workflow goes live in fourteen days. The common benchmark in the Kenyan market is four to eight weeks to a pilot on an open-ended engagement — we deliberately made ours shorter, fixed and reversible, because most operators here have been burned by a project that never finished.

No. This is the difference between the Delivery Desk and the delivery-management platforms you may have looked at. A driver photographs the signed delivery note and sends it to a WhatsApp number, exactly as he already does. No app, no login, no training, no new habit. Driver adoption is the single most common reason these deployments fail in this market, so we removed the requirement entirely.

Data protection is treated as part of the implementation, not an afterthought. We define during mapping what personal data the workflow touches, where it is held, who may see it and how long it is kept, and we will sign an NDA and a data-processing agreement before any of your records are involved. Your rates, clients and documents remain yours.

No. The implementation is configured around the systems and channels your operation already runs on — including WhatsApp, email and paper. Mapping identifies what should stay as it is, what needs connecting, and the few places where a single authoritative record has to exist for anything else to work.

No, and if you did, nobody in this sector would ever start. Finding the missing, contradictory and owner-held information is part of the work, not a prerequisite for it. That is precisely why we map before we build.

Only inside limits you agree in advance, in writing, per category of action. Everything else stops and goes to a named person. The Keen records what it did, what evidence it relied on and who authorised it — including the things it refused to do.

Mapping is the first, fixed-scope stage of the implementation, and it is how the build is configured to your operation rather than imposed as a template. The map is the specification we implement against. You own it, and you decide whether to proceed to deployment.

We will sign an NDA before the first session if you want one. Your rates, clients and documents are yours, and nothing about your operation appears on this website or anywhere else without your written agreement.

Because the conditions here are the hard case, not the easy one. Fragmented infrastructure, paper evidence, informal handoffs and owner-led controls are the industry-wide condition — Kenyan freight forwarding is just where they are most visible and where the cost of a missing document is most immediate. It is a demanding test environment, and that is the point: an operating layer proven against these conditions is built on far fewer assumptions than one designed for operations that already have clean systems.