We had been following Jiji Health’s journey for a while, watching Co-Founders Kilemi and Aaron build health tech solutions that improve service delivery. From Damu Sasa to Rafiki360 and Bydii, their mission to bridge gaps in healthcare access through technology stood out. So when we got the opportunity to work with them as their interim sales managers, it was a quick and easy yes. And this wasn’t just about improving sales numbers; it was about supporting a mission-driven team to grow sustainably and reach more healthcare providers across Kenya.
To dive deeper into their experience and transformation, we spoke with Kilemi, Co-Founder of Jiji Health. He shared the sales challenges they faced, what it was like working with The Closing Co., and how interim sales management helped them build a scalable, performance-driven sales function. Read on for our full conversation.
Tell us about Jiji Health — what inspired your solutions like Damu Sasa, Rafiki360, and Bydii, and what healthcare gap are you solving?
Jiji Health is a digital healthcare company focused on advancing healthcare access and delivery through simple, connected solutions. Our journey began with Damu Sasa, an end-to-end blood services management system born from the need to address inefficiencies in how blood is sourced, distributed, and tracked in Kenya.
We then expanded our offerings with Rafiki360, a hospital management system designed to be friendly, scalable, and easy to use – especially for facilities that struggle with complex or expensive digital systems.
Our latest innovation, Bydii, is an e-learning platform and learning management system built to equip healthcare workers and community health actors with the knowledge they need to deliver better care. It supports structured training, certification, and continuous learning, making it easier for institutions and individuals to build capacity at scale.
At our core, we’re solving for access, efficiency, and continuity of care, particularly for underserved or resource-constrained health facilities.
Before working with The Closing Co., what were your biggest sales challenges or missed growth opportunities?
Like many founder-led teams, we had a deep passion for our mission, a strong product-market fit, and measurable impact on the ground. However, we recognised a gap in having a structured, consistent, and dedicated sales team. We faced challenges with pipeline visibility, lead qualification, and navigating the longer sales cycles common in health tech.
Much of our growth had been driven by referrals and organic interest. While valuable, this approach made it difficult to scale predictably and limited our ability to proactively expand.
Kilemi Thambura, Co-Founder, Jiji Health
What made you consider interim sales management as a solution?
We were at a point where we needed to strengthen our sales approach with more structure and strategic direction. Interim sales management provided an opportunity to bring in experienced leadership without immediately committing to a full-time hire.
It allowed us to test and refine our sales processes, gain valuable insights, and lay the groundwork for a more scalable system.
This approach gave us the flexibility to continue focusing on our core operations while leveraging external expertise to enhance our sales function in a thoughtful and practical way.
What were you looking for in a partner? And why was The Closing Co. the best fit?
We wanted a partner who wouldn’t just “advise” us from the sidelines, but roll up their sleeves, immerse themselves in our work, and help us get real results. We also wanted a team that could align with our mission, understand healthcare complexity, and respect the resource constraints common in emerging markets.
The Closing Co. brought not only structure but empathy – meeting us where we were, while guiding us toward where we needed to go.
How have things changed since bringing in TCC’s interim sales leadership on board?
We now have a clearer sales process, an organized pipelin@e, and the confidence that comes from knowing what stage our leads are in and what actions to take next.
Perhaps more importantly, we’ve gained internal alignment on the role of sales in our growth strategy and begun building a performance-oriented culture around it.
Aaron Ogunde, Co-Founder & CEO, Jiji Health
What impact have you seen in your pipeline, lead quality, or conversion rate?
Our pipeline quality and visibility have significantly improved. We’re more disciplined in lead qualification, which means we’re spending time with the right prospects.
We’ve also seen stronger engagement with hospital administrators and decision-makers, a testament to the more focused messaging and strategic outreach put in place.
How do you see the role of sales evolving in your company as you scale?
Sales is no longer an afterthought; it’s a core pillar of our growth. As we scale, we see the sales function becoming more data-driven, team-led, and integrated across departments like product and customer success.
We’re building toward a model where sales not only close deals but also shape product feedback and deepen market insight.
What advice would you give other founders considering interim sales management?
If you’re at the stage where you know sales needs to evolve but you’re unsure how to do it right or fast, interim sales leadership is a powerful bridge.
Choose a partner who listens deeply, challenges assumptions, and builds with you, not just for you. The right interim team can do more than just sell; they can help you reimagine how your company grows.
At The Closing Co., we know that strong sales leadership is critical to scaling any business. But not every company is ready for a full-time sales hire. With The Closing Co.’s interim sales management service, experienced sales professionals step in temporarily to assess your current strategies, align sales teams with revenue goals, and drive measurable growth.
Reach out to us for a FREE 30-minute consultation: sales@theclosingco.org or 0712 527 347