Jenny Nuccio’s journey with Imani Collective began with a transformative trip to Kenya in 2009. Moved by the determination of local women and the challenges they faced, Jenny felt a calling to make a difference. This led her to establish Imani Collective, a brand driven by the belief that empowerment and community go hand in hand.
Starting as a small sewing training program, Imani Collective has since flourished into a globally recognized brand with 120 artisans across three Kenyan locations. Jenny’s visionary leadership and dedication to empowering artisans have propelled Imani Collective’s growth, turning audacious dreams into reality.
Through its associated brands, including Imani + Kids, Selah, and Sukwa, Imani Collective provides high-quality, sustainable, and scalable merchandise ranging from swag to home décor, kids’ toys, and more. Most recently, Jenny Nuccio published her first book, Let It Be Wild, in which she recounts the exhilarating highs and lows of her journey thus far.
What inspired you to start Imani Collective, and how did your personal journey lead you to this point?
It all started with a trip to Kenya in 2009. While I was there, I had the opportunity to work closely with a couple who were starting a school to help provide education opportunities to the local community. Although I was just a student at the time, I felt a connection with the people and the place that was undeniable. It was there that I started to forge deep bonds with the women who would later become integral to the Imani Collective family.
However, it wasn’t until I witnessed the struggles of single, widowed, or disabled mothers firsthand that the seeds of an idea began to take root in my mind. These women, despite their immense resilience, were trapped in a cycle of poverty that seemed impossible to escape. In 2013, I decided to sell everything I owned and permanently relocate from Texas to Kenya. With the proceeds, I purchased the first 16 sewing machines that would become Imani Collective. Every stage of this journey has been guided by the foundational belief that we are not just better together—we are our best. This philosophy has been the core of Imani Collective, driving our mission to empower artisans and foster community.
Imani Collective started as a small sewing training program. How did it evolve into a globally recognized brand with 120 artisans across three Kenyan Locations?
Since the beginning, I felt called to make a greater impact and pursue a comprehensive approach to economic independence. I remember one night, right when Imani Collective was just registered as a nonprofit, where I gathered with founding members and friends to start charting our journey forward. We wanted to envision the possibilities for the future of Imani Collective, which seemed difficult at the time, as we were so small.
But, we began to dream big. One exercise, saved for the end of the day, was to write a ten-year toast to Imani Collective. As we imagined ourselves ten years into the future, celebrating a decade of impact, the room was filled with hope. Each of us raised our metaphorical champagne glasses, celebrating the collective’s growth. Among the toasts, one friend’s words stand out to this day: “It is beautiful to see how much Imani has grown. How much they have impacted the world. How much they have become known to many. I am in awe that we now can say we are a household name. That people across the nation know who we are and what we do. That we have created so much impact and so much good that it cannot be ignored and for that, cheers to our ten years.”
Well, when the ten-year mark indeed rolled around, these audacious dreams had become reality. We had 120 artisans and staff on salary, and we had three locations in Kenya: Mombasa (Old Town), Mtepeni Village, and Turkana. We had partnered with organizations in Uganda, Tanzania, Ethiopia, Rwanda, Burundi, and India. We had just shifted into a hybrid model and were now not only a nonprofit but a global business, with customers in more than 160 countries. It was through this bold vision that Imani Collective evolved from a mere training program to what we are today.
Imani Collective has a unique approach that combines a social enterprise with a nonprofit. Can you elaborate on how this model works and the advantages it offers?
Within the social impact space, I realized that many businesses struggle to encompass both impact and growth. A big challenge for traditional nonprofits is financial sustainability due to their reliance on sporadic donations and grant-based funding. To overcome these limitations, our hybrid model merges the strengths of both the business and nonprofit sectors to address the immediate needs of our artisans and the broader goal of breaking the generational cycle of poverty.
Operating as a nonprofit allows us to break down the cycle of poverty at every level, while the brands in our social enterprise, including Imani + Kids, Selah, Sukwa, and Talanta, enable us to provide stable employment opportunities and consistent income for our artisans. By maintaining a stable revenue stream through our business endeavors, we can further invest in our nonprofit initiatives without compromising on our commitment to social impact.
What have been some of the biggest challenges in scaling Imani Collective, and how have you addressed them?
One of my biggest challenges in scaling Imani Collective was to stop saying “yes” to everything. It sounds counterintuitive, but for years, that mindset left me stressed and overwhelmed. I was afraid to miss out on potential experiences that could shape the future of Imani Collective. Saying “no” felt impossible at the time. But I soon began to understand the importance of setting boundaries and putting myself and my time first.
Saying “no” didn’t mean I was missing out on opportunities, but rather respecting my own time to focus on the things that mattered to me. By learning to be selective in my commitments, I gained a newfound sense of clarity. I was able to focus my energy on the things that most aligned with my values and goals. I learned to be able to show up fully present and engaged in the moments that truly matter.
What advice would you give to individuals who aspire to start their own social enterprises and make a positive impact in the world?
My main piece of advice for someone considering building an organization from the ground up, and especially a social enterprise, is to be driven by clear values. When you know your purpose and what you want to make of it, you can ensure that every step you take creates real change that later affects the world in meaningful ways.
My story is simply an example of that. I had to learn to trust my instincts and embrace the unknown in order to find my ‘why.’ I think the most important thing anyone can do is listen to your heart and let it guide you to the opportunities that are right for you.
What are your future goals for Imani Collective, both in terms of business growth and social impact?
In the next 5 to 10 years, we plan to expand our training and development work in Kenya. This way, we can continue to grow our offering in accordance with the needs of the communities around us. We also plan to help other brands grow their impact by leveraging our own experience in creating change. I plan to continue to be a voice for those who often go unheard and to provide meaningful education and employment opportunities not just in Kenya but also around the world.
