Green Element Weekly Podcast Interview with Alison Wood, Founder of Lilypads

Alison Woods talks about her journey from charity work to the founding of Lilypads. Lilypads is a reusable sanitary pad made from natural material. Lilypads support vital work in rural Kenya tackling period poverty and stigma. They help girls access reusable sanitary pads so they do’t have to miss out on their education or turn to unsafe alternatives.


  • Tackling transactional sex in Kenya to creating reusable sanitary pads.
  • How to create a sustainable product and make the business model sustainable.
  • Choosing to be a BCorp
  • How Alison is iterating and getting feedback in developing the sanitary pad.
  • How Alison is prioritising social media and face-to-face conversations
  • Advise to entrepreneurs and people looking for more purpose

Useful links:

Lilypads –

Lilypads Twitter –

Lilypads Instagram –

Alison Wood’s Linkedin

Will: Hi Alison, welcome to the show. I’m really looking forward to finding out more about Lilypads what Lilypads do. And how you are helping save the world. And just really just, interested to know, what it is that you’ve done building your business and the sort of things that you’ve come up against as well. So tell us more about your business please.

Alison: So, Lilypads does environmentally friendly sanitary products, which are reuseable. We started out right in rural Kenya coping with an affordability crisis out there most of the girls can’t afford products and in desperation to remain in school. Quite a lot of them were using transactional sex. Quite a lot were using cloths and leaves and find that they leaked, they couldn’t attend school and the idea was trying to find a sustainable solution to this. And everything got built around that was how we made to the business model was sustainable as much as the materials were. And it was also healthy and something that girls liked and a bit while building all of that product in. You run the product trials from February last year and I’ve felt since then I was also innovating constantly in the UK and when I’m asked all my British friends to try it, strong feedback, “oh these are really comfortable” kept appearing on my desk.

Alison: And after a while I sort of sat back and thought, I’m not entirely sure why I’m getting this feedback. Like great, this is fantastic to see but what’s making them comfortable. I’m more so than what people are currently using. And so as I sat everybody down to question them on their choices, a lot of the girls had to go, oh, I get a rash if I use a sanitary product or mine itches or not that comfortable. And then I said to the research and realized this was a more and more common problem of women across the country. And that led me to realize just how much our current disposables aren’t healthy and this is something I knew and never thought about but the average disposable in the market has somewhere between 40 and 80% up plastic within it. This is against your body for 45 days in one month and all of a sudden all of a sudden side effects people receive for really normal. That’s not a healthy thing to be thinking on in pain five days a month because of the product I use and I’ve just accepted it. And so that’s where the British idea came from as well. We could make an environmentally friendly product, hey and by it being environmentally friendly and effort has natural based materials and it’s breathable, it’s suddenly fixes all these problems that current occur and then started looking at all the design elements and having to make it fit to people and what is actually important, these kinds of products. And then the idea of blossomed into, okay well then we can act to different very different products because they are two different markets, two different women and use the British model product sets to kind of subsidize what’s happening in Kenya.

Alison: But as I built it and I was constantly thinking, but I want to know that both small, sustainable and independent of each other. And so looking at how we price in Kenya. So the pants are practiced are the only purchased at manufacturing costs and commission. And then all the fun overheads of running a business, uh, covered by the cost that comes out of the UK, which means we can grow them, but we can grow on our own funding and on our own resources as opposed to having to be looking for grant funding. We’ll have to rely on one side or the other. So at the moment, the British products getting ready to launch on the Kenyan one is on, it’s like third level of iterations and about to go into two new communities. We’re just growing as it goes.

Will:  So what took you to Kenya in the first place?

Alison: my school, we’re always partnered to this charity there and we saw a lot of fundraising for them.

Alison:  And then I got to university and I’d always loved the way that ethos of the charity, so they were an orphan support trust and that was the first thing I loved that they weren’t an orphanage. They said they HIV rate in the area. It’s one in four, which means they have very high orphan problem. And they said, okay, but the Kenyan way that families generally cope is you kind of adopt your sibling’s children if the parents died. And this meant they had families of 15 – 20 and parents couldn’t cope. And so the charity, just said, okay, we’re going to step in to help the parents. And so we’ll step in to make sure the kid, they’ve got money to the kids can just school that they’ve got the ability to feed all these minds, but they’ll still remain the parents of their siblings children. And that meant it was really sustainable because in years to come when the kids sort of 18 normally they’re going to have to leave a foster environment.

Alison: And actually they still got that family, they’ve got that community, they’re not seen as any different from kids in the community. And it also meant the charity could help a lot more children because then step back. And I, so I love this model and what I wanted to do was go out and see how it works on a practical level. And I go, I there and one of the first things they said was, oh, can you help with our sexual health? 18 year old me was like, I mean I can give you resources but I am not trained to do this. And they said, well what we, that’s what we need you to do. And so I was reading from their scripts and I’m thinking, Ooh, this is materials that you’ve been given by other charities to specialize this stuff that you can use 30 40 years ago and stuff that we know there is more effective ways to do it.

Alison:  And then, and then I was looking at that and I was thinking the fact, they had a very high teenage pregnancy rate, which they didn’t really know what was stemming from. A lot of the girls were coming in and they wouldn’t say who the fathers were and they had got a rise in HIV rate but only in the teen girls. And ideally that rates should rise or fall in the same age group across at the sexes because then you know that that partner is roughly the same age instead if it’s only rising in girls. You got this moment of who were these partners and as I came back to the UK and thought that’s what I would love to do is go and do that research of what’s is going on that were seeing these effects but also what in the education, could we be improving on a very practical level.

Alison:  And so that was my dissertation. Then we’re saying what can we change it? Should it be that single sex helps or should it be age groups you teach or 12 to 14 year olds about sexual health and then 14 to 18 because everyone knows a lot in a classroom, I’m not a lot. And if you put it all in one class together, it’s quite hard for a teacher to know who knows what the effects within classes really change. It’s one to, nobody wants to showcase, they don’t really understand. A lot of the time we get this effect of like really wanting to prove that you’ve been there and done it and you know all and this really can disturb learning environment. And so my dissertation was basically teaching it the same sexual health and change in classroom dynamics. And then I said to a group of girls who were sort of 14 let’s look at for them why they had so many teenage pregnancies and I wanted them to create very simple minor of reasons I go in that class might choose to be sexually active and reasons they might not.

Alison: It’s general way effective task putting something in your head because if you say it to a child here and they go, oh, because I’m not really sure and I can’t, I want to do and I decide I don’t want to lose the relationship. And then you look at what could go wrong and they’re like, well mom would be mad if you’re explaining it in those words rather than a knee or peer pressure versus the rate of sexual health diseases. It’s easy. It’s transmit. And the kids, she came straight back and said she couldn’t afford sanitary products and I was like, all of a sudden all this research and to how kids were learning was irrelevant. They could, you could teach them best information, they could know the risks, but if the risk is HIV for them versus well you have to drop at school. It was a very different scenario and so that kinda brought me onto a business to help solve that.

Will:  So what do you think your business super power was?

Alison: I think one was this dry for sustainability in terms of the business. One of the first things a lot of Kenyan girls would say to me, are you American? I don’t what the question is. And they’ll be like very used to USAID. USAID very much tied to who since let’s got power. Hence the gag rule and whether or not they fund contraceptives. And so a lot of the girls who received sexual health, we’re also aware of the sexual health, what the program was and whether or not existed seemed to change on something they didn’t understand, didn’t know about it. And that was who was in political power in the US. And so whether or not they believed your business with sustainable was depending on what nationality you are. Because the grant funder was and said to me from day one it was like this has to be sustainable within the community.

Alison: That means the community have to agree to that solution. They have to buy into it. They’re sort of like the product and so that way of having to sit there and go, okay, he’s a sanitary pad. I’ve just designed, tell me what you do and don’t like and then build. It ment, we had a really strong product within the market and so it was things like the girls would go, it leaks. I was like does it is designed to last for eight hours and then go get because I want to wear it to and from school suddenly 10 hour day, ah, we did a much longer lasting product. It’s the product touch change and there’s like drive to ensure that those are the best market fit and the product just kept evolving very slowly so it really fit. That became little super power within it.

Will: So are you the only sanitary product that is envrionmental, that is sustainable?

Alison:  Depends what your definition of the word is. A lot of the girls in Kenya are going to be using leaves for most part or in one way it doesn’t have an environmental cost I suppose on the market. So in that sense, no. There are other ones. Most of the time they’re given directly through charities. It’s not something that can be purchased, but there are other ones that I was on the UK and the UK, the most famous clinician Menstrual Cup, most of them I know about that. What kind of the alternatives so you can wear externally. It’s a comfort factor for most people, but whether you, anyone that’s been retainment to make sure it really fits with some of these body shape and therefore is more comfortable.

Will:  Okay. Yeah. Selling the product or how are you reaching out to people, what’s worked and what hasn’t worked?

Alison: Could you choose a market for me?

Alison: Let’s talk about the UK.

Alison:  So the product is as to buy, stop trading in the UK. Most part, a lot for marketing hasn’t has happened yet. It’s quite nice. But it’s been a lot of talks person to person doing focus groups, going onto campuses, chatting about what people want a lot in schools as well because it’s that kind of product. It’s the kind that you want somebody else to buy in . Which has been a really interesting journey, especially talking to people who talk a lot about menstrual cups but don’t use one and saying, well what’s your final back? And it’s like, well I want somebody I trust and with that comes, you can put me in a massive Facebook group but I’m not really sure. I know anybody in the Facebook groups. I’m not sure. I believe them when they say it works, it doesn’t leak. It fits like this.

Alison: That was a really interesting any type of Ah, it’s you want person to person. Almost the facts and the figures are less important to somebody you believe, saying that it worked for them and they could do x, y and z in it and so also it and I was currently person to person and then trying to build this brand and work at also what’s important to people saying this is really locally sourced product, which was important to me for an entirely UK supply line for the finished product, but actually for most of the young women were doing with reliability top on our list as an it doesn’t leak and then having to juggle, okay, where, where does that fit and what do you want to hear? It’s a fascinating process and therefore hopefully in the next couple of weeks social media will start to reflect this. And that’s been an ongoing journey for me of how you use social media to talk to people and with people.

Alison:  Do you find social media hard to use?

Alison:  Yes.

Alison:  As in you are running your business and you’ve got social media, you’ve got, you got to go and talk to people. Yeah. Do you find it hard to juggle everything and work out, what to do where.

Alison: Well and social media is very good for getting fast responses, but sometimes learning from it and going, okay, now what? What works next time and is this intern with what we’re trying to do and how I say is that how you hear it? And then the fascination, but our temp target demographic, the woman who wanted the product to 18 to 24 the woman who will repost stuff as I talked about when I talk about Kenyon, I like 50 because that’s the story that buys into them and they’re going, fantastic. Now how do I manage these? Because what you both expect to see is very different across social media, but actually on a website you’re a little bit more willing to go and search for the bits and makes sense. And I’ve got 12 web pages that you can go through to find what you’re interested in and so you get timetabling, all learners ongoing but fun and trying to work. I use most important one and what needs to be done.

Will: She was like in my time you had the nationals and the national newspaper, local newspaper. Radio adverts, TV adverts. Magazines as well. You could choose which ones and that was it. That was the option. We’ve got so much more to choose from because you’ve got all of that plus. You know. Everything else.

Alison: That all works on different time frames. It’s amazing. I kind of have that fascination when somebody was Santa Fe to scrape and guiding them. And then what to you means you trust the product? Is it a shiny Facebook pages at when it targeted you across multiple platforms? Is it when it’s in a store, like what’s the bit that you buy into and then watching has lots of one. Yeah, I want to see it in a store that’s again, interesting because most of our reusable suppliers aren’t there because getting into a retail store is quite a high hurdle to jump through. And then as you try and explain this, because a lot of people go, oh, like how to get it into retail and how does that work? And then what is a lot of people are like, oh, so things like if you put it into most retailers they want, they’ll pay three months after they receive stock and then seeing people’s faces as they realize that what you’re, you’re young company jumping over and is that like fascination to see the other side of high things work as well as being in both sides and trying to work out what you think is Africa and how you think you would like it to work?

Will: Yeah. Tricky. What did you think your biggest struggles been so far, and can you tell us how you overcome them?

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Will :  Why don’t you take a biggest struggles have been so far?

Alison: One of them, well that doesn’t sound like an ethical problem has been choosing the right legal model because as a consumer I like trust. Your story is what you’ve told me on your Facebook page or generally on your website and that’s the bit that I would go to and then and§ business. That was always my thing. Like this is my story. We’re an x festival going Kenya and we’re creating this product. And then everybody started to go, oh which legal structure? That to me it was the legal bit. It didn’t necessarily tie into who we were and then I had to go and look at all these different legal models and think, oh where do we fit? And actually we don’t fit in any box. And I learnt, neither do most businesses and fairness, but because we had a nice strong social mission, everybody went, oh you should be a charity.

Alison: And I was looking at charity and I’m not sure I fit. We want, we want to trade and we don’t want to have big grant funding of mine. This doesn’t sound right to me. And then looking at community interest and they’re like, oh, but our community is environmental impact and actually community interest looks like it wants a specific local community and of our communities also in Kenya, but then also actually the Kenyan business is a separate one because of different things and all. How do these link together all the different types of Oh should be guaranteed by share by guarantee? I’m having to navigate that minefield and then coming out the other end and everyone being like, oh, you could just work towards a B Corp certification and look at that route. Oh this is the next bit of information. And then learning that. Quite a lot of it.

Alison:  You can do all the Internet research you want, but what was best to me was talking to other businesses. Go ahead. Oh you, you’re socially motivated. What you done and how does it work and how did you find this level of reporting or his companies house easier to work with? An how do you cope with this bit of information. I’m not really sure how that fits to us and hearing everybody else’s personal stories, but for the most part they, they knew more or they were in it more than a lot of the internet resources. That was like, Oh, here’s some very clear cut diagram. Oh we fit into four boxes and one and then realizing you make that decision six weeks I, so you learn more information and you go, we’re going to change pivot, expected move somewhere else because that actually fits us better now. But I didn’t necessarily know it at the time.

Alison: Yeah.

Will: Yep. There is a B Corp office in Nairobi. The East African office is in Nairobi.

Alison:  There we go. See the bits of information you learn months after you make a decision and get this might have actually. Okay.

Will:  So you going down the B Corp route?

Alison:   Sorry, what was that?

Will:    So are you choosing to go down the B Corp route?

Alison:    It seems to fit best in terms of, I’ve got to the point where I was saying, what is it you want to know is the legal structure to you is that that proves the impact. That’s how you see it. Like why do you care what our legal status rather than than what our impact is doing and how transparent the impact and trying to work that. I was like, this is what I want. I want to be able to showcase, look, we’re doing good and here’s the thing that that proves that if you need that bit of like reassurance, B Copr say it works as opposed to something else, it’s like, well he is the limit. You have to remain within.

Will:                         And I think if you come from the right place, you’ll end up choosing the right decision because its what you want to do. You are doing the right things and you’re trying to achieve what it is that you’re trying to achieve. Then you’ll end up doing the right thing.

Alison:  Regardless.

Will: Yeah. I forget about what other people think. No one knows your business better than you know yourself.

Alison:   I had a fascinating conversation with a person and it is what you’re doing and if you’re, we were having a standby half the business operates in Kenya and people have very different visions of high, they believe eight and tried to walk and sort of explain that to different people. Like this is the stance we took and this is why we took it and this is how it works. And yes, it will look different to other ways that you can see age and this is why. And so saying sometimes when people are asking can feel like I’m, but because this is what research says is currently working, this is what the community adopted and then we’re going, if you’re doing for the right reasons, you have an answer for every question that is open and honest and you can come and see you and I will show you around. That’s most part of the buy in is opposed to what it looks like on a piece of paper or if you’re having to craft the answers to go, oh, this, this is how we’re doing it because they show cases rather than, okay, come and see which is now almost my default. Look, I’ll show you and everyone’s like, I just wanted a quick answer. Oh, okay. You asked a question. I like giving detail too. Sorry. You’re not going to hear it.

Will:  What is the one piece of advice you could give to other people about how to find their purpose and how to move towards their purpose.

Alison:  You have to really believe in it, because its the thing that going to get you through. And so it’s the mornings you wake up and you’re like, oh, I’ve just got tax to deal with, and you’ve got to know that you’re doing it for the, for me, the little girl in my classroom like Mary is, Oh, it’s like I am texting, this is for you and I want this to work and I am going to accept that. I need to read four pages, four days of legal models to make sure that this works for you. And so having something that truly believes in and most of them for their times, when people ask the questions and you’re like, I’m done. I’m not with you on why you care or how that works. I believe in this. I believe that we’re doing everything in the right intentions and we are doing everything with all the information that you can do. So they, this is why, and this is how I believe in it.

Alison: And so actually being able to back out because then when I listened to people who kind of go, oh, because we’re it for this, oh, that sounds like a crazy business adds it on your social impact because the world has become socially driven actually then watching sitting in the hub and watching these businesses and watching it to corporates and becoming more obvious how many people are socially drove around how many people are profit driven with a social purpose and saying a lot of the time, I mean no judgment call either way, but there are ways to see it and if you’re starting associate driven business amount of the time, it does seem harder. I’m polls. I say you’ve got to, you’ve got to stand by it and be able to justify it and talk about it. And actually we believe in what you’re doing. Of course its a little bit harder at times.

Will:  Yeah. Yeah. As much money as possible. MMM. Oh. Because I want as many organizations to be as green as possible. I guess that’s our purpose and I’ve realized 15 years on, that it’s so important to get the money right and to be making money because I need to be making money. We couldn’t do what we do. We were winning or I think exactly when it was just me and one other person. Oh, two other people, but now we’re bigger. You kind of got, okay, we’ve got to think about profit, you know, forecasts, all these things. Then the past, that’s not what we’re about. Almost doing the reverse to what you were talking about this financial model business because we’re not really, yeah.

Alison: And its a really fine balancing act. I was listening to somebody as they try to navigate it and saying, I support agency was saying they need a time all our employees over a certain wage threshold above, above living wage. Right. And she was going like from a people point of view, I can see where that’s fantastic, but when I’ve got 20 employees and I need to give them all the way to increase in, that is going to affect the price of the product and how that works. This is a much bigger decision than just, I believe my employee should be paid more and that tie in of I want the best way and please, I don’t want to know that they’re struggling, but I can’t help them if I go under because the product is then too expensive and now, okay, how do you balance and make sure that everything fits. And I get that even like down to our manufacturers when I’m going with, uh, parks in Kenya, we’ve cut every cost that humanly possible to make sure that’s an affordable product. But at the same time, everybody’s favorite piece of advice. To me. It’s like, well, you could just move production to Bangladesh or China. That’s much cheaper. Yes. At what cost.

Will: Yeah. I think its communication. Its talking to everyone every time about what you are doing and making sure everyone is on the same page and making sure where you are coming from. So when you make a decision, it’s not out there actually you’ve spoken to everyone that it involves. So therefore you know that that’s the right decision. At that time. In a year’s time, you may make a different decision because different things would have happened. But at that moment in time you’d made that decision because you want to help as many people not have negative ramifications

Alison: and you’re trying to do and you’re thinking, I’ve not got to have 12 meetings with 12 different people and be easy. If I could put more than one ring, but realistic I’m also navigation, 12 time papers then so how many more can we join together? And if you have three meetings into people fail at being put into that one and there, you know, you’d been put into them because time, paperwork, that way, you know, navigating to make sure that everyone does have the same amount of information and the same conversations are happening in each room and the everyone feel like they can also go. Um, I don’t agree. And how about if we did it like this? You’re great. Okay. Let’s look at your, your plan or this set of information. A fascinating learning curve in fairness.

Will: So when you were designing your product, did you do it internally as well?

Alison:  As much as I could.

Alison:  right?

Alison:  When you, how could different information sources,

Will:  Could you tell us a bit about how you approached the environmental management and carbon footprinting of Lilypads?

Alison: Sadly, it is not as easy as I thought. I would like it to be star by that in terms of knowing the actual cost, environmental cost of manufacture in different materials and where they’ve come from, the disposable and the fact that quite a lot of times you are measuring, which is least bad than which is best. And that was eye opening in terms of just knowing all of a sudden all of that different cottons and actually what organic meant and how it worked and does organic manufacturer from halfway across the World Beats, oh well some of these tie times, 17 hours, zero different things. And so I then started on, okay, what is, what’s important to us? Until we started in Kenya by saying it was always going to be as locally sourced as possible for that national because in one way it meant it was a little bit more secure.

Alison:  You didn’t have to rely on export and import And because the fact of having to fly things halfway across the world or ship them is an environmental costs. That kind of, and so then when we moved to the UK was just the same thing we’re saying, right, how far do we have to ship materials? Can we ship something less far? Now we can actually not use the word ship because it was all UK based, but driving wise is that better? And that was where I started the environmental was how far it’s come and then looking at different forms of materials within it and saying, right, which is least polluting, lots of time to dispose of. And so when you were looking for your current disposable, that’s kind of my painting point. And how far could we bring it to zero, right? If it’s a plastic place and it can’t biodegrade almost.

Alison: Or when you add a perfume ads that are like the time that it takes to degrade and you have to degrade in a landfill, how do we reduce each and every one of them? So I’m ripping out all the plastic and then having to sit there and every single spec sheet for materials and go, what does this actually mean paints and you therefore have quite a lot of it. I’ve had gone, who else does the certification? There’s great levels of materials certification that we can use and go, can you tell me what’s in it? How healthy is it? How far is it moved? And that just became a little bit of a piecemeal approach of transportation is at minimum materials are as low as we can go for the product we’re doing at the current time. I mean I guarantee it within six months we’ll find something that’s better because that just seems to be how information is flowing and then a limerick, how do we, how do we put it in, Hi, do we incorporate this? And then looking at now, because the question is how do we make sure it’s the most sustainable thing to dispose of? And yes, we’re reducing it to like 2% of if you use disposables for the entire year, but is that 2% better disposing than what currently exists? Does it do anything funny in landfill? Look, I want to be aware of now and all of the disposable aspect.

Alison:  Oh, I’m so glad. So when a grades,

Will:  Its partly why we design the software, compare your footprint. Its to help organisations become more environmental. Cause otherwise, you have got perserverance and you’ve got brains, you’re bright enough to go into details and looking at all and do what a lot of people wouldn’t do. Partly driven by the fact that its not top priority for them. And that’s no there to say that they are not environmental. You know, they’re not more environments you or I. It’s just their priority is a different. And its is hard and it is. We will, people should be able to more easily and I think it is starting to happen and but it is a slow process.

Alison: And it is not an easy thing to do. There’s probably a whole other thought process on why they didn’t use that. They didn’t even think about it on a post It note on the wall of things we’d love to do when someone gives us the brain capacity to do it. But right now we fire fighting everything else and trying to actually look at what is most important today. And so I became looking at environmental from a practical point of view of we do not mean to import this product halfway across the world and from an ethical point of view to create jobs if we manufacture in Kenya and the UK and then environmental can I fit because it also works in those boxes and then to add to a little bit extra to pull it all together. Whereas if you’re looking at different things, trying to pull it all together is…

Will: I think sounds like what you’ve done is you’ve kept it simple. You started with a very simple foundation and built out. Rather than try and solve everything and get everything to fit into. I don’t know if I’m right or wrong by saying that.

Alison: No, I think that some of it is that we say, okay, what importing material would be very, very complicated. So can we look in manner? Can we likely source was the initial framework and then it was then everyone went, well why didn’t you do this? We can create jobs here and because we would then have and we will have been in the other country and whether or not it was beneficial, and then I saw the shift thing and it was like, oh, I don’t really want to think about it. That level of CO2 being emitted by a product we, we could have made here. And it all just was like, okay, how simple can we make this? Being able to visit a manufacturer at face to face put down a pattern, what’s the make it is infinitely easier than doing it over the phone. I haven’t tried those, but sometimes it is a game of okay, but what, what seems he is and what do you know works. Whereas I began as a one man team trying to do on the side of my yet dissertation and fourth year studies would not recommend that perhaps be able to be fairly easily managed. But yeah, if I’d start it with a different mindset, same or with a different amount of finances, we could have ended up somewhere completely different. And then having, having environmental impacts,

Will: Is there any advice that you could share with anyone listening to this podcast.

Alison:  Um, I’m going, so are we beautiful quote the other day that was like, I used to see problems in the world and thinking like why hasn’t somebody done this? And then I realized I am somebody. And so some of my advice is just try it. If it’s a problem, as we irritating you, chances are it’s irritating someone else, but going off that last night and then see if you can make something out of it. The worst that can happen is it doesn’t work and by that point I promise you a year on you’ve learned an awful lot along that journey and it will be useful in some other way. I have faith and so yeah, just jump in, see what happens.

Will: Really good advise. How can we connect with you more?

Alison:  Is Facebook lilypads. Dot. UK will have a nice precept over the next week. Let’s be realistic on the time frames and they are probably the best way is to see all the types. There’s a wee button at the bottom of our website to say subscribe to the newsletter, which means you will be first to know when a product actually unleashed as well. They can get updates on our work in Kenya. Little bits of bite size information about the product.

Will:  Awesome Been really interesting learning so much about Lilypads. More people need to be more like you. As far as I’m concern. Thank you and thanks for being on my podcast.

Alison:  No worries. Its been fun. Thanks.


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