As the year ends, I’m reflecting on a significant challenge I faced just before the completion of my PhD because I had ideas I wanted to implement. However, the national funder would only fund projects they approved of, which did not particularly interest me. What I wanted to achieve with my PhD had never been done before and was deemed out of the box and maybe frowned upon. I tried to involve different stakeholders, including communities, the media and science researchers, to work together on a project that would eventually produce publications and a television documentary to improve underrepresented communities’ lives. I had no one to support me and, therefore, had no choice but to build my own entity from the ground and decided to risk everything. I risked being broke, alone and facing difficulties. At the beginning of 2024, upon being free of the PhD stress and starting a new life, I registered my company and named it Ulwazi, which means information or knowledge, depending on the context. I faced many difficulties during the early establishment of Ulwazi Scientific Communications and STEM Research, specifically when securing funding for initiatives to provide underrepresented communities with access to ocean science and STEM education. There is scepticism about the viability of such an initiative in underserved regions, and traditional funding channels are either slow or not open to these unconventional ideas.
To navigate this challenge, I employed a strategy of building relationships rather than just seeking financial support. Instead of focusing on traditional funders alone, I expanded my search to include unconventional funding sources like paid supervision for Masters and PhD candidates, public-private partnerships, and partnerships with non-profit organizations. This required me to apply an entrepreneurial mindset—thinking creatively about how resources could be mobilized. I also focused on creating value for potential partners, showing how their investment in the project would create a long-term, positive impact on general research development, ocean science education and community empowerment.
Additionally, I leveraged my communication skills to make a compelling case for the importance of diversifying ocean science education. This included storytelling, where I shared real-world examples of how access to STEM education could transform the lives of individuals and communities. My ability to build rapport with various stakeholders was crucial in shifting their perspective from skepticism to support.
The result was the establishment of several successful paying clients, professional partnerships, a stamp of interest from the government and a growing network of supporters for Ulwazi’s mission. By using a mix of unconventional funding strategies, building strong relationships, and leveraging personal skills, I was able to overcome the initial financial barriers. I set Ulwazi on a path to growth and success.
Dr Kolisa Yola Sinyanya 