MariTest was inspired by my personal experience with malaria, which nearly killed me due to delayed diagnosis caused by a lack of Rapid Diagnostic Test (RDT) kits in a remote facility. This experience made me realise how serious and widespread the issue is, especially in regions where timely diagnosis is crucial to save lives. While recovering, I learned that around 1,440 children die daily from malaria, many because they can't get diagnosed in time.
I also discovered that in Eastern Africa, a strain of malaria has mutated and can’t be detected by traditional RDT kits, further complicating diagnosis. This challenge led me to create MariTest—a handheld device that uses biosensors and artificial intelligence to diagnose malaria at the point of care, allowing village healthcare workers to provide accurate diagnoses on the spot.
When someone contracts malaria, they are bitten by a mosquito that carries the malaria parasite, Plasmodium. Once this parasite enters the body, it interacts with red blood cells. This interaction leads to the production of two key substances: antigens that are detectable by malaria diagnostic test kits and biochemical crystals known as hemozoin. Hemozoin is significant because it is released by all malaria species, while different species produce different antigens. The advantage of detecting hemozoin is that it is present across all malaria types. Therefore, we designed our device to detect hemozoin in a bloodless manner.
Our device also offers real-time reporting, documenting cases and helping health organisations prioritise areas that need vaccines and treatments the most. MariTest aims to solve the problem of delayed and inaccurate malaria diagnosis, ensuring better access to care and saving lives in underserved communities.
One of our biggest achievements was last year, after developing our first prototype, which served as proof of concept, we engaged with the community to gather feedback from healthcare workers and test the viability of our technology. We conducted technical trials on over 76 confirmed malaria patients and achieved a 60% true positivity rate.
This year, we were recognised by a project from Oxford University and recently won two awards from the Transforming Africa MedTech Conference in Nairobi, awarded by Villgro. These accolades are a testament to the recognition our work is receiving on a global scale and show that people are rallying behind our mission.
Additionally, we have grown our team and currently have two people on payroll.
One of our biggest challenges is securing adequate finances especially given the inherent risks and long timelines involved in MedTech development. As we work on our second prototype and have won some funding, we know we won’t be market-ready for at least the next three years. We still need to conduct clinical trials and secure approvals like the NDA, which is a lengthy process. As a result, attracting investors to commit to such a long-term project is a significant challenge.
Another challenge is finding the right talent. My team includes medical personnel, electronics engineers, software engineers, and AI specialists. However, building a MedTech device is difficult because it requires industry-specific expertise. Finding talent that specialises in developing medical technology is rare, which complicates the process.
Fortunately, we joined the MedTech accelerator by Villgro, which has been instrumental in helping us understand the technical standardisations for medical devices that we hadn’t considered. It has also helped our team build capacity in this area.
First things first, you need to find a team. This journey is difficult, and being a solo founder makes it even harder. There are too many dynamics to manage alone. The key is opening up and allowing others to join you. Find a founding team that believes in your idea and is willing to help build it with you. This allows you to delegate tasks and ensures the journey becomes a team effort.
In innovation and entrepreneurship, the first thing you should focus on, even before drafting a solid concept for your innovation, is assembling a strong team. It will save you a lot of stress in the long run. Share your innovation as much as possible, seek mentorship, and bring others in.
One of the mistakes I made was approaching Villgro too early, expecting them to invest in MariTest when we weren’t even investor-ready. As young innovators, it’s common to want immediate investment for groundbreaking ideas, but before seeking funds, it’s essential to network with companies and understand what it takes to be investment-ready.
I value the network I’ve built with Villgro. Having been through their training and mentorship, I now feel more confident about asking for investment when the time is right. My advice is to focus on building a team and, when networking with investors, ask them, “What do I need to do to be investor-ready for your portfolio?”
Initially, our focus was solely on building the device, unaware of the standards we needed to meet or the documentation required for applying for certifications. Being part of this program has been incredibly helpful in guiding us through the necessary documentation and standardisation processes, which we hadn't considered before. It has also introduced us to a supportive ecosystem—being on calls with other MedTech innovators made us realise that we're not facing these challenges alone. We can exchange ideas and help each other build capacity.
One added advantage of Villgro’s program has been the founders' wellness calls, which specifically target the mental health of founders. Most programs focus heavily on the business aspect—building the product, growing the company—while neglecting the individual behind the innovation. I started building MariTest as a university student, juggling the stress of school and the startup, and at one point, I thought I was going to lose my mind. These wellness check-ins provide a space where you're not asked about the business, but about you as a person.
Now, I consider myself an advocate for founders' wellness. I wish more organisations would prioritise the well-being of the people driving these innovations, because while the companies and products are important, the people behind them are even more so.