You're in London or Toronto or Houston. Someone sends you a brochure for a Nairobi apartment. The renders are stunning. The developer has a professional website. The agent says there are only 4 units left. They need a decision by Friday.

This is not a unique situation. It's a playbook.

Here is what the brochure does not show you:

1. Prestige pricing is not value pricing.

In Nairobi's upper-market segments, you are often paying a significant premium for the brand name, the postcode perception, and the quality of the renders — not for demonstrable rental demand or proven resale depth. The question is never "is this a nice building?" The question is "what does this building yield in rent after all costs, and who will buy it from me in 7 years at a profit?"

2. Rental yield claims are almost always gross.

Developers quote gross rental yields because net yields — after service charges, vacancy, management fees, and property rates — are materially lower. A 7% headline yield on a prestige Kilimani apartment can become 4.2% net. Run the stress test, not the headline number.

3. Fast-signing pressure is a feature, not a coincidence.

"Only 4 units left" and "price goes up on Monday" are sales techniques. They work because diaspora buyers are afraid of missing out on a market they can't monitor daily. The counter is a written pause protocol — a list of questions you commit to answering before you touch a deposit. Write it before you see the brochure, not after.

4. Developer delivery history matters more than current reputation.

A developer's brand today tells you nothing about whether your specific project will be delivered on time. Ask for the completion track record on their last three projects. If they won't give it to you, that is your answer.

5. Who is advising you?

If the person who introduced you to the project earns a commission on its sale, they are not your advisor. They are a salesperson. This does not make them dishonest — it makes their incentives different from yours. Know the difference before you weight their opinion.

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The Nairobi market has genuinely good opportunities. The problem is not the market — it's making decisions remotely under time pressure without a structured due diligence system.

Slow the process down. Test the numbers. Buy the asset, not the pitch.