One vision. Three missions. Built to last.
30,000 enrolled students in a self-funding model. Pharo Schools
250,000 students impacted by educational programmes
Dams capturing 5 million m³ of water. Pharo Dams
Pharo Works: upskilling and impact investment
Productivity through unlocking value chains
Our hope is that, proceeds from the ventures will cover our country overheads and support wider development programmes. Pharo Ventures
The first full year of our strategy.
In 2025 we delivered the first full year of our ten-year strategy and operating model through to 2035, anchored in a simple vision: an economically vibrant, productive, self-reliant Africa.
Across all three missions we apply a private-sector approach to long-term public good: high standards, disciplined execution, and a bias toward sustainability. We have shifted from a legacy of grant-giving toward direct delivery, where our in-country teams are accountable for outcomes.
This work is enabled by Pharo Management and governed by a diverse Board of Trustees, who have entrusted us to deliver lasting impact across East Africa through to 2035.
Why the operating model had to evolve.
The global development ecosystem is shifting decisively toward sustainable, direct-delivery, private-sector-disciplined models. With traditional aid flows contracting, the sector has been forced to prioritise operational sustainability, blended finance and measurable returns.
Standing still was not an option. A model built for one era of development funding would not hold in the next, and the question was never whether to change, but how far.
Our evolution
Pharo has moved from grant-maker to direct operator to a focused, mission-led institution. The purpose is constant; the discipline has deepened.
Grant-giving (2011–17)
We supported development partners, largely in education and health, and learned the limits of funding others at arm’s length.
Five-pillar operator (2017–24)
We moved onto the ground, building local teams and execution capability, and testing which interventions could scale.
Mission-led (2025–35)
A concentrated, high-impact model behind three missions: education, water and productivity — the strategy on this page.
How we operate
Operating cadence.
A consistent review rhythm across the organisation creates transparency, enables faster decisions, and ensures disciplined follow-through across countries and units.
Financial discipline.
Stronger controls and predictable planning, with Business Central as the ERP backbone and Planful for financial planning and analysis.
Pipeline discipline.
Development, ventures and partnerships are run as three structured pipelines, so ideas progress from concept to investment with rigour.
Sustainability focus.
Programmes are designed to operate and grow without perpetual support. Our hope is that, proceeds from the ventures will cover our country overheads and support wider development programmes.
Invest in the 2035 vision.
For family offices, philanthropists and foundations exploring operator-led capital deployment.