Social Impact Heroes: Why & How Steve Leon Raburu of Lazizi Welfare Foundation Is Helping To Change Our World
Success Requires Some Level of Audacity. Success, particularly in the developmental and non-profit sectors, requires a calculated level of audacity. Fundraising and forging partnerships for emerging organizations demand a specific brand of confidence. When I learnt this, I often look back with humor at the moments when I secured major partnerships based entirely on a vision before a single brick was laid or a project was fully operational.
Walking into a boardroom to sell “what should be” rather than “what already is” is a unique dimension of sales. It is the art of getting stakeholders to not only believe in a concept but to pull in your direction with their resources and reputation. In those moments, you aren’t just selling a project — you are selling a future, and your audacity is the bridge that makes that future feel inevitable.
As part of my series about “individuals and organizations making an important social impact”, I had the pleasure of interviewing Steve Leon Raburu.
Steve Raburu is a purpose-driven social impact leader with over a decade of experience advancing community-led development, conservation, and ethical enterprise, grounded in the belief that lasting change begins with dignity and decent livelihoods. His work spans leadership roles at organizations including the African Wildlife Foundation and the Land & Life Foundation, where he championed people-centered conservation and programs shaped by deep community partnership. Today, through Steviey Autoworks and his leadership at Lazizi Welfare Foundation, Steve scales inclusive solutions across Kenya — empowering communities while redefining what sustainable impact truly means.
Thank you so much for joining us in this interview series! Can you tell us a story about what brought you to this specific career path?
My journey has been defined by a series of unconventional turns, driven by a lifelong pursuit of one thing: efficiency. The turning point in my trajectory was quite personal. Near the end of high school, my mother sat me down and shared some candid advice: ‘My son, if you want a partner in this life, you need to change.’ At the time, I was operating with an extreme sense of order and OCD — I had a singular, rigid way of seeing how the world should function.
That moment sparked a deep evolution. I began to channel that internal need for ‘defined pathways’ into the broader social constructs of social justice and equity. I realized that true efficiency isn’t just about systems; it’s about ensuring that those systems work for everyone.
Over the past decade, I have dedicated my career to bridging these two worlds: ensuring equity for the underserved and mainstreaming operational efficiency in every circle I influence. Whether through mentorship or large-scale restoration, my goal is always to create a defined, high-impact pathway for those who have been left behind.
Can you share the most interesting story that happened to you since you began leading your company or organization?
The “Hidden Gem” Recruitment Story The Context: In my line of work, we are often trained to look for precision and punctuality — the ‘perfect’ data points. However, I always advise my peers to treat every candidate as ‘innocent until proven guilty.’ We must resist the urge to judge a book by its cover.
The Incident: I recall a particular day I was interviewing a candidate for a technical role in my department. On paper, their skills were exceptional, but the actual interview was, by all traditional standards, a disaster. The sound quality was choppy, the lighting was poor, and the candidate seemed flustered and overly anxious. They had even joined the call late. My fellow interviewers saw enough and dropped off the line early, dismissing the candidate as unprofessional.
The Turning Point: I decided to stay. I had seen something in the resume — a technical spark — that I wasn’t ready to give up on. I pushed past the ‘bad cover’ and finished the interview. It turned out to be the best recruitment decision I ever made. I later learned the candidate was going through an incredibly difficult personal season, and simply finding the strength to join that call was a feat of immense resilience.
The Lesson: That individual didn’t just meet expectations; they became a top performer who brought renewed purpose to the entire team. This experience reinforced my belief that hidden circumstances often mask great talent. While we value effort and discipline, we must never lose the empathy required to see the ‘technical gold’ beneath a rough surface. Building a great team requires looking beyond the screen and into the person.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
The Flight of the Cuddles: A Lesson in Timing Back in my days as a project coordinator, I learned a lesson about “active stewardship” that no textbook could ever teach.
We had a high-stakes meeting with the community at Amboseli National Park. I was the keynote speaker — the “main event.” My boss was flying in from Arusha, and the Project Manager and I were booked on the 7:00 AM “early bird” flight out of Nairobi.
I was on fire that morning. I woke up at 4:00 AM, sharp and ahead of schedule. By 4:30 AM, I was dressed, packed, and ready to conquer the world. But then, I saw my two-year-old daughter. Since I was “ahead of time,” I decided to squeeze in some extra cuddles.
That 30-minute cuddle session was the most expensive affection of my career.
I left the house at 5:30 AM instead of 5:00 AM, thinking I could make up the time. I couldn’t. I reached the gate just in time to see the plane taxiing onto the runway. There I was, on the wrong side of the fence, watching my career literally take off without me.
The Cold, Hard Truths: The World is Indifferent to Your Absence: I expected the meeting to stall, but life went on. The meeting proceeded, the players attended, and the sun still set over Amboseli. You are important, but the mission is bigger than any one person. Discipline is the Highest Form of Love: A little laxity — even for a beautiful reason — can set you back miles. Sticking to the original plan isn’t just about logistics; it’s about respecting the stakes of your position. The “Fence” Moment: There is no feeling quite like watching your responsibilities fly away while you’re holding a boarding pass. It taught me that in leadership, “on time” is already late.
Can you describe how you or your organization is making a significant social impact?
Our Thematic Pillars of Social Impact 1. Sustainable Infrastructure & Community Empowerment Our commitment to social impact is rooted in the belief that infrastructure is the bedrock of human dignity and economic freedom. A primary example of this is our work in the Maasai Mara — specifically within the Sekenani-Talek area — where we have spent the last three years structuring a transformation through what we call the ‘Road to Health’ initiative. Recognizing that isolation is a barrier to progress, we funded the construction of a critical access road and the extension of the national grid to remote villages. This was previously a region left in the dark, but today, over 5,000 people benefit from reliable electricity and improved transit.
This infrastructure has served as a powerful economic catalyst; by connecting these remote areas to the main grid and better roads, we have supported the growth of over 100 hotels and lodges, effectively boosting the local economy and creating jobs. However, the crown jewel of this project is the upcoming launch of our new healthcare facility. Designed to serve approximately 3,000 community members, this clinic ensures that the “last mile” is no longer the “forgotten mile.” By providing the essential utilities of power and transport first, we have created a sustainable environment where modern healthcare can finally thrive, catalyzing a permanent improvement in the standard of living for thousands.
2. Education: Bridging the Digital and Physical Divide Our approach to education is holistic, focusing on the immediate physical needs of students while moulding a future where they can compete globally. We have focused heavily on last-mile communities, particularly in urban informal settlements where we recently constructed a new classroom block to provide a dignified learning environment. Beyond infrastructure, we provide the lifeblood of school consistency — textbooks, stationery, and food supplies — ensuring that over 2,500 students can focus on their studies rather than their basic needs. This month, we are catalyzing a major shift in our impact by launching a digital classroom. This initiative is designed to bridge the tech divide, providing children in these underserved areas with the digital tools and learning materials which were unavailable to them, ensuring they are not left behind in an increasingly digital world.
3. The Pillar of Environmental Stewardship: Securing the Sand River Ecosystem In the realm of environmental sustainability, we mirror the facets of climate justice by securing the most vital resource for life: clean water. We have actively championed water access through strategic projects like the water center near the Irbaan Centre and the upcoming major spring rehabilitation project in the Morijo, Loita area. These are not merely local fixes; they are interventions designed to protect the entire Sand River ecosystem. By rehabilitating these springs and ensuring clean water flow, we are protecting the biodiversity of the region and providing a sustainable future for the thousands of people, livestock and wildlife who depend on this water for survival.
4. Social Safety Nets & Career Pathways Beyond physical infrastructure, we are deeply committed to a “cradle-to-career” philosophy, building a consistent support system that protects and elevates the most vulnerable members of our society. This commitment begins with fundamental living conditions; for instance, we successfully supported a foster care organization in their transition from a restricted life in a slum environment to their own purpose-built development in a decent, thriving neighborhood. We recognize that stability is built on consistency, which is why for over five years, we have provided monthly food support to our partner homes without fail, ensuring that basic needs are never a source of anxiety.
As these individuals grow, we continue to bridge the gap between education and the professional world. Our organization does not merely offer internships; we offer futures. Through an intentional apprenticeship program that has thrived for the past five years, we have focused on the total absorption of these young professionals into our company. By catalyzing these career pathways, we ensure that talented youth from diverse and often marginalized backgrounds find a permanent professional home. This journey — moving from foster care stability to meaningful employment — is how we define true, sustainable social impact.
Can you tell us a story about a particular individual who was impacted or helped by your cause?
While my work often focuses on large-scale infrastructure and thousands of students, the heartbeat of my leadership has been shaped by a single individual: my childhood friend, Donald. Though he is naturally quiet and prefers to stay behind the scenes, he has been the steady compass of my life, guiding me like a younger brother through the complexities of family life, investment decisions, and career development.
Our professional paths mirror one another in a way that creates a perfect synergy. While my background is in Environmental Science and handson Operations, Donald specialized in Environmental Health and Project Management, with a specific mastery of Monitoring and Evaluation (M&E). This has been critical for me; in the world of social impact, it is easy to lead with the heart, but Donald taught me the importance of leading with data and accountability.
He didn’t just help me refine business ideas; he helped me build the resilience to stay the course when projects in the ‘last mile’ became difficult. His mentorship is a reminder that behind every person of influence, there is often a quiet, supportive ‘anchor’ who ensures the vision stays on track. By guiding me, Donald has indirectly impacted every student we feed and every village we light up. He taught me that leadership is not just about the person at the front, but about the quality of the counsel you keep.
Are there three things the community/society/politicians can do to help you address the root of the problem you are trying to solve?
To Politicians: Institutionalize the “Utility Bundle” (Roads + Power + Fiber). To Society: Shift from seasonal charity to permanent value-chain inclusion. To the Community: Take ownership as stewards of local resources and narratives.
To solve the root causes of inequality in our “last mile” communities, we must move away from isolated, project-based charity and toward Institutionalized Rural Development. My call to action for our leadership is simple: Mandate the “Utility Bundle.”
Historically, infrastructure has been built in silos — a road here, a power line there. We need legislation that requires every new road project to automatically include the extension of the national grid and high-speed digital fiber. By structuring development this way, we ensure that healthcare, electricity, and digital literacy aren’t just elective gifts, but fundamental constitutional rights. Only by accelerating this level of policy integration can we transform the “last mile” from a forgotten outpost into a permanent engine for national economic growth.
Advice to the Community: From Beneficiaries to Guardians My message to the community is centered on the power of local stewardship. For any project to survive — whether it is a new healthcare clinic in the Maasai Mara, a digital classroom in an informal settlement, or a rehabilitated water spring in Loita — the community must see themselves not as mere recipients of a service, but as the primary guardians of that progress.
Real sustainability is structured through local ownership. I encourage communities to formalize their roles by creating local stewardship committees that have a legal seat at the table in environmental and developmental decisions. You are the experts of your own land and your own needs. By accelerating the transition from being ‘beneficiaries’ to becoming ‘active partners,’ you ensure that these resources are protected from mismanagement and preserved for future generations. Furthermore, I urge you to own your narrative; do not wait for outsiders to tell your story. Use the tools and the infrastructure provided to speak your truth, sell your products, and define your own future. Development is only truly successful when it is defended and driven by the people it was built to serve.
Advice to Society: From Charity to Inclusion My advice to society, and particularly to the private sector, is to stop viewing social impact as a peripheral ‘CSR’ activity and start seeing it as a core business imperative. We must shift our mindset from charity to value-chain inclusion.
Real change doesn’t happen through a one-time donation; it happens when we intentionally bridge the gap for those in the ‘last mile’ by structuring pathways for their participation in the modern economy. This means prioritizing mentorship, providing consistent support to vulnerable communities, and committing to the long-term absorption of talent from marginalized backgrounds. When we move from being mere observers of inequality to becoming active partners in building a ‘circular economy of opportunity,’ we create a society that is not only more equitable but also more resilient. We must remember that our strength as a nation is only as robust as the support we provide to our most vulnerable links.
How do you define “Leadership”? Can you explain what you mean or give an example?
True leadership is the art of active stewardship, where an empathetic heart and active listening facilitate both the inspiration for positive change and the redemptive guidance required during moments of failure.
Conventional corporate structures often assume that leadership is a byproduct of the highest qualifications or the longest tenure. While these credentials serve strategic purposes, they do not automatically validate one’s leadership essence. True leadership transcends academic rubber-stamping; it is the capacity to inspire a collective vision while fiercely safeguarding individual dignity and leveraging personal strengths as the foundational pillars of a unified growth trajectory.
What are your “5 things I wish someone told me when I first started” and why. Please share a story or example for each.
1 . Success Requires Some Level of Audacity
Success, particularly in the developmental and non-profit sectors, requires a calculated level of audacity. Fundraising and forging partnerships for emerging organizations demand a specific brand of confidence. When I learnt this, I often look back with humor at the moments when I secured major partnerships based entirely on a vision before a single brick was laid or a project was fully operational.
Walking into a boardroom to sell “what should be” rather than “what already is” is a unique dimension of sales. It is the art of getting stakeholders to not only believe in a concept but to pull in your direction with their resources and reputation. In those moments, you aren’t just selling a project — you are selling a future, and your audacity is the bridge that makes that future feel inevitable.
2 . Redemptive Guidance Sustains Growth
In leadership and community development, we must accept that no project — and no person — is perfect. I have learned that true leadership involves a form of redemptive guidance: the ability to see a shortcoming not as a dead end, but as a pivot point for growth. In my earlier years, I was often rigid and stern with the teams I oversaw, viewing performance through a strictly black-and-white lens that left no room for nuance. While I intended to uphold high standards, I realized this approach only built a culture of fear. I eventually learned that a leader’s true role is to provide a bridge back to excellence rather than a wall of punishment. This philosophy extends directly into my social impact work; sustainable community ownership is only built when people feel safe enough to try, fail, and improve without losing their dignity.
3 . Operational Efficiency is a Moral Imperative
In traditional corporate circles, operational efficiency is often viewed through the narrow lens of cost-cutting and profit margins. However, in the realm of social impact, efficiency takes on a much deeper, more ethical significance. If we ensure our systems work seamlessly, we are doing more than just saving money; we are maximizing the impact for the underserved.
I reflect often on my early career, where there were instances when I gauged my performance strictly against my contractual hours and pay. It was a transactional perspective, measuring output by the clock. Yet, as I matured in this field, I realized that the heavy responsibility accorded to social transformers cannot be sustained by such a mentality. I shifted my focus accordingly, recognizing that when lives depend on the success of a project, efficiency is no longer a corporate preference — it is a moral imperative.
Ultimately, any systemic inefficiency is an inadvertent waste of someone else’s potential for transformation. To lead effectively is to ensure our operations are airtight, as every lost resource is a direct subtraction from the dignity and progress of those we serve.
4 . Stewardship Trumps Hierarchy
Starting my career in hardcore conservation agencies, I was shaped by an environment where academic qualifications were the absolute pinnacle of the institutional hierarchy. I grew up believing that a title was the only way to lead. However, moving into social impact projects offered a profound shift in perspective. I discovered that communities do not prioritize your credentials; they care about how deeply you listen, how effectively you solve their challenges, and the empathy you show when solutions are out of reach.
The warmth I experienced during project handovers taught me that true leadership is active stewardship — a realization that you are responsible for the people and the mission, not just the “win.” Despite being junior in rank, this heart-led approach allowed me to bridge gaps with communities that had long eluded my predecessors. It proved that a leader is ultimately a servant who architects growth by fiercely protecting the dignity of every stakeholder.
5 . Social Impact is an Investment, Not an Expense
Over the years, I have come to appreciate that consistent investment in communities is less about charity and more about strategic engineering. Many perceive social work as “giving away money,” but in reality, it is the construction of a more stable market. When you build a road or a clinic, you aren’t just helping; you are creating a resilient environment where everyone can thrive.
This commitment has yielded a level of social capital that remains my most valuable asset. I still leverage the relationships built years ago to navigate my professional career, proving that a good name is indeed the truest form of riches. Ultimately, social work is a profound investment in the infrastructure of human potential
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
Never give up!
This is a family motto my dad gave us. I have grown up knowing resilience is the only way to conquer any challenges we face. I have had multiple plot twists in my life but this realization has helped me transition through the different career paths and navigate all the challenges life has thrown my way.
Is there a person in the world, or in the US with whom you would like to have a private breakfast or lunch with, and why? He or she might just see this, especially if we tag them. 🙂
If I could sit down for a lunch to discuss the future of the continent, it would undoubtedly be with Mo Ibrahim. As a Sudanese-British entrepreneur who built Celtel from the ground up, he proved that you can achieve massive commercial success in Africa while maintaining absolute integrity.
What draws me to his story is his philosophy that infrastructure is the ultimate catalyst for governance. When he brought mobile communications to the ‘unreachable’ corners of the continent, he wasn’t just selling a service; he was providing a tool for transparency and community empowerment. This mirrors my own conviction that when we extend a road or a power line to a village, we aren’t just delivering a utility — we are structuring a platform where local businesses can thrive and citizens can finally hold their leadership accountable.
Through the Mo Ibrahim Foundation, he has institutionalized a standard for African leadership that echoes my own call to move beyond ‘charity’ and toward systemic excellence. I would love to discuss how we can further bridge the gap between private sector efficiency and community-led stewardship to ensure that the ‘last mile’ becomes the first priority for the next generation of African leaders.
You are a person of enormous influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
The movement I would inspire would be on: ‘’‘Dignity by Design’’
How can our readers further follow your work online?
You can follow my work online through our official work instagram handle and my linked in profile Website: https://thelaziziwelfarefoundation.org/ Organization Instagram: https://www.instagram.com/laziziwelfarefoundation/ Personal Linkedin: https://www.linkedin.com/in/steve-raburu-635b21b6/?originalSubdomain=ke
This was very meaningful, thank you so much. We wish you only continued success in your great work!
Social Impact Heroes: Why & How Steve Leon Raburu of Lazizi Welfare Foundation Is Helping To Change… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.