Moses Mukundi and the education he left the classroom to find

Moses Mukundi had an objection to paying another $100,000 for a university education conducted on a screen. It was a fairly practical objection, although the institution involved was Wharton and the alternative was starting a company. There are cheaper ways to object to a tuition bill. Mukundi chose one that came with employees, investors, and a long list of decisions that nobody could grade for him.

“I was not going to pay another $100,000 for another Zoom university,” he said. The pandemic had changed the experience of business school. He decided to leave and build. In the neat version of a career, admission to Wharton would be a destination. In his version, it became a place to examine whether he wanted to go somewhere else.

Today he is the founder and CEO of Eden Care Medical. His path there includes law studies in Nairobi, investment banking, private equity, an agritech venture, and research carried out across several countries. By the time he faced the tuition decision, he had already spent years evaluating businesses and had built one of his own.

A second company, with a first one behind it

At 23, Mukundi founded his first agritech startup. It became profitable and was acquired. The business was Avoras Limited, a venture that sits early in a professional history otherwise crowded with finance roles. Starting a company that earns money gives the next business idea a useful companion: experience of what it takes to make an enterprise work beyond its initial proposal.

His career also included investment banking at NCBA Group and private equity at Catalyst Principal Partners. The work belongs to the part of finance where a company's assumptions receive close attention. Someone has to examine what a business costs, what its customers will pay, and whether the explanation offered by management survives a closer look.

That background gives his later choices a particular interest. Mukundi came to entrepreneurship with experience on both sides of the conversation: building a venture and examining businesses as an investment professional. A spreadsheet can make a company look orderly. Running one introduces people, timing, and the mildly inconvenient habit of events happening out of sequence.

In 2020, he also spent a summer at Africa50 Infrastructure Investment Platform. The range of organisations in his career matters more than a tidy ladder of titles. Banking, private equity, agritech, and infrastructure each offer a different view of how a business grows. Eden Care came after that sequence, with its own operating demands.

The tuition bill meets the business plan

When Mukundi went to business school in 2019, he was considering a venture he had been thinking about for several years. He described a conditional plan: investigate during the first year, then decide whether the evidence justified leaving to build. There was also a Wall Street opportunity. He had a conventional route available while he examined another one.

The investigation took him beyond the campus. He travelled through New York, San Francisco, Brazil, and India to study business models. He also explored where to begin in East Africa, spending time in Kenya, Uganda, and Rwanda. The question involved a place as well as an idea. Choosing a market was part of choosing the business.

His account includes missed classes and flights between markets. By the end of the first year, he believed there was a business worth pursuing. The pandemic made the decision easier. The resulting departure from Wharton followed a period of investigation, with a plan he had been testing before the classroom moved online.

There is an appealing lack of ceremony in that sequence. Study the idea. See whether it holds together. Decide what to do with the next year. The prestigious name on the institution did not settle the question for him. Nor did leaving settle everything that followed. It simply moved the place where the work would happen.

A team, then a wider room

Eden Care became the next venture. Building it brought Mukundi into the work of forming an organisation around the idea. Its leadership page names people with responsibility for engineering, people and culture, and the Rwanda business. Those functions give the founder's story a cast beyond the founder.

Kevin Rudahinduka is listed as CEO of Eden Care's Rwanda operation. Ekansh Tiwari leads engineering, and Kyla-Rei Mulligan is named in people and culture. Their responsibilities describe separate parts of a company that has to coordinate technical work, local operations, and the people doing both. A founder can set the direction; an organisation needs people who can make decisions along the way.

In 2023, Eden Care entered Y Combinator's summer batch. It was the first Rwandan company accepted into the accelerator. The milestone connected a venture built in East Africa with a wider entrepreneurial network, and gave Mukundi's second company a public marker that travelled beyond its original market.

He described the acceptance as recognition of the team's work and a chance to change the narrative around African startups. Tshepo Machele, Eden Care's chief growth officer, also emphasised knowledge, connections, and entrepreneurial community. Both accounts placed people around the investment. A cheque has a number on it. Advice and introductions arrive with names attached.

That July, Mukundi appeared on StartUps And F*Ups, a podcast recorded at Norrsken House Kigali. The conversation covered his YC experience and Eden Care's growth. The title is refreshingly hospitable to the parts of entrepreneurship that usually disappear from a company announcement. The episode put his experience into a conversation with the wider African startup community.

A passport with an ambitious deadline

Mukundi's conference biography supplies two details that sit comfortably beside this career: an interest in mathematics and an ambition to visit every country by 40. One fits the former investment professional. The other threatens to make a calendar feel rather small.

The travel ambition is a stated goal. Its interest lies in how often geography already appears in his working life. Kenya is his home country. Rwanda became a base for building. His business research took him through American cities, Brazil, and India. Different markets were part of the process before international expansion became a company objective.

Visiting every country is a wonderfully demanding item to put on a personal list. It requires the kind of planning that eventually makes the list itself a project. In Mukundi's public biography, the goal also brings a more personal scale to a career measured in roles and ventures: there are places he still wants to see.

He also sought a community that would expose him to different viewpoints. As a member of the Harambeans H’24 cohort, he expressed an interest in being challenged and broadening his perspective. Entrepreneurship, in his account, can become a bubble. Leaving familiar conversations is one way to keep that bubble from becoming the whole world.

The idea is useful precisely because founders spend so much time explaining their own decisions. A room full of other builders can ask different questions. Mukundi's interest in that room sits beside his interest in other countries: both create opportunities to encounter people whose starting assumptions differ from his own.

The questions follow him to the stage

By 2024, his public work included a turn as moderator at GITEX Africa. The agenda placed him in a discussion about the continent's AI future with Jepson Taylor, Darlington Akogo, Celina Lee, and Kate Kallot. The planned questions concerned data quality, access to data, and bias across African contexts.

A moderator has a useful task: keep the conversation moving while letting different forms of expertise meet. The panel brought together people from Dataiku, Zindi, Amini, and minoHealth AI Labs. For Mukundi, it was another setting in which the questions stretched beyond the company he ran. The business builder was also convening a discussion.

Later that year, his public speaking in Uganda addressed digital transformation, shared data, and customer service. He argued for a unified data system that could improve decisions and collaboration. He also discussed customers becoming ambassadors when a business serves them well. These are operating questions: how information moves, how people work together, and what happens after a customer uses the product.

In February 2025, Eden Care identified him as its group CEO and founder at the Inclusive FinTech Forum. The following month, he appeared in episode 43 of Founders52. The appearances trace a continuing public role alongside the work of running a company. His career now includes telling the story and answering questions about it.

In June 2026, Proparco announced financing equivalent to €250,000 for Eden Care. Its stated purpose included expansion in Rwanda and Kenya and further deployment of the company's technology platform. That announcement adds a new financial milestone to the venture, with a specific geographical purpose.

For Mukundi, the distance from the Wharton decision can now be measured in a company, a team, an accelerator cohort, and markets where there is more work to do. The educational experiment has become an operating business. Every new commitment adds another practical question about where time and money should go.

“I want to improve access to simple, fast, and stress-free insurance across Africa.”

Moses Mukundi

His story keeps returning to the same kind of choice: examine an opportunity, decide where to spend the next stretch of life, and accept the work attached to that decision. The classroom on a screen lost that particular contest. Somewhere on the personal list, a great many countries are still waiting their turn.