The board and the delivery leads — the people whose names go on the programme, the purchase order and the handover certificate.
Evisa is led by a founder-CEO with a doctorate in project planning, supported by a board chairman with a finance and audit background. Between them they set the standards every division is measured against.
Founder & Chief Executive Officer
Emily founded Evisa in 2009 and has spent more than sixteen years in construction management, holding a PhD in Project Planning & Management from the University of Nairobi. She built the company from a single roads contract into a four-division group across two continents, and was named Best Woman Contractor in Kenya for 2018/2019. She still reads the programme herself.
Board Chairman & Finance
Nebert chairs the board and owns the group's financial governance. A Doctorate in Business Administration alongside CPA, CPS and CISA credentials, with extensive experience across both the public and private sectors. He is the reason Evisa's books, tax compliance and audit trail stand up to any prequalification panel.
Operations Director
James runs delivery across the construction division: mobilisation, plant allocation, quality and site safety. A BSc in Civil Engineering, professionally registered with the Engineers Board of Kenya, and twelve years of getting difficult sites finished.
Strategic Manager
Violet connects strategy to the site. An MBA in Strategic Management on top of a BSc in Civil Engineering, with twelve years of project management — she is where growth plans get tested against what the plant, the people and the programme can actually carry.
Company Secretary
Christine keeps the group's corporate governance, statutory filings and administration in order across both registered entities. A BCom-trained HR professional, she is the custodian of the paperwork that lets Evisa bid, sign and deliver without friction.
Legal Counsel
Isaiah handles litigation, conveyancing, contract interpretation and compliance oversight. He reads every contract before it is signed — which is why Evisa's disputes are rare and its variations are documented.
Project managers own the programme, procurement owns the supply chain, and technology owns the systems that keep both honest. These are the people clients actually talk to.
Project Manager
Vivian turns a signed contract into a working site. She owns the programme end to end — sequencing the works, coordinating subcontractors, timing materials call-off against the pour dates, and writing the weekly progress report that tells clients the truth rather than the comfortable version.
What clients notice first is the site itself: laid out, labelled, and tidy enough that you can see the work. What they notice at the end is that the snag list is already closed. Vivian's view is that a programme is a promise made to everyone downstream of it — the client, the crew, the supplier holding a delivery slot — and that recovering a slipped week costs three times what protecting it does.
Project Manager
Brian came up through Evisa's services operations, where the standard is measured nightly and any missed detail is visible by morning. That background shows in how he runs a project: tight daily control, unambiguous task allocation, and a habit of walking the site before anyone else arrives.
He is the manager we put on the jobs that have drifted. His method is unglamorous — find the one constraint actually holding the programme, fix that, and resist the temptation to look busy everywhere else. Crews work well for him because he tells them what "finished" looks like before they start, and because he does not move the line afterwards.
Head of Procurement
Sandra runs the supply chain that keeps sites moving across two countries. She owns supplier vetting, competitive sourcing, contract terms, and the delivery schedules that decide whether a pour happens on Tuesday or slips a week — and she does it against two very different procurement regimes, Kenyan and American.
Her discipline is deliberately unglamorous: qualify the supplier before you need them, document every price so the audit trail survives any prequalification panel, and never let a site run out of a material it was promised. She has little patience for the cheapest quote that cannot deliver on the date, and that judgement is worth more to a programme than the margin it occasionally costs.
Tech Lead
David owns Evisa's technology: the digital platforms the business runs on, the data behind its reporting, and the security of both. He is the reason a project update, a procurement record and a client enquiry live in one system rather than scattered across three inboxes and someone's phone.
He builds for the people who will actually use the thing — a site manager filing a progress report on a patchy connection, a director wanting one honest number before a board meeting. He treats client and staff data as something to be protected rather than merely stored, and he takes the view that a system nobody trusts is worse than no system at all, because it produces confident answers that happen to be wrong.
Project Engineer
Ian covers quality assurance and safety compliance on site, with eight years in civil engineering. Testing regimes, method statements, and the inspection records that prove the work was built the way the drawing said it would be.
Tell us the scope and we will put the relevant project manager, procurement lead or division head on the call — not a switchboard.