Beautifully Imperfect: The Story of Jo Maiden and SOKO Kenya
A Conversation on following a Vision with Heart—and building a business where meaningful impact and ethical growth are woven into every step.
About the Series
"Beautifully Imperfect" is a series about the real, messy, and inspiring work of making sustainability a reality. In this conversation, we sit down with Jo Maiden to explore the story behind SOKO Kenya—the starting points, pivotal moments, and steady commitment that have turned SOKO Kenya into a wonderful example of what we can achieve when respect for people and the planet is at the heart of what we do.
Meet Jo Maiden & SOKO Kenya
Jo Maiden is the Founder and CEO of SOKO Kenya, a leading ethical and sustainable clothing manufacturer based in Kikambala. Originally from the UK, she moved to Kenya in 2009 with a vision: to harness the power of fashion as a force for good. Since then, she has built SOKO Kenya into a thriving business with a team of 150, working with renowned brands and retailers that prioritize responsible practices. Through the Kujuwa Initiative, Jo extends this impact beyond manufacturing—empowering women and girls in the local community with holistic support, education, and opportunities. Her work is a beautiful proof that business success and social good don’t just coexist—they drive each other forward.
Our Conversation
Can you tell us a bit about yourself, your role, and SOKO Kenya?
From a young age, I was drawn to the intersection of fashion and social impact. I studied development economics, focusing on how industries could drive economic empowerment, particularly in underrepresented regions. Later, I pursued fashion and textiles, questioning whether the fashion industry which is often associated with exploitation, could instead be a vehicle for poverty reduction and positive change.
While working in the industry in London, I had the opportunity to visit Kenya with the Ethical Fashion Forum. That trip was a turning point—I fell in love with the vibrancy of the country, the creativity of its people, and the potential to build something meaningful. Inspired by what I saw, I moved to Kenya in 2009 to build a clothing factory that prioritized people, fair wages, and long-term economic opportunities. That vision became SOKO Kenya, which now employs 150 people and includes a charity with a sewing training school and a period poverty charity.
How would you describe your approach to sustainability, and how is it woven into how SOKO Kenya operates day to day?
Sustainability is woven into everything we do. Our solar panels provide 75% of our energy, saving around 11,000 kg of CO₂ annually. Rainwater harvesting helps us reduce reliance on external water sources, supporting a self-sufficient system for drinking, steaming, and cleaning. We also follow a strict reduce, reuse, recycle model, diverting around 2,500 kg of fabric waste from landfills annually by repurposing it into bags and accessories and donating it to the SOKO Community Trust Stitching Academy and our charity Kujuwa Initiative for the production of washable sanitary pads. But we didn’t just tick the box and sit back because we’d ‘done our bit’—sustainability is a constant journey. We’re ever learning, ever-improving how we work.
When did sustainability become a priority for SOKO Kenya? Was there a specific moment, challenge, or insight that pushed you to take action?
People and the planet are at the heart of everything we do. From the start, we have looked for ways to reduce our impact, whether through responsible sourcing, minimizing waste, or ensuring ethical working conditions.
One of the biggest challenges early on was access to sustainable solutions at a viable cost. For example, we wanted to integrate solar power from the beginning, but purchasing panels was so expensive. In recent years, as solar rental options became available, we were able to make the switch. With our growth, we’ve continued expanding our solar capacity, now generating 75% of our factory’s energy from renewable sources.
Where is SOKO Kenya today in its sustainability journey? What helped you get here—any key drivers, turning points, or shifts?
Sustainability has been at the core of SOKO Kenya since day one—it was never an afterthought or a box to tick. From the very beginning, we built our factory around ethical employment, responsible production, and long-term impact. It’s a journey of constant learning and improvement, and we’ve always sought out ways to do better—whether that’s reducing fabric waste, repurposing offcuts, or strengthening our social impact through our sewing training school and period poverty program.
A key milestone was shifting to solar power, something we had wanted to do for years but was initially too expensive. As soon as the opportunity to rent panels became available, we embraced it, and today, 75% of our power comes from solar. It’s just one example of how we’ve evolved over time, making sustainability an ongoing commitment rather than a one-time effort.
Sustainability is about progress, not perfection. Can you share an initiative or effort that may seem small or imperfect, but had a meaningful impact on SOKO Kenya?
At SOKO Kenya, sustainability extends beyond the environment, it’s also about looking after our team. One initiative we’re particularly proud of is the introduction of a backdated private pension scheme for our employees. While it might seem like a small step, it has had a significant impact.
This initiative is a key part of our commitment to employee welfare. It goes beyond just providing a living wage or a safe working environment; it’s about ensuring our team’s long-term security and well-being, even after they leave the workforce.
We’ve always prioritized our employees' welfare, and this pension scheme is the next step in reinforcing our ongoing commitment to ethical employment practices. We’re proud to offer our team not just a job, but a secure future.
At SOKO Kenya, the wellbeing of employees and the wider community isn’t just a value—it’s the foundation of everything they do.
Not everything goes to plan—can you tell us about something that didn’t work out as hoped? What did it teach you? And what’s a recent highlight you’re proud of?
When I first had the idea for SOKO Kenya, I applied for a grant and made it to the final stages. In my naïvety, I rented out my flat, quit my job, and assumed it was all happening—only for it to fall through completely. I had told everyone I was moving to Kenya, and suddenly, I had to consider whether I needed to go back to my boss and ask for my job back. It was a decent chunk of money that would have helped us get going, and I felt embarrassed.
But something amazing happened. When I told a few friends what had happened, they rallied around me. A friend organized an open mic night, another did bake sales, and someone else hosted a creative afternoon—all to help me raise the money to get started. It was incredible to see people show up with their time, ideas, and generosity. In hindsight, if I had received that grant, I probably would have gone in too fast and made much bigger mistakes with a lot more money. Instead, we started small, grew organically, and built something sustainable from the ground up. For that, I’m incredibly grateful.
You work closely with brands and retailers. What makes a great partner? Are there patterns in who comes to you—and what enables or hinders your ability to stay true to your values?
We look for partners who share our commitment to ethical production, transparency, and sustainability. A great partner not only values these principles but also contributes to empowering our workforce and local communities, as well as reducing environmental harm. The best partnerships are built on trust and long-term respect. The biggest challenge is when brands focus on short-term cost savings instead of long-term sustainability. However, those who invest in ethical production see the value over time, both in the product and in the positive social impact they can share with their customers.
Have you had to make trade-offs between sustainability and other business priorities like growth, cost, or speed? How did you navigate them?
Yes, trade-offs are inevitable—especially when balancing sustainability with growth, cost, or speed. One example is choosing between air freight (fast but high emissions) and sea freight (slower but more sustainable and cost-effective). We’ve often faced pressure from clients needing quick turnarounds, but we’re committed to reducing our carbon footprint.
The key is that sustainability isn’t an add-on—it’s core to who we are. That’s why we partner with brands that share our values. We believe it’s possible to grow and be efficient while keeping sustainability at the centre. Yes, it requires investment, but it also delivers long-term benefits—our solar panels have reduced our power bills by 75%, and our rainwater collection system means we are now water self-sufficient.
What have been some of the benefits—expected or surprising—of building a business grounded in sustainability and purpose?
One of the most rewarding benefits of building SOKO Kenya around sustainability and purpose is seeing the tangible impact it has had on our team and the broader community. We’ve been able to lift 150 individuals out of poverty through fair wages and job security, providing them not just with work, but with the chance to improve their lives and futures.
Through our SOKO Community Trust and Stitching Academy, we’ve empowered over 500 graduates, equipping them with valuable skills that open doors to new opportunities. About two-thirds of these graduates have secured jobs, further demonstrating the effectiveness of our training programs.
Additionally, through our charity initiative, Kujuwa, we’ve distributed over 30,000 washable pads, offering both health education and a means of support to those in need, helping break the cycle of period poverty for many women and girls.
These efforts have had a ripple effect, impacting not only the lives of those directly involved but also their dependents and have helped to build a more resilient and empowered community.
SOKO Kenya’s rooftop solar panels provide 75% of its energy and cut costs—proving that doing good and doing well can go hand in hand.
What kinds of support—people, networks, or resources—have been most valuable along the way? And what do you think is still missing or could be improved to help businesses like yours thrive?
Access to exposure is one of the biggest challenges for businesses like ours. Despite the incredible work being done, it can be difficult to gain visibility in a crowded market. We often find ourselves fighting for attention, especially in a space where sustainability and ethical practices are gaining traction but still require more widespread recognition. Many businesses, particularly those operating in rural or emerging markets, face barriers in showcasing their value and impact. Without the right platforms, financial backing, or support, it can feel like we're constantly swimming against the tide to get our message across. This lack of visibility and funding can make it even harder to scale and compete with larger, more established manufacturing regions.
Working towards environmental, social, and financial sustainability is a long game. What’s next for SOKO Kenya? What keeps you motivated?
For us, it's about continued growth, optimising our processes, and improving both efficiency and the quality of our offerings. We're excited about forging new partnerships with purpose-driven brands that align with our values and share our commitment to sustainability. These partnerships will allow us to expand our impact while staying true to our mission of empowering people and protecting the planet. What keeps me motivated is the ongoing opportunity to improve and create lasting, positive change, both within our factory and in the wider community.
Looking back, what’s one key piece of advice you’d give to business leaders who are just starting to prioritize sustainability? And what advice would you give to businesses looking to engage with sustainability-oriented, ethical suppliers like SOKO Kenya?
My advice would be to start with small, consistent steps. Sustainability is a long-term commitment, so it’s important to remain flexible and adaptable, especially in the early stages. Focus on strengthening your network by connecting with like-minded businesses and individuals who share your values. Celebrate every small win along the way, as these moments build momentum and reinforce the importance of your sustainability goals. For businesses looking to engage with ethical suppliers, it’s crucial to ensure that your values align, as these partnerships are built on trust, mutual respect, and a shared commitment to positive impact. Approach these relationships with a long-term perspective, valuing both the social and environmental benefits.
If you could shape the future of how business and sustainability work together, what would it look like—and what role would companies like yours play in it?
For me, the future of business and sustainability should be about making responsible choices the norm, not the exception. Sustainability isn’t just a passing trend—it should be embedded in everything we do, from day-to-day decisions to long-term strategies. Companies like ours will continue to show that doing good for people and the planet doesn’t just feel right, it makes sense for business too. It’s about creating a world where ethical practices are standard, and businesses thrive by truly caring for their communities and the environment.
That’s the kind of leadership the future demands—where sustainability is at the core, not an afterthought. Thank you, Jo, for sharing the inspiring journey of SOKO Kenya and showing what’s possible when purpose leads the way!
Want more?
This conversation is part of "Beautifully Imperfect", a series about the real, messy, and often nonlinear process of making sustainability a reality. Through honest conversations with sustainability professionals, design practitioners, and business leaders, we explore what it takes to drive change—without waiting for perfection.
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