Nina Interiors founder, Alice Karugaba, did not set out to build a furniture empire. She was a mother trying to make ends meet, learning to bake, selling buns to colleagues, and slowly finding her footing in business.
But what began as a story of survival would, over three decades, evolve into Nina Interiors: a structured, multi-branch enterprise defined not just by growth, but by discipline, governance, and deliberate succession.
This is the story of how grit and resilience laid the foundation and how systems, leadership, and foresight turned a small hustle into a family legacy built to endure beyond its founder.
In the early 1990s, long before Uganda’s contemporary furniture and interior design industry took shape, Mrs Alice Karugaba made a decision that would quietly redefine her life and, ultimately, build one of the country’s most enduring family enterprises.
What began as a small grocery shop has, over the last three decades, evolved into Nina Interiors: a respected Ugandan brand with multiple branches, international partnerships, and a reputation for disciplined governance and structured succession.
However, not every story starts with roses blooming. For some, like Mrs Alice Karugaba, it was with a small piece of advice. “Fumb’obugaati, otunde,” a lady advised her, loosely translated as ‘make buns and sell’. You would think that Mrs Karugaba had just exited culinary school for one to give her that piece of advice.
But I can assure you, advice is not just for what you already know, but what you can equip yourself with. With four young children, the best next step was to ask for help. “Can you teach me? Because I do not know.”
“Yes, on Sunday, I will come by and teach you,” the lady promised. Did Mrs Karugaba think the lady would make it? Maybe not, because when the lady arrived, it was the children who welcomed her.
“Alice, you must get up early because God gives gifts early,” came the next piece of advice. “Bwo’tokeera, osanga Mukama emikis’agigabye,” she said. She shared this during Enterprise Uganda’s Business Development Services (BDS) framework, saying she needed to share it in Luganda despite not being a Muganda because the advice made an impression on her.
Making an extra coin
Time management has since become an essential aspect of her life, so she can ‘pick some of the gifts’. This, for her, comes by being productive and doing more before others arrive.
The bread-making lesson happened that day, and the entire household enjoyed the products. “Practice, and then you can sell,” was the next piece of advice.
Mrs Karugaba needed that extra income so bad that in three days, the buns were sweeter, softer, and she could make more from one floor sachet. Off to the baking mentor she went to share her joy and ask where to sell her merchandise.
Angrily, the mentor remarked, “Should I teach you how to bake and also look for a market for you? Go to your friends, go to the bank where you are working.”
Taking note, the next day, Mrs Karugaba carried buns to work, and her workmates loved it so much that it was sold out on her floor. Soon, she was selling to the different coffee shops around her, like Uganda Bookshop Café.
“If I had ever felt comfortable, it was during that time because of financial independence and all my needs, which were minimal, were all met,” she said. Without a tax man, workers, save the maid, herself and her daughter, the returns were almost 80 percent. That allowed her to reinvest, buying all her supplies in bulk.
Then she relaxed. It was so bad that deliveries became irregular and clients started calling. To meet the growing need, she bought a new oven to ramp up production.
However, the war distorted life. But even when a semblance of normalcy was restored, Mrs Karugaba opted to buy bread from the likes of Hot Loaf rather than return to the baking business.
“At that time, Nina Ltd was open, where I sold a few groceries. I wish I had not let go of my business because I would have sold my buns alongside the Hot Loaf loaves.”
While she replenished continually, depending on customer demands, these were also turbulent times, and shelves were in the back for safety’s sake. Nonetheless, she introduced new items such as frozen chicken, hair creams, and also put small things such as sweets and shavers at the counter to attract the last-minute buyers.
“I remember watching those small items and noticed that we made a profit of Shs220,000 in one month,”
Furniture shop
One day, a man named James Musingunzi (RIP) passed by her shop, which she believed was doing well, and said, “Come and run my furniture shop.” This was the first time the idea of a furniture shop was coming her way. However, she disinterested that he dropped another bomb, “I will pay you Shs2m.”
While that was a lot, Mrs Karuganba thought people do not buy furniture every day as much as they buy sweets, bread, sugar and soap.
It took two years for her to consider the offer. The time coincided with her retirement, when she was certain that she would give the business time. With that, she rebranded from Nina Ltd to Nina Interiors Ltd.
Lessons in compliance and governance
One of the most significant yet costly lessons Ms Karugaba learned early in her journey was the importance of compliance.
She did not properly wind up her previous business entity (Nina Ltd), and four years later, she was faced with substantial financial penalties from the Uganda Revenue Authority. It was a stark reminder that entrepreneurship is not only about opportunity but also about responsibility.
Her advice to emerging entrepreneurs is that regulatory obligations must be taken seriously. Ignoring them can undermine even the most promising ventures.
Nina Interiors, whose doors opened in 1991, was first housed at Uganda House on Nkurumah Road with a staff of five people. The youngest and middle children who were on holiday then were part of her labour force and were at work by 7 am, daily. However, one external employee stands out because she has been with the company for the last 30 years and works in the accounts department today.
She also credits Mr Charles Ocici of Enterprise Uganda, who held her hand through the journey. One piece of advice she remembers is how to hire family members, as they must follow the rules, lest they cause you anxiety and create a bad impression for the others.
In her case, her two daughters were account signatories. She remembers how one of her daughters cautioned her to read a loan document, while Mrs Karugaba was in a rush to sign. “Let me read, please”, she insisted. She later asked her, “Did you read the small letter?” There were items, such as how bank loan repayment may stretch to personal items.
Along the way, the demands of the market saw the children label her as demanding. However, over the years, modelling helped them heal and learn the ropes of business.
Mistakes
Mrs Karugaba recalls one of her most consequential missteps in the early years of the business: hiring an accountant who, as she later discovered, was only trained in basic bookkeeping.
The gap in expertise became evident during a particularly revealing incident when the accountant presented financials suggesting that the company was worth billions of shillings. The valuation, however, had been calculated based on selling prices rather than the actual cost of the inventory, an error that significantly distorted the true financial position of the business.
Reflecting on that period, she admits that her reluctance to incur the higher costs associated with hiring qualified professionals had influenced her decision-making. “At that time, I feared paying high costs, hence steering clear of professionals. But I learned better,” she says.
That experience marked a turning point. Over time, Mrs Karugaba undertook deliberate and strategic reforms to strengthen the financial backbone of the company. She began by recruiting qualified accountants and establishing a structured finance department capable of delivering accurate reporting and sound financial management.
Bamburi Cement Appoints Ugandan Executive Geoffrey Ndugwa as CEO, Succeeds Mohit KapoorAlongside this, she introduced internal controls and accountability systems to safeguard the business and ensure transparency in operations. Crucially, she also separated operational roles from ownership, creating a clearer distinction between management and governance.
Today, Nina Interiors operates with a robust and professional team that includes non-family members, a shift that has reinforced objectivity, strengthened decision-making, and enhanced overall performance.
Introducing a board
Structures began to take firmer shape when Mrs Karugaba made the deliberate decision to bring in external governance. She approached her former bank manager—who had also served on the board of the Uganda Bankers’ Association—and invited him to chair the company’s board.
His presence introduced not only experience and credibility, but also a level of discipline that reshaped how the business was run.
The respect, and perhaps a measure of fear, that her daughters had for him meant they listened attentively to his guidance, allowing his counsel to influence the smooth and structured running of the enterprise.
The board’s role quickly evolved beyond simple oversight. It became a central pillar in shaping the company’s direction. That was providing strategic guidance, enforcing financial discipline, strengthening risk management, and ensuring compliance with regulatory and operational standards. Through this, Nina Interiors transitioned into a business that was not only operationally efficient but also strategically aligned for long-term growth.
More importantly, the introduction of the board reinforced a defining principle within the organisation: no individual, not even the founder, was above the system.
This shift toward institutional governance marked a new chapter in the company’s maturity. Mrs Karugaba credits this alignment, in part, for the recognition by MTN Uganda in 2016 when she was named CEO of the Year.
She also reflects candidly on one of the bold moves that contributed to that recognition—the expansion into Rwanda. While the venture initially signalled growth and ambition, it ultimately proved unsustainable. Closing the branch was not an easy decision, but it became a valuable lesson in strategic discipline.
“The other cause for the win was having another branch in Rwanda, which, unfortunately, we had to close. The lesson for me was if something is not making you money, it is okay to let it go,” she said.
From founder to next generation
Perhaps the most remarkable aspect of the Nina Interiors story is its approach to succession.
Leadership did not transition abruptly. Instead, it was cultivated over time.
Ms Karugaba deliberately exposed her daughters to the business, travelling with them. She involved them in procurement and entrusted them with financial responsibilities. This hands-on mentorship built both competence and confidence.
Juliana Karugaba is the head of administration and head of human resources. On the other hand, Patricia Karugaba is now Managing Director, which exemplifies this approach. Their leadership was not assigned arbitrarily; it emerged from years of immersion, learning and demonstrated capability.
Even the allocation of roles within the family reflected strategic thinking rather than hierarchy. For instance, Patricia, the youngest daughter, assumed leadership immediately after university. This decision was accepted and supported by the rest of the family.
This speaks to a culture where leadership is earned, not inherited by default.
Institutionalising the business
Under Patricia’s leadership, Nina Interiors has undergone a deeper phase of formalisation, marking a clear shift in how the business is structured and managed. What was once driven largely by founder instinct and hands-on oversight has evolved into a more systematised and forward-looking organisation.
Clear organisational structures and well-defined job descriptions have been put in place. This ensures that roles, responsibilities, and reporting lines are no longer ambiguous but aligned with the company’s strategic objectives.
This transformation is further reflected in the adoption of structured planning cycles. The business is now operating on three-year strategic plans that respond to the realities of an increasingly dynamic and competitive market environment.
Alongside this, continuous performance reviews have been embedded into the organisation’s culture. That enabled the team to remain agile, responsive, and accountable. The company has also strengthened its capacity through deliberate engagement with external training institutions such as Enterprise Uganda. That ensured that both leadership and staff are equipped with relevant skills and insights.
Together, these changes signal a decisive move away from founder-led intuition toward system-driven management. It is an evolution that has been critical in sustaining growth and enhancing resilience. It also positions Nina Interiors for long-term continuity.
Growth, expansion and global partnerships
Today, Nina Interiors operates three branches and has established international partnerships, including collaboration with Sunon, China’s largest global furniture manufacturer.
This expansion reflects not only market demand but also organisational readiness. The systems, governance frameworks and leadership continuity established over the years have enabled the company to scale without losing coherence.
A living legacy
Now in retirement, Ms Karugaba observes her business from a distance, occasionally visiting. While many may not recognise her because they are newer staff, they are deeply aware of the legacy she has built.
Her role has evolved from operator to mentor, from decision-maker to observer.
The business, meanwhile, continues to grow, supported by a third generation. With seven grandchildren having graduated, Mrs Karugaba has allowed them to work at the company.
“I am not forcing them to work at Nina Interiors. However, should they choose to work at the company, the process is the same. They must follow the set roles. Three of my grandchildren, such as Melissa, are with us,” she smiles proudly.
Beyond entrepreneurship: A blueprint for longevity
The Nina Interiors story challenges a deeply ingrained narrative in African entrepreneurship. That business success is often a product of chance, timing, or the sheer brilliance of an individual founder. Instead, it offers a more grounded and enduring perspective.
At its core, the journey of Mrs Karugaba reveals that sustainable enterprises are not built on luck, but on structure. It is on deliberate systems, disciplined processes, and clear governance.
It also underscores the importance of intentional leadership transitions. Rather than leaving succession to circumstance, Nina Interiors demonstrates that continuity must be planned, nurtured, and earned over time. In the same vein, the story dismantles the notion that family businesses can thrive on informality alone. It shows that without governance, even the most promising ventures risk stagnation or collapse.
Above all, the narrative speaks to the long game of building generational wealth. Such wealth is not created overnight, nor is it sustained by momentum alone. It is carefully engineered through discipline, reinforced by systems, and protected by a commitment to continuity across generations.
In Mrs Karugaba’s journey, we see more than the growth of a business. We see a blueprint for longevity, one that affirms a simple but powerful truth. That enterprises that outlive their founders are never accidental; they are intentionally designed.
