Shaping the future of Be in the KNOW
Tinashe Madamombe talks to Mumbi Kanyogo and Terry Gachie from Avert’s takeover partner, Kenya Comms Hub, about their future plans for Be in the KNOW, now under their leadership.
Tinashe Madamombe (Digital Content Writer and Project Manager, Avert) with Mumbi Kanyogo (Strategic Communications Consultant, Well Made Strategy), and Terry Gachie (Country Director at Love Matters Africa).
I met with Mumbi Kanyogo and Terry Gachie at the end of November in Brighton, UK, as they prepared to take on ownership of Avert’s Be in the KNOW brand after a 12-month period of transition. The conversation delved into their experience of the transition process, thoughts and feelings about their new brand, and their aspirations for its future impact.
How did you first become aware of Be in the KNOW?
Mumbi: We were introduced to Be in the KNOW through our sister company Shujaaz because they recognised the synergies between the Be in the KNOW brand and our work in reproductive health. On a personal level, I became more familiar with Be in the KNOW through interactions with the content and seeking advice on various reproductive health-related questions.
First impressions: what was your reaction when the idea of taking over the ownership and management of the brand was first suggested?
Mumbi: It was exciting, but also a little daunting. It felt like a mix of wonder and responsibility because we are such a small, collaborative organisation that is just getting started. We could feel the weight of taking on something that had already existed and been successful. The big question was how we could add value and continue moving the work forward.
Terry: I think for me, it wasn’t necessarily emotional — it felt more like an opportunity to figure out how to build something complementary to what already existed, without having to start from scratch.
How has that initial reaction changed over the past year?
Terry: Over the past year, I’ve found myself reflecting on the kind of impact we can have and the opportunities available in this space. It’s been a balance of introspection and realism — trying to understand how things are working while also considering what could be done differently. It’s not just about maintaining what already exists but about thinking critically and creatively about how we can add value moving forward.
Mumbi: I agree, it has definitely been a process. At the start, the approach was more about listening and absorbing information. There’s a nervousness that comes with wanting to ensure the transition is seamless and that we’re running the platform effectively. But as we get closer to fully taking ownership of the brand, the focus has shifted toward creativity. Now it’s about asking: “What do we actually want to do with this platform?” and using the knowledge we’ve built over time to shape its future.
That said, it hasn’t been without challenges. While it’s great to take on something that already exists, merging our vision with the established brand can be complicated. It’s about finding ways to honour what’s been done before while adapting it to a new context. It’s a delicate but rewarding process.
It’s not just about maintaining what already exists but about thinking critically and creatively about how we can add value moving forward.
What most excites you about taking this brand forward?
Terry: I think what excites me most is creating a platform where we can provide culturally sensitive resources tailored to local contexts.
I’m also excited about engaging with our followers in a way that fosters understanding and builds people’s skills. These spaces can sometimes become heated or difficult to navigate. For instance, we’ve met influencers like a trans man in South Africa with a significant platform who needed support to handle the pressures of his role effectively. It’s about providing professional and personal support, not just for the people they serve but also for their well-being.
Another area I’m passionate about is reducing stigma. Too often, people avoid the nearest healthcare services because they fear their confidentiality won’t be respected. I’m excited to work toward a system where individuals feel safe and empowered to seek help when they need it, even in emergencies.
Mumbi: For me, it’s the opportunity to explore and collaborate with different types of messengers, like community health workers. Learning from their perspectives is invaluable, and I’m excited to use this knowledge to refine our approach. It’s about creating platforms where people feel supported and can easily access resources and tools, whether through our campaigns or via influencers’ platforms.
I’m also looking forward to experimenting with new strategies. One exciting aspect is being the bridge between people involved in healthcare responses and the communities they serve. Traditionally, these areas are treated as distinct, but there’s immense potential in connecting them to improve practices and foster stronger collaboration.
Finally, I think it’s fascinating to focus on more than just providing help to those already affected by issues like GBV. There’s a gap in empowering bystanders to intervene or providing guidance on how to prevent these situations. Combining a direct-change approach with a focus on health literacy can drive meaningful impact.
We’re both energized by the chance to innovate, collaborate, and address real needs in a culturally sensitive and locally relevant way. This work is about fostering conversations, breaking down stigma, and ensuring that everyone involved — young people, parents, influencers, healthcare providers — feels equipped and supported to create lasting change.
How does Be in the KNOW complement your organisation’s wider programming?
Mumbi: A lot of our work focuses on young people, helping them open up about topics that were previously stigmatized. We provide them with helpful information to make better decisions. But a key question for us is: How do we get people to a point where they are willing to talk and feel comfortable enough to ask questions? This is crucial for us. And we think Be in the KNOW can play a key role here.
There’s also a community around advice seekers that is often neglected, especially beyond issues like HIV. For example, we see it with abortion, general health practices, and even with sexuality education. Parents often struggle to have these conversations with their children. This is especially true in families with single mothers, who sometimes feel uncomfortable talking to their sons about sexuality. These barriers, like gender roles and the ability to be a good support system, are where we see a need for a shift.
Terry: I think it's also important to consider care across the lifespan. A lot of focus is rightly on young people, particularly those aged 18 to 35, but what happens after that? Community health workers are dealing with both young and older people, so how do we ensure they are equipped to handle the different needs across age groups? That's also a key aspect we're trying to address. And the final piece of the puzzle is connecting people to the services they need on the ground – helping to guide them to the right resources.
This work is about fostering conversations, breaking down stigma, and ensuring that everyone involved — young people, parents, influencers, healthcare providers — feels equipped and supported to create lasting change.
What have been some of the challenges of the transition process?
Mumbi: For me, it’s learning about the details and the logic behind the strategic choices – it's not exactly a challenge, but something that is taken for granted sometimes. It's difficult to explain to someone all the strategic choices that have shaped their decisions. Sometimes, we focus just on the technical aspects of ‘this is the norm’ or ‘this is the way of working’, but the strategic aspect often gets left behind. I think that’s where the in-person meetings have been really helpful. It helps fill that gap.
Also, the idea of communicating and coordinating transitions across different countries has been challenging. I feel like some things get lost in translation.
Terry: I would also emphasize the importance of understanding the foundational elements of the work on the brand. It’s about getting those basics right so that we can make solid progress and take better strategic decisions.
Mumbi: Another challenge I would add is ensuring continuity while also developing the longer-term vision and strategy for the brand. It's something that really requires a balance. You don’t want to create a gap in content production, but you also want to evolve with the changing strategic needs. That balance has been tough, but it’s essential to keep the momentum going.
What has been the highlight of the transition process so far?
Mumbi: I think the patience of the Avert team has been a real highlight. There’s been a great willingness to repeat things over and over, to revisit the basics, and to go back to the beginning when necessary. That patience has been so valuable. Another thing that stands out is the lack of panic. Even though many of us, myself included, feel a bit panicked about what’s going to happen once it’s fully our responsibility, the calm and composed demeanour of the Avert team has been reassuring.
This trip to meet the Avert team and other partners in the UK, in particular, has been a significant highlight for me. Meeting the team, having the chance to revisit and revise things, and getting direct feedback has been an incredible opportunity. One of the most interesting parts has been the process of creating content together — starting with our own perspective and then collaborating with someone who’s already established the brand to refine it. We’ve gone through multiple iterations to get the story just right, which has been a fascinating and rewarding experience.
Are there any learnings from the process you’d pass on to others who might be considering similar transitions in future?
Terry: Ensuring people have enough time to really understand the process and its purpose makes a significant difference. Early conversations and meetings involving the whole team were essential. This approach ensured everyone was clear on the strategies by the time they were implemented. Having structured processes, including relevant documents, meetings, and point-of-reference materials, was very helpful during the handover.
The concept of shadowing stood out as particularly beneficial. Allowing the new team to work closely with the outgoing team before the full transition meant that potential problems could be identified and resolved in advance. I’ve also recognized the importance of shared values in this process — imagine handing over responsibilities to someone who doesn’t align with the fundamental principles of sex positivity or pleasure.
Having adequate resources, including financial support and sufficient human resources, is non-negotiable. Without a team equipped to manage content creation and strategic responsibilities, the process would have been far more challenging.
Mumbi: Shadowing was a vital aspect. Perhaps not unexpectedly, I wish we had started the process earlier! But I guess you’ll always feel you want more time.
Another significant learning is the importance of resourcing the process effectively. Avert played a key role by facilitating the necessary funds, allowing us to focus on strategic and technical aspects rather than worrying about financing. This approach was incredibly practical and made a big difference in keeping the team focused on the transition itself.
Additionally, ensuring continuity in human resources during the transition period is important. You may need to bring in extra support, like content creators or other experts, to help maintain operations while the transition is underway.
This trip to meet the Avert team and other partners in the UK, in particular, has been a significant highlight for me. Meeting the team, having the chance to revisit and revise things, and getting direct feedback has been an incredible opportunity.
Where do you see Be in the KNOW being in three years from now?
Terry: I’d like to see Be in the KNOW becoming a catalyst for change in policy and practice, especially within African governments. There’s a lot of bureaucracy, but even if it’s just sparking conversations, that would be a great start. When we talk about addressing violence or abuse, we’re offering support, but much more is needed. People need to access justice safely. It’s heartbreaking that sometimes when someone goes to the police after being sexually abused, they face further abuse there.
I’d love to see policies and practices that genuinely protect people. I hope these conversations are taken seriously by key stakeholders and that Be in the KNOW becomes a trusted partner in working with governments. This way, we wouldn’t have to wake up every day shouting and screaming about the same issues. It’s about building sustainable partnerships to make real change.
The brand’s link with frontline health practitioners and community health workers is also crucial. These are the people who bridge the gap between digital and reality on the ground. That connection is so important, especially now that we're talking about health issues and seeing what's on the ground. It’s essential to ensure the information doesn't just stay in the digital realm but translates into real-world impact.
Mumbi: I envision Be in the KNOW becoming a trusted resource where people turn to us specifically because they know we can help them navigate difficult conversations. That would be amazing. I think the real success will be when we’re not the primary promoters of Be in the KNOW anymore, but when it’s being shared naturally among people. For example, a parent telling another parent, or a teacher sharing it with colleagues. If people see it as a resource worth recommending to others, then we’ll know we’ve succeeded.
Localisation is a big part of this vision. I’d love to see Be in the KNOW’s resources available in various local languages, making it accessible to different communities, including West Africa and Francophone regions. Translation and cultural adaptation are crucial to ensuring our impact is widespread and meaningful.
I think the regional aspect is really interesting and trying to create transnational links. The big question is, how do you make it local enough for people to feel that it’s relevant to them, while also ensuring that it has a broader transnational impact? That’s an ongoing question for me—how do you balance the local and global elements?
What would you like to say to potential supporter, funders, and partners who might be reading this?
Mumbi: I’d like people to see communications work as something that’s not just optional, but absolutely necessary in order to safeguard and make service delivery possible. To safeguard wins and ensure progress. For example, with public interest litigation, it's not just about passing a law and expecting people to automatically adopt the behaviours implied by that law. There’s a lot of work required to shift people’s mindset and help them adapt to new changes in the law. Even if a country has passed the right laws, we still face so much stigma and violence, especially in health-related matters. People don’t immediately adopt new practices just because the law has changed. It requires consistent, long-term work to shift behaviours.
That’s why investing in this sector is essential. It’s not something that happens automatically. It’s a technical expertise that needs to be cultivated over time. It’s not something you can just hand off to people already doing public interest litigation or health services. It’s a specialized field, and it needs to be integrated into the long-term strategy.
Terry: For us to be at a place where we're having impact from collaboration and partnerships, we need to ensure that the various actors involved are aligned. I really want to see more collaboration and prioritization in this space. There’s money out there, but it’s often going toward wars and other issues. We need to focus more on prevention and intervention, especially in health-related sectors.
Tinashe Madamombe is a Digital Content Writer and Project Manager at Avert. This interview took place on 20 November 2024 in Brighton, UK.
This is one of three blogs that showcase the incredible work of Avert's transition partners as they take over the ownership of transformative digital tools like Be the Know, Boost, and HimaRika. The partners' innovative approaches highlight the bright future of these brands – they will not just continue but thrive and drive meaningful change in health education and outcomes. We hope these interviews offer a glimpse of what lies ahead and we invite you to stay engaged with these evolving brands and the organisations taking them forward.