Building the infrastructure for how students find where they live.

Kenya has a large and continually renewing student population, concentrated around university communities where accommodation is a recurring need.

Students don't stop needing housing when one tenant leaves.

Every academic cycle creates a new demand for discovery.

That makes student accommodation fundamentally different from a one-time transaction. It is a recurring marketplace opportunity built around university communities.

We're starting in Kakamega and expanding campus by campus across Kenya.

Comrade Kejani connects students looking for accommodation with landlords offering it.

Our model is designed around the marketplace becoming more valuable as both sides grow:

More quality listings → better choice for students → more student demand → more value for landlords → more supply.

Our focus is to build this network carefully, prove the model at the campus level, and expand once the underlying economics and behaviour are working.

At this stage, the most important numbers are not vanity metrics.

We care about whether students actually use the platform to make housing decisions and whether landlords see enough value to keep supplying it.

Key signals include:

• Student acquisition and repeat usage
• Enquiries, applications, and successful placements
• Listing quality and availability
• Landlord acquisition and retention
• Revenue per successful transaction
• Customer acquisition cost
• Contribution margin and marketplace efficiency
• Campus-level growth and density

These metrics help us answer the question that matters most:

Can Comrade Kejani acquire both sides of the marketplace efficiently and grow that relationship profitably?

Housing is local.

Student demand is concentrated.

That creates an opportunity to build density campus by campus rather than trying to solve an entire national housing market on day one.

Once a campus network becomes useful enough for students and landlords, the same playbook can be applied to the next community.

The long-term opportunity is larger than listings. A trusted student living platform can become the layer through which students discover accommodation, compare options, connect with landlords, and navigate different stages of student living.

We're not trying to win by having the most listings on the internet.

We're building around the student housing decision.

That means understanding what students actually need to know, creating better housing context, developing trusted supply, and building strong relationships within university communities.

Our starting advantage is local understanding.

Our ambition is national scale.

Capital will be directed toward the areas that increase marketplace density and improve the economics of the business:

Supply — bringing quality accommodation onto the platform.

Demand — reaching students efficiently within university communities.

Product — making discovery, decision-making, and landlord interaction better.

Operations — maintaining listing quality and a reliable marketplace experience.

We believe capital should follow evidence: invest more where the model proves it can compound.

The opportunity is not simply to create another rental website.

It is to build a durable student living marketplace that becomes increasingly valuable as more students, landlords, campuses, and housing information enter the network.

Our goal is simple:

Build a product students genuinely use.

Build a marketplace landlords genuinely value.

Build economics that can scale.

And ultimately, build a company capable of generating meaningful long-term returns.

For investment enquiries, partnerships, or access to company materials, contact the Comrade Kejani team.