Their approach, rooted in the “Cash Plus” principle, extends beyond capital investment. Innovate Africa Fund provides practical resources, including governance, compliance, product development, and legal support, ensuring startups can successfully navigate their journey from concept to market success. This interview delves into how the fund is poised to transform Africa’s startup landscape, setting a new standard for supporting early-stage founders.

Excerpt

Can you explain the motivations behind setting up the Angel Fund?

Our motivations are intentional. We see the incredible work being done by hubs, incubators, angels, and syndicates and recognise an opportunity to amplify these efforts by injecting capital at early stages. Our objective is to enhance the ecosystem, creating robust investment opportunities for venture capital (VC) funds, which are increasingly concerned about the quality of their deal pipelines. Despite talk of a “VC winter,” VCs are seeking higher-quality deals, and our goal is to address this need.

How does the Innovate Africa Fund plan to support early-stage African founders beyond financial investment? What unique resources do you offer?

The Innovate Africa Fund is part of the Innovate Africa Foundation, which also includes initiatives like workforce and job creation programs and a product leadership accelerator. The “Cash Plus” principle guides our work, meaning we provide not just capital but also practical resources like governance, compliance, PR, product development, and legal support.

Investing at the earliest stages, we don’t just provide capital; we bring together the right resources to help founders refine their value propositions, identify their customer base, and achieve product-market fit. This approach ensures a transformative impact on the continent.

With over 34 African startups under your belt, how does this experience inform your approach as the fund manager?

This role involves continuous learning and a great deal of humility. Having backed startups across continents, we’ve seen the mistakes made by investors, supporters, and founders alike. Both Christian and I are also founders, so we understand these challenges from multiple angles.

Our combined experiences enable us to guide founders in avoiding pitfalls, asking the right questions, and seeking the right resources within the ecosystem. This is the principle behind our approach.

How do the criteria for screening founders—character, credibility, capacity, courage, competence, and context—guide your selection process?

Our criteria help us quickly identify if a venture is a right fit. For example, we assess character by looking for grit, integrity, and humility. Credibility involves evaluating the founder’s track record, while capacity considers their energy and time commitment. Competence is measured by intelligence, experience, and skill set.

Context involves assessing market timing and the scope of the problem or opportunity. Courage is about the founder’s boldness and commitment to drive the venture forward, even when the vision is not yet fully realised.

How does your Angel Fund plan to address the gap in early-stage funding and foster sustainable growth?

Our positioning is intentional. While we have relationships with venture capital institutions eager to support founders, our goal is to play a critical role in the early stages, helping startups transition from MVP to product-market fit.

We also provide a “Cash Plus” strategy, equipping founders with networks, resources, and experts to navigate each stage of their journey. Our approach ensures that startups receive the support they need to grow sustainably.

What role do you see the African diaspora playing in supporting Innovate Africa?

The African diaspora is crucial to our success. Comprising some of the most accomplished and talented individuals globally, the diaspora can serve as mentors, advisors, investors, or even founders. Their expertise, networks, and exposure are invaluable to what we aim to achieve with Innovate Africa.

We believe the diaspora will be our partners throughout the ventures we back, raising visibility and extending our transformative impact beyond the continent.

Could you share a success story or example of the impact the Innovate Africa Fund has had on a startup?

Although we have just launched the fund and haven’t yet deployed capital, Christian’s work with companies like Amazon, the Merrill Group, and Interswitch demonstrates the high-level support we aim to replicate for early-stage companies. By addressing issues early, we aim to prevent significant challenges later and enhance startups’ chances of achieving product-market fit.

What are your goals for the fund over the next few years, and how do you envision fostering economic innovation across the continent?

Our goals are ambitious. We aim to create tens of thousands, eventually hundreds of thousands, and even millions of jobs through the ventures we back. We want to enhance the quality of life and create more opportunities for innovation and prosperity.

In the short term, our focus is on catalysing more early-stage capital. We hope to attract global attention and more angel investors to support this phase. By providing proactive support, we can help founders with unique visions and great ideas succeed, transforming the continent’s narrative over the next two to three decades.

The post Innovate Africa: Igniting Change with an Angel Fund appeared first on African Leadership Magazine.

Job Creation and Agricultural Sector Development

Governor Uba Sani began by emphasising the importance of rural development as the foundation of his administration’s strategy. He acknowledged the significance of agribusiness in reducing poverty and providing employment opportunities in Kaduna State. With the state’s abundant resources, including a favourable climate, fertile land, and hard-working youth engaged in farming activities, the governor outlined several initiatives to boost the agricultural sector.

One key focus is strengthening the extension support system by integrating the public and private sectors to reach more farmers. The government is also working on cleaning up and strengthening farmers’ databases and prioritising crops for industrial and export markets. Investment in commodity exchanges and agricultural processing facilities will enhance market access and support both medium- and large-scale farmers, who will, in turn, mentor smaller farmers in their communities.

Governor Uba Sani also highlighted the importance of gender, environmental, and youth compliance in their agricultural policy. The administration aims to shift from rain-fed agriculture to dry-season irrigated agriculture by utilising the state’s limited irrigation facilities and extensive network of water bodies.

Kaduna State is already a leading grain producer, boasting significant output in maize, soybeans, sorghum, rice, and ginger. Governor Uba Sani’s administration plans to introduce more youths to agribusiness through training, access to tools, and the issuance of Certificates of Occupancy for farms, with increased funding for agriculture.

Education and Human Capital Development

Education was another critical area of discussion during the interview. Governor Uba Sani reiterated his commitment to providing free and quality education for all children in Kaduna State, expanding access to higher education, enhancing teacher welfare, improving school infrastructure, and promoting ICT competence from primary to secondary school levels.

The governor also emphasised the importance of girl-child education and addressing the issue of out-of-school children by establishing additional primary and secondary schools across the state. Significant investments have been made in upgrading school infrastructure, including classrooms, laboratories, administrative blocks, and multi-purpose halls.

Additionally, the government has lowered school fees in state-owned tertiary institutions to reduce the financial burden on parents and increase access to higher education. Scholarships and the payment of JAMB registration fees for students within the senatorial zone further demonstrate the administration’s commitment to affordable education.

Infrastructure Development and Rural Transformation

Infrastructure development is a key driver of economic growth, and Governor Uba Sani’s administration is keen on accelerating progress in this area. They have embarked on the Rural Transformation Agenda, which includes extending infrastructure to all local government areas. Key projects include road construction with effective drainage, the installation of solar street lights, and deploying solar mini-grid systems to enhance economic activities in rural communities.

Local markets are being upgraded to serve as commercial and agricultural aggregation centres, and primary healthcare facilities and schools in local government headquarters are being equipped and rehabilitated to support human development and provide basic services.

Enhanced Security Measures

Security was a prominent topic during the interview. Governor Uba Sani highlighted the importance of synergy among security agencies and the provision of logistical support to enhance security in the state. The government initiated the training of 7,000 recruits for the Kaduna Vigilance Service (KADVS), a complementary security outfit aimed at providing actionable intelligence and local knowledge to tackle criminal elements.

The administration has been collaborating closely with traditional rulers, elders, youth, and women groups to enhance grassroots intelligence gathering and security efforts. Citizen engagement is a key component of their strategy to combat insecurity.

The Uba Sani Foundation’s humanitarian initiatives

The Uba Sani Foundation, established by Governor Uba Sani, has been actively involved in humanitarian assistance, with a focus on empowering the poor and vulnerable. Initiatives include entrepreneurship schemes, employability and career fair programmes, vocational training, women’s empowerment, scholarships, and an annual essay competition for students.

Executive Orders and Financial Inclusion

Governor Uba Sani clarified that he has signed one executive order that focuses on financial inclusion. The order aims to integrate the poor, underserved, and vulnerable citizens into financial services to benefit from social intervention programmes.

The Road Ahead: Expectations for Governor Uba Sani’s Tenure

As Governor Uba Sani approaches the next phase of his tenure, the people of Kaduna State can look forward to a future marked by continued progress and transformative change. The governor expressed his dogged commitment to fulfilling the promises made to the citizens and leaving a positive legacy for the state.

Key highlights of the governor’s achievements during his first 100 days in office include the commencement of palliative measures in response to the removal of fuel subsidies, the distribution of essential goods to vulnerable households, and the signing of an executive order on financial inclusion to integrate marginalised citizens into financial services.

Additionally, the state government has embarked on massive infrastructural projects, such as road construction and upgrading markets, aimed at boosting rural development and bridging the gap between rural and urban communities. These efforts are expected to enhance economic activities and improve the overall quality of life in rural areas.

On the path of education, Governor Uba Sani has prioritised access to quality schooling for all children in Kaduna State, with a focus on improving school infrastructure and teacher welfare. Lowering school fees in state-owned tertiary institutions and providing scholarships are steps towards ensuring affordable access to higher education.

Enhanced security measures, including the training of 7,000 recruits for the Kaduna Vigilance Service (KADVS) and collaboration with traditional rulers and community leaders for grassroots intelligence gathering, demonstrate the government’s commitment to tackling insecurity and safeguarding the well-being of the people.

The Uba Sani Foundation’s humanitarian initiatives, which empower vulnerable individuals and communities, complement the government’s efforts to uplift the less privileged.

Governor Uba Sani’s leadership has shown promise in these critical areas, setting a solid foundation for the future of Kaduna State. As the administration moves forward, the people can expect continued dedication to job creation, human capital development, infrastructure improvement, and security enhancement.

In his first 100 days in office, Governor Uba Sani has demonstrated a strong commitment to progress and prosperity in Kaduna State. His administration’s initiatives in agriculture, education, infrastructure development, security, and humanitarian assistance reflect a comprehensive approach to addressing the needs of the people. With a focus on inclusivity and sustainable development, Kaduna State is on a path to becoming a model of progress in Nigeria.

 Coupled With the recent victory of the governor at the election tribunal, Governor Uba Sani’s first 100 days in office have set a positive tone for the rest of his tenure. His comprehensive approach to addressing the diverse needs of the state’s population and his commitment to progress and prosperity underscore his determination to transform Kaduna State into a model of development in Nigeria. With the support and cooperation of the citizens, the state is poised for a brighter and more prosperous future under his leadership.

The post The Triumph of Leadership: Gov. Uba Sani’s First 100 Days in Office appeared first on African Leadership Magazine.

H.E. Manuel received these awards at the just-concluded 9thedition of the International Forum on African-Caribbean Leadership (IFAL), which was held on the margins of the 78thUnited Nations General Assembly (UNGA) at the New York Hilton Midtown, USA, with the theme: African-Caribbean Cooperation and Today’s Geopolitics.

The awards are in recognition of H.E. Manuel’s contributions to promoting sustainable diamond mining in Angola by integrating technologies, such as digitalization and waste management, and providing training to employees and local communities to preserve the environment and create a sustainable economic source of living.

Dr. Benedito Paulo Manuel is the Chief Commander and General Manager responsible for the remarkable achievements of Catoca Mining Society, Angola’s diamond industry powerhouse, and the visionary leader who places people at the core of his management philosophy, fostering professional development and enriching countless families through a wide range of social programmes offered by Sociedade Mineira de Catoca.

At the International Forum on African-Caribbean Leadership (IFAL) in New York, H.E. Dr. Benedito Paulo Manuel was honoured alongside the President of Guyana, H.E. Dr.Mohamed Irfaan Ali; the Vice President of The Gambia, H.E. Muhammad B. S. Jallow; and the CEO of Bank of Industry, Nigeria, Mr. Olukayode A. Pitan.

The awards which were presented by Hon. Rosalyn Myers, Member, South Carolina House of Representatives, USA, were received by the representatives of the African Leadership Magazine on behalf of Dr. Manuel, with the intention of making a formal presentation to him in Angola later in the year.

Other high-level policymakers, and business and diplomatic leaders at the event in New York include H.E. Dr. Mamadou Tangara, Minister of Foreign Affairs of The Gambia; Hon. Serign Modou Njie, Minister of Defence, The Gambia; Amb. Dr. Lamin B. Dibba, The Gambian Ambassador to the United Nations; Amb. Momodou Lamine Bah, The Gambian Ambassador to the United States; Dr. Anselmo Monteiro, President, National Institute of Social Security, Angola; Prof. Yakubu Ochefu, Secretary-General, Committee of Vice Chancellors of Nigerian Universities; Hon. Rosalyn Myers, Member, South Carolina House of Representatives, USA; Mrs. Kanayo Awani, Executive Vice President, Intra-African Trade, Afrexim Bank; among others.

The International Forum on African-Caribbean Leadership (IFAL) is an annual flagship event of the African Leadership Magazine that is held annually on the side of the United Nations General Assembly. Over the past 8 years, the event has become a platform that connects world leaders, especially from Africa and the Caribbean nations, policymakers, and private sector leaders, with a focus on the challenges and progress of the African people, strengthening trans-regional cooperation between Africa and the Caribbean nations, building strategic partnerships and bilateral cooperation, as well as increasing engagements in trade and investments, innovation and technology transfer, culture and tourism, and other sectors.

The post Dr. Benedito Manuel Receives Congressional Awards in New York appeared first on African Leadership Magazine.

The NHFC operates a B2B model, supporting developers and non-banking intermediaries. They also facilitate fully subsidized housing, offering bridging loans to developers. Mayekiso highlighted the urgent need for funding to address South Africa’s housing backlog. She discussed enhancing risk management within the NHFC, emphasizing robust policies and monitoring to ensure financial stability.

Personal experiences reinforced her commitment to affordable housing. She advised young professionals to prioritize learning, obtain relevant qualifications, find sponsors and mentors, and allow their work to speak for itself. Mayekiso emphasized the NHFC’s goal of partnering with the private sector and attracting donor funding to sustainably address South Africa’s housing challenges as they move towards becoming the Human Settlements Development Bank. Excerpt

Congratulations on increasing the number of housing finance approvals by 20% in 2023 under your leadership. Could you share the key initiatives or strategies you implemented to achieve this substantial growth?

The thing about increasing the approval, and I suppose for us, that becomes crucially important because, at the moment, we don’t initiate it on our clients, who are developers, because we are wholesale financiers. So, we fund the people that actually do the work on the ground, even with respect to the retail, non-banking intermediaries that we provide funding to; we provide the funding to them as institutions, so it’s a B2B model for all intensive purposes, even though, at the end of the day, they then, you know, provide micro logos to individuals on the ground; we pretty much deal with other businesses.

So, it’s a B2B model that we follow, but with respect to us increasing our targets year on year, so that the demand out there is right for the market that we serve, and the market that we serve is what we call, really, that gap market. And the market that we serve is what we call that gap market, and the gap market is that market with income brackets that fall within the 3501 rent band, up to 22,000 Rand.

Finally, receive the house; the house is for ownership. So, they own it; it doesn’t belong to the government; it gets transferred to them. So, we also do play a role as the HFC with respect to the delivery of that fully subsidised housing, and how we go about doing that is that we have a bridging loan facility that we provide to developers on a revolving basis. So, it’s a revolving facility. And it really gets informed by how big a project that particular developer or contractor has been awarded. So really, what informs the approvals that we get in any given year is the demand that we receive from the developers. So, developers are fully satisfied.

We also play a role with respect to social housing, and what social housing really is is an affordable rental stock, but those rentals are very much regulated in search, and they are also heavily subsidized. by the government. And then we’ll also provide, you know, finance for the vision of private rentals. So private rental stock: we have both other social rental stock as well as private rentals and long, long-dated paper. The issue with that is that it enjoys full security. We’d like to take security on our senior loan facilities.

We are the national implementing agent for the Department of Human Settlement, who is our shareholder, you know, for access to our first home-financed subsidy. subsidy, it’s a subsidy for individuals who want to either finance their first home or who want to build it from scratch. So, there is an internal subsidy that works on a sliding scale. Weigh in the people who earn closer to the 22,000 Rand mark; they get the least amount of subsidy, and those who earn closer to the 3500 trademarks They get the largest portion of that substance. So, in the sliding fee scale at the bottom end, the lower-earning people get roughly 169,000 Rand. As a one-off subsidy, which then goes to either a down payment on the bond or that goes towards perhaps purchasing it fully.

And then for those that earn at the 22,000 Rand mark, that subsidy drops down to the region of 10,000 Rand. So that’s how that works.

Yeah, I think I’ve covered much of what we found at the NHD, so the reason we actually have a preference for our approvals to increase year on year as opposed to going in the opposite direction, obviously, is because of the housing backlog. It is going to be sitting at 2.6 million homes, and that is for the fully subsidised housing market.

And if we talk about affordable housing, there is, or rather, housing for the market that is sitting in the region just below a million households that still needs to be delivered. And this problem, unfortunately, as the years passed, got bigger and bigger because of urbanization. You know, people are leaving and are always in search of economic opportunities. And those economic opportunities can be accessed in urban areas. So, there’s a lot of migration that happens in rural areas.

People will come to the urban areas in search of working opportunities, and then at the end of the day, you find that the squatter camps emerge all over the show because, obviously, people are still looking for employment. They are unable to provide formal housing for themselves. And so they put up these squatter camps, and the problem from our side gets bigger and bigger with each passing year. So, we are desperate for more funding to go into the area, particularly if funding can be granted, because, as you can imagine, the South African government cannot carry this out in its own right. Because ultimately, if you are not going to derive a return for the fully subsidised housing that money is going to come from,

So, donor funding is something we are desperately looking for and something that I’m going to enter the world looking for, hopefully with all assistance as well.

Strengthening the NHFC’s risk management framework is crucial for financial stability. Can you provide insights into the specific measures you’ve taken to enhance risk management within the organisation?

So, when I arrived at the NHSC, there was an existing, you know, enterprise-wide risk management framework.

And this is great and this is an all-encompassing framework, right, that looks at operational risks, that looks at, you know, legislative, legislative, or compliance risks, just to ensure that the NHC operates within the legislative framework that is supposed to operate within that and all that other aspects that have to do with things like, you know, cyber security to ensure that all of those things that are in place are by and large, you know, the enterprise-wide risk management framework of the organisation was robust, right? So, there was nothing for me to do in that particular regard. But where there was something for me to do was certainly on the part of our core business, which is the lending business, and what we were doing in terms of safeguarding the institution from that perspective.

And one of the key elements that is currently underway is a review, because we are doing a review of everything that we do in terms of our core business. So, we are reviewing our pricing policy because, at the moment, we are just not sufficiently satisfied. That is the way that we price these loans that we disburse to our clients, right? We are doing it in the most optimal manner. So, we’re doing a complete review of that.

We are doing a review of our risk appetite statement, and we have a large consulting firm that is helping us with this particular exercise. We are reviewing our credit policy; we are reviewing our investment policy; we are reviewing our lending policy; and we are reviewing all the results you know, the processes and procedures that accompany these policies. So that is the work that is currently underway that we started implementing.

I would say in about June, yeah, in June, and we anticipate that this work is going to go on and we’re going to receive a final report for it in May next year, which means that in the first quarter of the next financial year, we are going to start doing things differently when it comes to our core business and how we price for risk and what kind of risk we take on in the first instance, but where, you know, our lending business is concerned, the type of security that we accept from our clients.

Just as the post-investment I think I came to realise that the organisation’s post-investment monitoring and evaluation were not robust enough. And when we needed to therefore make enhancements, when it comes to that, just to ensure that once we have disbursed money into a client, they start drawing down on a facility that, as they are rolling out the projects, right as they do the construction, that we also have our boots on the ground who monitor what is happening, right? So those are the kinds of enhancements that I have put in place that haven’t come in from the outside, and we believe that these things are going to help us, you know, future-proof the longevity of the NHC.

But it’s also going to just ensure that we begin to be judicious in the management of our book and the growth of our book because we do want to be aggressive with respect to, you know, supporting, particularly your emerging entrepreneurs, so that the black entrepreneurs, as you might be aware, our whole project in South Africa, which is called Triple B EE, so black, broad-based black economic empowerment, transformation, it’s a transformation project.

And the NHC really wants to lead the way in terms of playing a very catalytic role in the built environment. drive transformation. And so, we want to do that. We just want to make sure that, from a risk management point of view, we are not unnecessarily exposed to risks that we don’t have proper risk mitigation for, and, you know, we don’t have policies to ensure that we operate more with a risk-aware kind of approach than otherwise.

What personal experiences or moments have reinforced your commitment to making a difference through affordable housing, and how do these experiences shape your leadership philosophy?

After finishing off my Bachelor of Business Science degree at university, and before my final year during my honours year in finance, I started engaging with people that were already working.

So, I started engaging people that were already working, just, you know, trying to solicit some advice around what career paths I should be following. It was very clear that I didn’t want to be an accountant.

I did finance, but I also majored in economics as well as statistics, and I had also been introduced to things like marketing within the junior degree itself, as well as accounting, obviously, but it was very clear that I didn’t want to go the accounting route.

And I wasn’t sure exactly within finance what I wanted to do; I didn’t know economics was economics. But then, you know, the kind of economists that I was reading at the time, their work really was centred around research, and I wasn’t sure that I wanted to do that either. So in fact, you know, one of them pointed me in the direction of investment consulting.

He said, You know, it’s an emerging practice in South Africa, the world of acid consulting, and it really gives a very broad view of what happens in the investment world you are concerned about, and obviously, as an asset comes out, you get to advise them on things like how to formulate it, invest as much as election decision portfolio construction, as well as asset allocation, and in order to help them execute. You then also get to interface with the people that you know who get to manage that money by executing their investment strategy on behalf of those institutional investors.

You know, and that’s how I got basically that I found it very interesting to me that I also get to interface with people like fund managers, you know, people that manage global portfolios, they do investment analysis, and all those interesting things. And it really appealed to me, and then that’s what I should have a shot at, so I then interviewed with Alexander Forbes, as a consultant. I got interviewed, you know, out of their Cape Town office by the head, actually. At that time of the unit’s, cut a long story short, I ended up at Alexander Forbes.

You know, doing that as a consultant work, which I found incredibly interesting, but very quickly, I got bored because two and a half years into it, I was like, I know all there is to know about as a consultant now what’s next. That is where the Trinity to go study overseas found me. In September 2006, I went to start doing my MBA studies at Ashcroft International, which was at Anglia Ruskin University. So, I did a double degree, both an MBA as well as a master of arts in international business, at the UK and Young University within that International Business School, and coursework at Humboldt University of Applied Sciences at their international business school as well.

And then after that, I joined the Goonies Group, which is a diversified listed financial services business, and I spent eight and a half years of my life there. I started out in the corporate finance unit and then went and worked in the private equity funds business. At the end of that assignment, I got the contract to go work in their asset management business. What is today known as Veneti fund managers, and I was quite instrumental in turning that business around.

Basically, you know, they started out as a quant house, but then crunch was not accessible.

Changing the business model to become an active asset management house, I successfully entered a business that had 6 billion rand in assets under management. The CEO, who, at the time, had initially told staff that the business had another six months to go, would have to shut down. By the time I left, which was five years later, that business was sitting at 15 billion rand, so it had more than doubled in size since executing that strategy.

So, you know, that particular achievement is what got the attention of some investment management because, shortly after my nanny stint, I was then headhunted by some investors to go and run their traditional assets as the CEO. It was the fourth-largest asset management business in the country at the time. Yes, so I did that for three and a half years. So that’s what happened—some numbers show that my team was based in Cape Town.

My primary residence was here, and I had to commute every single week. Monday morning, got back on Thursday afternoons, and then worked out of the Cape Town office and out of the Johannesburg office on Fridays, and it was pretty much my routine until my daughter came along.

We tried commuting with the daughter for six months off, and I was like, No, it’s not working. And then that’s how I left some, and I basically went on sabbatical, so I left them in December 2019. And I had decided to take all of 2020 off. I lost my mom to COVID in July 2020. And then that basically shaped what I wanted to do; it had a big influence, at least on what I wanted to do.

Going forward in my career. For me, it was not going to be, you know, getting back into the job market and securing a job for the sake of a job. I wanted to get into something that was going to have a meaningful impact. And the bigger that impact, the better, you know, for my country. And so it took me quite some time to get back into the market because I had to turn down opportunities because they were just meaningless.

To me. The titles were great, but I mean, it was not something that was going to be fulfilling for me. So since then, since December 2019, pretty much—I mean, it took a while—in fact, when the head handicap or the NHSC paid my own, I’d already made a decision to start my own Social Impact Fund. And I have enrolled myself in a course at the UCT Graduate School of Business, for it has had a social impact. Investing course. And then they literally came when I was on day three of that course. And yeah, I suppose the rest of what they say is history. So, I ended up at the NHSC den starting in March of this year.

As a female leader, how do you balance your work and family life?

To tackle the first question, I always find it difficult to answer this question because I suppose I started late. I started my family late at night. I focused on my career. First, that’s kind of what I prioritised all along. So, by the time my daughter came along, I was 39 years old, and in fact, you know, as my friends kind of say, you saw organised, you organised right down to your own social life, you know, and because I was always very clear that I was never going to have children outside of wedlock, right? Because I know how devastating that can be, not only for the single woman, right? Who has to carry all of that burden all by herself? But it’s also devastating for children to grow up without their fathers. And obviously, I’m presenting this from a woman’s perspective, right?

So, for me, it was always very clear because I had witnessed it in my community. The kind of hardship I’ve witnessed in terms of my writing content was on the back of my mother’s divorce from my father, right when she then had to basically serve both the roles of a mom and dad, you know, and how much of a burden that was for her, the kind of sacrifice to make. So it was very clear that I had that kind of thing happen to my children.

I want to focus on ensuring that, you know, I secure myself financially first of all. Second, you know that the issue of getting married is something that’s not a priority for me. So, I prioritised my career well-being over financial freedom, right? And then, for me getting married, it was very clear that I would one day get married but that I would meet a specific kind of guy. It wouldn’t just be anybody, and I’m now incorrectly also trying to give advice to these young women. Yeah. It would be a very specific kind of guy—a guy who himself is driven.

A guy who is coming to support me and who’s not going to be intimidated by me I had faced all of those because I had kissed those frogs before. And it was very clear that I wouldn’t have to end up with someone where I have to fight my space or dim my light so that they can be comfortable, you know? I needed to end up with someone who’s self-assured, who is, you know, who is a go-getter and is ambitious in their own right, who has their own life, right? Because I have a full life.

And, you know, the one thing that I was never going to permit was a guy who’s going to control me and my movements, what I wear, what I do not wear, you know, and all that stuff that other ladies have to contend with. So I was very clear. And the third thing I was clear about was that I would get married. I wanted to enjoy my husband. And the notion of starting a family would be something secondary, something that we do later on. Yes, once we’ve enjoyed ourselves as a married couple first.

And that’s precisely, you know, I kind of followed that plan to the tee. And so, by the time I hit a baby, I was 39 years old when I delivered my baby. So, the work-life balance thing—all that I do to balance things right So, when I can be there for my daughter, I’m fully engaged through and through, but when I cannot be there, I have support. She goes to play school, and my daughter, at the moment, communicates with me. I automatically pass on those messages to the nanny to make sure that whatever is required at school the following day, she thinks that out and my job, but if I can’t, the nanny or the dad will pick her up.

And so yeah, I think by answering that question in that detailed manner, I’ve already given that advice to the women, but in terms of the strategies to navigate the workplace itself, I want to say to the young women, just focus on, you know, being an architect. You must focus on being irreplaceable because we will all be replaced in the workplace. That’s just a fact.

If they can focus on learning as much as they can, in whatever opportunity they are provided, because, at the end of the day, no one can take your experience away from you, So I would really encourage the young people, right, to immerse themselves in whatever opportunities they get provided, and by the way, everything happens for a reason. You might start a company, but everything about your journey is preordained. If you like, you obviously don’t have the benefit of seeing into the future. But wherever you might find yourself, there’s a reason you are there.

And my advice is to fully engage yourself in it. Don’t do it for the money. Learn all that you can and take on whatever opportunity is thrown your way. Right, with both your hands, and really, just like fully immersing yourself in it.

The second thing you know is that it’s important to prepare for your future.

If you want to end up in a particular place, you just need to do the necessary research, you know, to enable you to understand what steps you need to take to get you closer to the destination that you want to get to. So, you do need to obtain the education through the short courses you know and the relevant work experience.

Also, you know, if you want to rise within your own workplace, you have to find a sponsor within that workplace. But in finding that sponsor, you’ve got to give the sponsor something to talk about with you about who their colleagues are in the decision-making process. You know the places within that workplace. So, what am I saying by that? I’m saying you have to allow your work to speak for itself. So you’ve got to shine, but shine through the work that you deliver for the organization. So, find a sponsor, because that sponsor will talk about you to people who matter, and that might have a bearing on you getting promoted within the workplace.

But then it’s also important to find a mentor because mentors help you navigate; they talk to you, they give you advice, and they are your sounding board. You know, if you need to navigate a particular thing, it’s something that, chances are, they would have gone through themselves and might have some nuggets for you on how to navigate it successfully.

With your impressive background in finance and business, how do you balance the financial sustainability of the NHFC with your mission to provide affordable housing for all? What strategies do you employ to strike this balance effectively?

So I’m going to start with the last question first. When I just literally arrived at NHFC, it’s going to be six months at the end of this month, at the end of September. So I’ve just arrived, and so much for you know. The big thing that we are currently engaged with right now is that there needs to be a culture change in the organisation, and we are busy trying to pop the culture of high performance because, given the importance of our mandate, we really can’t afford to slack off. We can’t afford to pull people up, Patrick; we can’t afford to take too long to approve transactions. We can’t afford to take too long to say no to people; you know, if their transactions aren’t going to be approved,

I believe it is really going to set us up very nicely, leading up to our migration to become the Human Settlements Development Bank. And by the way, that’s where we are headed. Chances are that by this time next year, we will already be the HSTD, which is the Human Settlements Development Bank. The only DFI in human settlements

Yeah, and then and then on the first question around sustainability, so I did try to stay in answering that first question; it’s going to be important for us to crowd in the private sector.

Because then we can invest in opportunities, as opposed to the NHSC relying on its own resources, because that way if we get others to invest alongside us, whether it’s the banks themselves or whether or not it’s private equity funds that want to invest in this in this housing space, it is social impact vehicles that want to invest alongside us. We are definitely going to do everything that we can to crowd in those kinds of third parties to come along with us on this journey of funding and affordable housing, because not only are we going to be stretching our own resources,

But we are also going to, together with these strategic partners, deliver on the Ask that is out there. So, it is two-pronged in that manner. And that’s how we’re going to approach it. And also, you know, I cannot emphasise enough the importance of the other donor funding that could come along with us in this quest to house the South African nation.

The post Leading the Way: An Exclusive Interview with Azola Mayekiso, CEO of NHFC appeared first on African Leadership Magazine.

Dr Hussein Ali Mwinyi, a visionary and outspoken leader of Zanzibar, reveals his passion for Zanzibar, the discovery of oil and gas, and how to grow the island nation’s economy without harming the environment in an interview with a team from the African Leadership Magazine UK, led by its publisher, Dr Ken Giami. He emphasises the tactics required for the development of blue tourism as well as what distinguishes Zanzibar as a premium tourist destination. He spoke out over the African Free Continental Trade Agreement, or AfCFTA. Dr. Mwinyi discussed his vision for Zanzibar’s youth and what they must do to be relevant on the continent.

The excerpt

Thanks so much, Your Excellency, for having us, African Leadership Magazine. We see you as one of the few African leaders who has a clear vision. And we’ve selected you for this African Leadership Legacy series. And you come from a rich history of patriotism, leadership, and service to the nation, right from your father. And we see that there’s a clear path, from your policies to your pronouncements. Can you tell us a bit about what growing up was like for you? What are some of those experiences that moulded you into who you are today?

As you correctly said, I’m coming from a political family. My father has been the president of Zanzibar as well as Tanzania, so I’ve grown up surrounded by political activities. So after having completed my studies, I was asked to run for parliament through my father’s constituency. So it was for that reason that I developed an interest in politics. And that is the reason that I decided to pursue the political area. And that’s the reason that I’m here today.

And, as President, you’ve been a major proponent of attracting investment, tourism, and trade to Zanzibar. What are some of the things you’ve done to create the right business environment to attract capital investment and tourism?

Well, as you know, investment is very important for any country’s growth. In Zanzibar, being an island, we are surrounded by the ocean; we don’t have much land. And for that reason, agriculture would not be big in this area because of the scarcity of land. We don’t have minerals. And since we are surrounded by the ocean, we thought the ocean should be our plant. And for that reason, we came up with a policy of blue economy to try to utilise the ocean resources in a sustainable manner for the economic growth of the country. And we put up a lot of policies, particularly policies that came up with incentives for those who would bring their capital here. So that is the reason that we have the blue economy as the main policy for our country’s economic growth. But also, because tourism contributes about 30% of our GDP, we had no option but to look into how to implement strategies and policies that would attract more tourism, particularly around fisheries. Because the majority of Zanzibaris are employed in fisheries,

It’s a bit tricky for the blue economy. Yes, you’re known for being the major pusher for the blue economy. How does that feel? What does it cover? Who are the people invited to participate? Who are the investors?

The blue economy has several sectors. Among them is tourism, which is the biggest for Zanzibar because, as I said earlier, it contributes 30% of our GDP. But fishing, as I said, is an important sector. We also have oil and gas. Zanzibar has discovered some gas, and we are hoping to start to exploit that in the near future because we have good reserves around, I would say, 3.2 trillion cubic feet already discovered. So, we are going to also be involved in oil and gas, but being an island, we are definitely required to have a major port here. I mean seaport, and we are now planning to come up with a multipurpose port in a place called Manga Pwani. And this port will be a transshipment hub. So rather than having a port that will only cater to Zanzibar, it will be a port that caters to the region. You know, containers and other cargo would be coming from Zanzibar and going to these other ports around here, like Mombasa, Da er salaam, the euro, and as far as Durban in South Africa. That’s the intention. And I think we are on the right track. So those are the main sectors of the blue economy. But we also have, together with those, marine transport and trade. Yeah, so if we are to be a hub for transshipment, it means you will need to have a lot of smaller vessels that will be plying around here. So marine transport and marine trade will be two of the major sectors of the blue economy.

Let me take you to the tourism side. As the major contributor to the GDP, it would be right to say that Zanzibar is more interested in the quality of tourism than the volume of tourists. Can you throw more light on that?

Yes, you’re not wrong. Because of the small size of Zanzibar, you don’t want mass tourism. And because mass tourism also has an impact on the climate, it has an impact on, you know, environmental changes. So, our tourism policy in Zanzibar is what we call high-value, low-volume. You know, you get very wealthy individuals to come to Zanzibar in small numbers. But we’re getting even more resources and revenues from mass tourism. And that’s the idea of having high-class hotels for high-wealth individuals with low volumes. This is good, not only from the point of view of revenues but also for sustainability because we need to preserve the environment. So, the smaller the number, the better for the environment.

I like the fact that you mentioned that it helps with sustainability. And I’m excited because, very recently, you were nominated to receive the Global Water Price Change Prize for your investment in water for sustainability’s sake. How do you feel about this hour? I want to congratulate you, but I also want to know how you feel. And what are some of the investments in water that you have embarked upon?

Being an island, we do not have enough water resources. Soit’s very important for us to utilise what we have in the best way possible. So, I’m happy that we have collaborated with partners in the Global Water Partnership, which is being led by the former president of Tanzania, and the South African part of the Global Water Partnership. And we had come up with a strategy for Zanzibar. And that strategy is what gave us the award—that we had come up with a good strategy and that we are now going to look for funding to make sure that we utilise what we have sustainably. And in that way, I can tell you one thing. We rely on groundwater here in Zanzibar. Yeah. And it’s quite costly. So, we need to have the resources, and we need to make it sustainable. There’s a lot of research in that area. There are a lot of policies and strategies. And this is what gave us the award, because we had implemented a very good strategy towards water sustainability, etc.

Well, again, congratulations. It’s a worthy award. And let me move on to peace and tourism. We know that where there is no peace, there is no security. And, of course, that goes to Unity. You’ve been known as a leader who has forged a very united front, not just locally in Zanzibar but across the nation, the union, and also across the region. What was driving your approach to sustaining peace, security, and unity?

As you said, without peace and security, there’ll be no development and no prosperity, because everything depends on peace and security. And it is for that reason that, when we came into power, the first thing we decided was to formulate a government of national unity. The aim was to bring all players to the table so that we could achieve stability in the country. And I’m happy to say that since we created the Government of National Unity, Zanzibar has been quiet, stable, and very peaceful. And it gives us now the room to use the developmental strategies that we have. I’m glad to say that so far, we have been working hard to make sure that we create strategies and policies and implement different infrastructure projects so that we gain the prosperity that people are looking for. And all this is because of the stability that we have in the country.

Again, I must commend you. It’s not every day you see that. We see you as a leader who is very strategic and very visionary. In your strategic development plan for 2026, Vision 2030, And we also realise you recently set up, in December, what you call the Presidential Delivery Bureau. This speaks to a leader with vision. What are some of your larger visions for Zanzibar? And of course, for the region going forward?

Yes, we have those policies in place. And we have the Zanzibar 2050 vision; we have Paddack, which is the Zanzibar de la Development Plan, a five-year plan; and we have formulated the Presidential Delivery Bureau in order to make sure that we deliver and not just have policies and strategies, but we actually deliver on the ground. Yeah, so that’s the reason we have those in that setup. Now, it’s quite important to have vision because you have to dream that, in the next 50 years, where do you want Zanzibar to be? And since you asked me where I’m visualising Zanzibar, as I told you earlier, I want Zanzibar to be a hub—a hub for everything, a hub for transshipment. Because, as you know, we are surrounded by the ocean, we can create a good port here. We want to be a hub for logistics, rather than people going all the way to Dubai or China. Why not have a logistics centre in Zanzibar? That’s the vision that we have. Well,

That’s a powerful vision, and it aligns again. Last year, we realised that the number of air passengers in Zanzibar had increased dramatically. It means something is happening here. I flew from Germany to Zanzibar. This is my first time. I was excited. The roads are clean. And what would you say to our other African brothers? How would you sell Zanzibar? I want to be one of your ambassadors to attract visitors here. What should be the USP? What should we tell them about Zanzibar?

We have the best tourist destination in Zanzibar. And our tourism here relies on two major areas, unlike most tourist destinations, where they have a single area. In Zanzibar, we have what we call-ocean tourism,” or rather, coastal tourism. Yeah, because of the beautiful sea that we have and because of the white, sandy beaches that we have. That is one that you cannot find in many places, I can tell you that. But on the other hand, Zanzibar has history; we have heritage; you know, this is what gives us an advantage over other areas like the Maldives and others here; when you come to Zanzibar, you can enjoy the history, the culture of the people here, the heritage that we have, you know, Stone Town, and so on. So, in a nutshell, I would say we are offering the best tourist destination in the region. But for those who are interested in investment, Zanzibar offers the best incentives when it comes to investment. So, if you come to Zanzibar and want to invest in any of the sectors that I mentioned, you are likely to have the best tax incentives compared to most of the other areas in the region.

Wow. It’s a beautiful feeling. And you have made me a believer in Zanzibar today. Zanzibar has been described as a crossroads of cultural influence, where Africa meets Arabic history with some Indian flavour that is odd with European thought. It makes Zanzibar a confluence of thoughts. How have you been able to harness international partnerships with this level of history and heritage for the benefit of Zanzibaris?

Like I said, in the history of Zanzibar, there used to be Europeans here. And then there used to be Arabs. But then, after our revolution, we were a country that embraced all the other people from everywhere—you know, Europeans came; Indians, as you said, came. So, most of the time, Zanzibar is a multicultural area, you know, so we have all those cultures together. And I think it gives us a unique position in the region.

Also, everybody feels at home. Yes, we see you as a statesman, not just for Zanzibar but for your vision and your strategic leadership. And I’m excited; it’s already been noticed internationally, like the UN awards you’ll be receiving. And you have a view that is highly respected in Africa. I can tell you that because I’ve been privileged to move around. What’s your vision for African leadership? What do you think of the leaders of Africa? What’s your take on African leaders?

Well, the most important thing, as we’ve said earlier, is peace and security. I think all African leaders should thrive to make sure that our continent is peaceful and stable, both politically and economically. That is the only way we will prosper. And I’m glad that the African Union now comes with a lot of political and economic policies, like the free continental trade area, that will make a huge difference when we actually implement those policies. And the only way we can do that is, first of all, that we must have security; all of the continent has to be secure, stable, and political, and then we must make sure that we have the necessary infrastructure. You know, it’s very difficult now to send anything from Zanzibar or Tanzania to any African country; we would rather send it to Europe because it will be faster and cheaper. Yeah. So it’s the infrastructure that we need to make sure that we create, and then I think Africa will prosper.

Last question for you, Your Excellency. I see a lot of young people around you and your government. And on social media spaces, you’re one leader that has a lot of youth support, who we know used to always attack their leaders. How have you been able to draw the youth close? What are your programmes for young people and also for women, who are the other minority groups in Africa?

Well, I’m a believer in youth, and I think, given the chance, they can do wonders. And that’s the reason I accommodated a lot of youth in my cabinet. There are a lot of youth in different positions in the government, and women as well. There are a good number of women who are actually doing a tremendous job. So, I believe that we can do a lot by using the youth in government in other areas, but also, because of the demography and the population that we have in Zanzibar and in Tanzania in general, the majority are youth, we need to have a special type of strategy to make sure that we are responsive to their needs. You know, they have a lot of needs, including education, employment, and so on. So sometimes it’s difficult to absorb all the graduates into government; we need to make them able to be self-employed. You know, so it is these strategies that we’re coming up with to make sure that they employ themselves; we make sure that they are able to get a good education so that they can, you know, have prosperity in their lives. So it is necessary because of the demographic.

The post Unbundling Zanzibar’s blue tourism tentacles appeared first on African Leadership Magazine.

In this exclusive Interview with Lady Josephine Nwaeze FNSE, MD/CEO, News Engineering Nigeria Limited, a true business maverick who defied the sceptics and led in a male-dominated industry, making her company a resounding success over the years, She speaks about the journey so far, the challenges and successes recorded as she “broke through the glass ceiling and stayed relevant.”

Interview with Lady Josephine Nwaeze

Can you provide an overview of your experience and background in the power engineering industry?

I must mention at this point that I am not an engineer; I studied language arts as my first degree, then I have a bachelor’s degree in law and a master’s in business administration from ABU Zaria, and on the 14th of this month I will be going for my graduation with a PhD. I’m not a trained engineer, but I have been able to manage this engineering outfit successfully by preparing myself over the years.

I endeavour to attend seminars and professional training, constantly update myself with the latest trends and technologies in the industry, and do lots of consulting. News, as one of the leading electrical engineering companies in Nigeria, has been able to stay on course as a result of numerous professional trainings and seminars, amongst others, and this has seen us successfully execute a lot of outstanding projects in power generation, transmission, and distribution over the years.

How then do you stay up-to-date with the latest trends and advancements within your sector?

The power sector is rapidly evolving, and so I and my team employ several strategies to stay up-to-date with the latest advancements and trends in power engineering. I actively participate in industry conferences, seminars, and exhibitions related to power engineering.

These events provide opportunities for me to network with industry experts, attend technical sessions, and get insight into the latest technical advancements and trends. By participating in such events, I stay informed about emerging technologies, new research findings, and industry best practises.

We are also a firm member of the Nigerian Society of Engineers (NSE). We work with the NSE as partners and participate in local and internal conferences and seminars.

I recently received an award as the first female honorary fellow of the NSE, and this is an affirmation of what we do considering that the NSE has followed our track record over the years; they see what we do, and to crown it all, staying in business over the last 40 years isn’t a tea party. So, it’s an affirmation for me as a woman successfully striving in a male-dominated industry.

The business climate today is not very friendly, especially for those who run businesses like yours. Are there peculiar challenges your company faces?

The problems and challenges are always there. They are not peculiar to my company alone. In Nigeria, running a small-scale business is quite challenging, even for a conglomerate like News Engineering.

We have the problem of sourcing funds. Nigerian banks are in business to make money; they don’t support businesses, so even when you have a contract and approach a bank for funding, they usually come up with high interest rates, and this is a very strong challenge because if you take such loans to fund a business, at the end you may not make any significant profit therefrom as you might end up working for the banks.

Another challenge is policy. We barely have policies that support indigenous businesses; even when such policies exist, they are just on paper and are hardly practicalized or demonstrated. Like the much-talked-about Executive Order 5, which provides that if indigenous companies have the capacity to do a project, they should be considered.

That’s just what exists on paper, but how far has the government implemented it? It has not been implemented. Our government always has a way of helping foreign companies by coming up with unrealistic requirements for indigenous companies.

When you tell an indigenous business to come up with financial requirements of fifty million dollars or eighty million dollars, it becomes unrealistic. It is only foreign companies like the Chinese companies that can successfully bid for such jobs because their government assists them; their government gives them money to bid for such jobs and stay competitive.

We don’t have that assistance from our government. We even have to compete with foreign companies when it has to do with projects domiciled in our own country. For example, the World Bank project You still see foreign companies participating in it when, indeed, it’s like a loan from the World Bank to our government—something we would pay back to the World Bank in the future—so one would expect that local companies should be given the first right of refusal in cases like that.

So we are complaining that the economy is doing badly and that the rate of inflation is high, but we are not doing anything to help indigenous companies. I am an employer of labour, so if I go out of business tomorrow, I have no other option than to retrench the workers, but what support am I getting from the government? It’s so sad. I am even of the opinion that foreign companies operating in Nigeria should always, as a matter of policy, partner with the locals.

This should be done practically beyond the sometimes-empty talk of local content. On paper, we hear a lot about local content, but in practise, the reverse is the case far too often. Our government should sit down and review the policies and insist on their implementation with less reliance on foreign companies.

This is not to discourage foreign companies but to encourage local companies to partner with foreigners; that way, there would even be a transfer of technology. Where we don’t have the required technology, we can study our foreign partners. Even our own local metre manufacturing companies are rarely patronised. We should give them grants and stop insisting on buying metres abroad.

Do you think this is attributed to a lack of trust? Because NERC is doing a number of things to regulate the electricity sector. In your considered opinion, would you rather think there are trust issues here? Either in the system or the product?

Sure, trust issues are there. We barely believe in ourselves; most times we just rely on foreigners, often to our fault. Even when an indigenous company doesn’t have the immediate know-how, aren’t there policies that can be put in place to ensure that that technology is transferred to indigenous companies?.

You can imagine when a foreign company would build something in Nigeria and leave a handover note written in a foreign language. That way, you cannot even interpret what is being written; you have to perpetually rely on the foreign company for maintenance; even the as-built drawing that would usually be submitted for ease of maintenance is written in a foreign language.

When a local company is unable to read a document like that, how can it maintain the project? It just makes a dependency permanent. Secondly, like I said, The policies should be implemented.

The policies may be there, but only strong implementation can change the game for local companies. The government must involve the NSE and other bodies, especially in the implementation of Executive Order 5, so that Nigerian companies are protected.

You have existed for some 40 years as a Power Engineering Company; can you tell us about some of the innovative projects your company has been involved in during this time period?

As you know, it is not easy to run a business like this for over 40 years in a hostile business climate. Over the years, it has been a lot of work. Within this period, we have been involved in a number of innovative projects in the power engineering sector, which include the automation of high-voltage transmission and distribution projects.

We have executed quite a number of substations across the six geopolitical zones. The last of such sub-stations was commissioned towards the end of 2021 by the Former Vice President, Prof. Yemi Osibanjo; it was a 2 × 60 MVA sub-station in Awka, Anambra State, the biggest sub-station in Anambra State, and it is even extending in service beyond Anambra to parts of Enugu State and the cargo airport. We develop mini-grids.

We were the ones that executed the pilot project by the ministry of power in Sokoto State three years ago, and due to the quality of the project, a repeat procurement was given to us to do the same in Niger State. The idea was to develop that project across the six geo-political zones; we have done two zones already and are hoping to do the remaining.

We produce smart metres, single-phase metres, and three-phase metres. We also manufacture electric poles, both pre-stressed and pre-cast, of various sizes. Beyond that, we also have subsidiaries. We have Andolef Technical Services, which takes care of the serving outlets of the company.

Recently, we also floated a company that deals in consultancy and training called News Globals Consultancy Company. For a company that has lasted for 40 years, we have all the experience; we have engineers that have lasted for over 35 years. We have the capacity to consult for organisations and even train their workers on the latest technology innovations and various leadership trainings and skills.

We also do bespoke training suited to clients needs. We are into real estate and serve the real estate sector. We have machines that produce over 5,000 blocks in a day and mass produce from 6 inches to 9 inches. We produce interlocking blocks and brick blocks. Over the years, we have put our hands into a lot of things.

Up North looks like the block of choice for bricks; what patronage do you have?

Bricks are quite expensive; not many people can afford them easily. We are hoping to do a lot of work in terms of marketing in this area in order to boost patronage.

You are standing tall as a woman in a male-dominated industry. How have you been able to break through the glass ceiling and stay relevant?

Last week I gave a presentation at the Hilton on the topic of leading through adversity, and it looks like that was the only lecture even when there were seasoned professionals in various sectors at the event. That lecture inspired a number of people.

It was unique because it was just me; the topic was just me, and I spoke about who I am and where I came from. Like I said, I’m an emergency CEO, and that is because of the circumstances that brought me into this position. After the death of my husband, I had to step into his shoes, carrying his vision, even though I have my own specialty. I had to run with my husband’s vision by preparing myself and doing the task before me.

In the beginning, there were lots of naysayers, but I was never deterred. A few nice people encouraged me and were available to help. But because I barely had experience, I had to learn on the job, I had to stop to conquer, I had to make my workers my friends, and I had to build myself up with lots of research and reading.

Those who worked with my husband were also hands-on; they briefed me accordingly and put me through The older staff had all the important business contacts of my husband, documents and files of all the projects, and various levels of the projects. How much the company has received and what was outstanding. I gathered everything and worked on it.

I asked questions where I had to. I attended lots of business schools to update myself; I am a consultant; I network a lot; and I ask a lot of questions to update my knowledge. I had to make engineering my passion because you cannot excel in an area you don’t like. Failure wasn’t an option for me. I dedicated time, energy, and resources to building myself up to love this field of endeavour, and the results are evident for all to see.

How do you ensure the highest standard of safety and reliability in your power projects?

Safety and reliability are paramount for us. We do this by simply adhering to industry regulations and best practises. Our company maintains a robot safety management system with regular inspections and maintenance. We prioritise safety and risk management throughout the life span of our projects. We do not compromise quality, and this has stood for us. For us, it is not just about profit but a name to protect.

Because of the high cost of electricity, many consumers are considering renewable energy. We know your company is interested in the subject. So you have something to tell us about this?

Renewable energy is a recent development. Our core business is the building of substations, transmission lines, rural electrification, and electric poles, amongst others. But because the energy sector has evolved, it wasn’t difficult for us to switch.

However, in promoting sustainable and renewable energy, we adopted and incorporated renewable energy sources into our project portfolios, promoting energy efficiency measures and green building practises.

What is your vision for the future?

This is not too different from our mission statement as a company. It is to be a leader in sustainable and innovative energy solutions. We plan to achieve this by investing in research and development, embracing emerging technologies, and expanding our line of services.

Here, we also say we lead others to flow. We pride ourselves on being the number one indigenous energy company in Nigeria. As we speak, we are in talks with ECOWAS to partner with them and do projects in a lot of African countries. We have the capacity, and we are already out there, poised to do projects outside the shores of the company.

The post Lady Josephine Nwaeze’s Journey to Becoming a True Business Maverick appeared first on African Leadership Magazine.

Can you tell us about your background and experience in the maritime industry so far?

Before my appointment as Managing Director and CEO of the Nigerian Ports Authority (NPA) in February 2022, I had a six-year track record of performance in the maritime industry, first as Executive Director Finance & Administration and subsequently as acting Managing Director.
In addition to the above, I possess over 20 years of broad-based experience across several functions, including oil and gas, large corporation portfolio management, and public sector financing, while working in the banking industry.

My exceptional contribution to Zenith Bank’s globally referenced profitability and balance sheet in the period 2005–2015 earned me numerous awards and a spot in the bank’s Executive Management Team as Deputy General Manager and Zonal Head.

What are the current challenges facing the Nigerian Ports Authority, and how are you addressing them?

A major issue affecting expedient cargo clearance processes are the customs processes and the fragmentation of custom units into multiple points within the port, as well as the operation of custom formations outside the port gates.
For the ports to be efficient and competitive, there needs to be a robust and efficient off-dock system that would operate as an extension of the port in a manner that facilitates the evacuation of cargo through rail or inland waterways.

There is an urgent need for the operationalization of the National Single Window (NSW) to be activated by the Nigeria Customs Service (NCS).

Functional Overlaps due to many Agencies operating within the port lead to avoidable delays and an attendant increase in port costs.
To improve the ease of Doing Business, harmony is required between NPA’s drive for trade facilitation and Nigeria Customs focus on revenue generation.
There is also the challenge of getting Nigeria Customs Service (NCS) to adopt the World Customs Organization’s (WCO) guidelines on transshipment, which focus on easing transshipment procedures and position Nigeria to win back transit cargo and service the maritime needs of our landlocked neighbours.

The cumbersome and long process of the Procurement Act limits the authority’s ability to respond in a timely manner to emergencies. There is a cost implication to delays of any nature in the maritime sector.

There is also the need for the government to approve an upward review of the authority’s tariff, which has been STATIC since 1992/93. This is expedient to bolster the authority’s finances to enable it to cope with its widening responsibilities.

We are also faced with the challenge of being unable to speedily undertake maintenance of Port access roads due to the need to seek approval from the Federal Ministry of Works and Housing (FMW&H).

The low threshold for Procurement approvals by the Executive Management/Parastatal Tenders Board (PTB) is also a challenge that impedes a quick response to the emergent needs of Port Operators.

Conflicting legislation with sister agencies is affecting the discharge of their respective responsibilities.

Ageing Port infrastructure, some of which is over 100 years old, has developed in a way that is not sustainable.

Full-scale rehabilitation is required, and discussions are ongoing with multilateral forwarding agencies to address the challenges.

What steps have you taken to improve the infrastructure and technology at the ports?

There has been an unprecedented investment in infrastructure and equipment renewal within the budget and through partnerships and the deployment of public-private partnerships to fund areas that are beyond budgetary provisions. The following steps have been undertaken:

a.) INFRASTRUCTURE AND EQUIPMENT RENEWAL: We have equipped, rehabilitated, and Operationalized state-of-the-art Control Towers for the Lagos and Tin Can Island Port Complexes. – Procurement and deployment of Security Patrol Boats (SPBs) across all Port locations has led to enhanced channel security and addressed the incessant attacks of vessels along the channels and at ports waterfronts, which has resulted in unprecedented cargo traffic in the Eastern Ports, especially the Onne Port Complex. Acquisition of more harbour craft (Tugboats, Pilot Cutters) to eliminate delays associated with berthing and sailing of vessels and improve efficiency at the ports Acquisition of first-of-its-kind marine crafts in Africa, such as the recently commissioned two units of Azimuth Stern Drive (ASD) 8213 model 80-tonne Bollard Pull Tugboats to enable the berthing of very large vessels of 300 metres LOA and above.

b.) IMPROVED NAVIGATIONAL AIDS Provision and installation of navigational Aids and Buoys for Warri and Calabar Pilotage Districts for proper channel marking and route mapping

c.) DIGITALIZATION AND IMPLEMENTATION OF THE PORT COMMUNITY SYSTEM: We have Completed the 1st phase of consulting for the Port Community System (PCS) under the technical guidance of the International Maritime Organisation (IMO). The PCS will lay the groundwork for the National Single Window (NSW), which constitutes the global benchmark of port efficiency. – Automation of port ship reception and billing payment with the Revenue Invoicing and Management System (RIMS) – Deployment of electronic manifest and ship entry notice documentation processes – Deployment of an electronic Traffic Management system – Operation of Oracle Financials and Oracle HR – Ongoing procurement of software for harbour automation

d.) DOMAIN AWARENESS CAPABILITY: We have awarded the consultancy contact for the deployment of Vessel Traffic Service (VTS), a maritime safety measure that equips us with Domain Awareness Capability to enable us to guide and provide safety information to vessels within our channels and port approaches, in line with the Safety of Lives at Sea (SOLAS) convention. Also, we have concluded the authority-wide equipping and strengthening of Radio Signal Stations.

There seem to be disparities between the Ports Act and the Fiscal Responsibility Act and the Finance Act in terms of the usage of funds generated by the NPA; how do you balance things up?

The NPA is a creation of law, and as a responsible Management team, we are duty-bound to operate within the confines of extant laws and constitutional derivatives such as the Finance Act, etc. Although we would prefer a situation where we could be allowed to deploy a portion of our revenues towards infrastructure and equipment acquisition, we cannot operate outside of what the government and the law permit.

How do you ensure that the ports operate efficiently and effectively while maintaining high levels of safety and security?

Safety and Security actually constitute part of our core values, so keeping up with these core values deepens our efficiency and effectiveness. The Onne and Calabar ports are ISO certified, while others are in advanced stages of certification. The authority has continued to invest in security architecture as demanded in the ISPS Code.
We have also committed to collaborating with security agencies by providing funding and security boats to check for attacks on vessels and other crimes at sea.

How do you ensure that the Nigerian Ports Authority remains competitive in a global market?

In the international business that maritime is, competitiveness is assured by efficiency. Since we understand that automation is the linchpin of port efficiency, we have more than ever before infused technology into our processes, ranging from collections to traffic management to crucial operational aspects.
But in a more comprehensive and sustainable manner, we are tenaciously working under the technical guidance of the International Maritime Organisation (IMO) to deploy the Port Community System (PCS), which is an Information Technology strategy that consolidates all intra- and inter-agency exchanges and information sharing under a single window, thereby ensuring speed and seamlessness.

What is your vision for the future of the Nigerian Ports Authority, and how do you plan to achieve it?

My vision is to see a Nigerian Ports Authority that meets the exigencies of the highly competitive global maritime sector, and we are taking studied and deliberate action steps towards this vision. As you are aware, Nigeria’s first Deep Seaport and first fully automated Port at take-off (Lekki Deep Seaport) commenced operations in record time because we fast tracked the approval process precedent to its operationalization, which ordinarily should take a much longer period. We have also secured approval for Badagry Deep Seaport, Ondo Deep Seaport, Snake Island, and Koko Ports, all in record time.
We are also deploying PPP initiatives to fix ageing Port Infrastructure across our existing locations, and we are regional leaders in the acquisition of state-of-the-art marine crafts such as the recently deployed ASD 8213 Bullard Pull Tugs, amongst others.
The Port master plan is also in advanced stages of conclusion. We also funded the publication of the Nigerian Port Process Manual (NPPM), which for the first time codified all processes and inter-agency exchanges required to do business in Nigerian Ports to support ease of doing business.

Can you speak to the role of the Nigerian Ports Authority in promoting trade and economic development in Nigeria?

Recognising our role as Nigeria’s foremost trade facilitation platform and gateway to the national economy, we are always ahead of the herd in ensuring bottlenecks impeding trade are eliminated through simplified initiatives, inter-agency collaborations, and indeed advocacy. Our strong advocacy and collaboration, for instance, led to the unprecedented speed that attended the designation of Lekki Deep Seaport as an Approved Customs Wharf and its publication in the public gazette. We are currently holding hands with the Nigerian Customs Service (NCS) and leading the advocacy at the highest policy-making level for Nigeria’s adoption of the World Customs Organization’s (WCO) guidelines on transshipment to pave the way for Nigeria’s attainment of Port hub status. Our approval of ten (10) Export Processing Terminals in partnership with the Nigerian Export Promotion Council (NEPC), which is targeted at ensuring the competitiveness of Nigerian exports, will give a fillip to the diversification of the national economy from solely crude oil dependent to non-oil dependent, etc.

How do you work with stakeholders, including government agencies, shipping companies, and port users, to achieve your goals?

The Authority continues to have a quarterly stakeholder meeting as a way to Intensify partnerships and collaborations with all stakeholders.

What measures do you have in place to ensure transparency and accountability in the management of the Nigerian Ports Authority?

Our revenue and invoice management, tariff, and billing processes are simplified and fully automated. We are also up to date with the audit of our financial books and accounts. The Authority is the first to open its budget to the public through the budgIT platform.

How do you balance the need for growth and development with environmental concerns and sustainability?

We are signatories to and implement all IMO and IAPH conventions and instruments on port sustainability. We recently got the Onne and Calabar Port Complexes ISO certified, while all the other ports are in advanced stages of certification.

What would you say is your biggest achievement as MD of the Nigeria Ports Authority?

Unprecedented revenue generation and remittance to the Consolidated Revenue Fund (CRF) of the federal government of Nigeria, the commencement of operations of the first Deep Sea Port in Nigeria, the Lekki deep sea port, Trade Facilitation achieved through the automation of the billing and revenue collection process, improved export earning in line with the diversification policy of the Federal Government by licencing (10) export processing terminals as a one-stop shop for seamless export, and breaking of the 18-year salaries and emoluments stagnation of NPA employees, including pensioners

You are being bestowed with the “African Ports Administrative Excellence Awards 2023” on a global stage by the African Leadership Magazine. What further burden does this honour place on you in the days ahead as you continue your tour of the Nigerian Ports?

This recognition can only spur us to do more to advance the frontiers of trade facilitation and improve the economic fortunes of our beloved country, Nigeria.

The post A Visionary Leader: Meet the Man Steering Nigeria’s Ports to Prosperity! appeared first on African Leadership Magazine.

In an exclusive interview, we delve into the remarkable journey of Engr. Eberechukwu Oji, the Chief Executive Officer of ND Western. As he garners accolades for his exemplary leadership. And transformative contributions to meeting Africa’s crucial energy demands. Conversing with the esteemed African Leadership Magazine, he expounds on the organization’s core emphasis on fostering strong connections with its stakeholders. Adroitly prioritizing the welfare of their staff, ND Western stands at the pinnacle of excellence. Offering unparalleled services and products in the industry, both locally and on the international stage.

Venturing beyond the horizon, the company’s commitment to Africa’s energy needs remains unwavering. Reaching far and wide to ameliorate the continent’s energy scarcity.

An inspiring display of corporate social responsibility unfolds as ND Western extends its impact to the surrounding community. Through the establishment of a cutting-edge medical facility, catering to the healthcare needs of countless individuals throughout its existence.

“In ND Western, the sanctity of humanity holds utmost importance. Nurturing our staff’s well-being with unwavering care while bestowing our clients with the epitome of service and products in the industry is our sacred mission. Furthermore, we actively engage in various community-focused initiatives, exemplified by our state-of-the-art laboratory, which has rendered invaluable aid to multitudes from distant and nearby locales.”

Such is the resounding ethos echoed within ND Western, an unwavering testament to their passion for uplifting lives and fostering progress within the community.

Embarking on a profound commitment to the future generation, ND Western extends its vision beyond Africa’s borders, kindling aspirations in aspiring individuals within the oil and gas industry, both within the continent and beyond.

In the fabric of Africa’s energy narrative, ND Western emerges as a beacon of hope, a validation of unwavering dedication, and a catalyst for change in the ever-evolving domain of energy and beyond. The tale of their triumphs resonates, encapsulating the spirit of progress and compassion that defines their indomitable journey

Exclusive Interview with The CEO of ND Western on Venturing into Oil and Gas

CEO of ND Western: Prior to joining ND Western, I worked as Chief Operation Officer (COO), Exploration and Production Oil and Gas Accountability. From Reservoir to Export Operations, with Neconde Energy Limited. Upstream and Midstream Oil & Gas Senior Executive Leadership and Operations Management of the Nigerian Liquified Natural Gas (NLNG) Plant are accountable for Train 6 Operations.

CEO of ND Western: I have worked with Shell in different facets globally. Including with Shell companies in Nigeria and Gabon as Regional Discipline Manager. I was an asset manager for SPDC Central Hub Asset. Which has 1.2 Bscf/d of gas production and 50 kbpd of oil production facilities. I handled a lot of projects for Shell as Operations Readiness Lead for Offshore, Maintenance, HSE, and Logistics in the Kashagan Project, Kazakhstan. Managed major projects in the Netherlands, UK, Norway, Singapore, Australia, the United States, etc.

 Philanthropic Efforts Beyond the Energy Sector

CEO of ND Western: The year 2020 was a tough period globally for individuals and organisations. However, at ND Western, we value our people and maintain high HSSE standards. So, we were swift in making key decisions to support our workforce and not jeopardise our operations.

We also decided to do a bit of research and consultation on the challenges people face in Delta State and other neighbouring states in terms of access to quality and affordable COVID-19 tests and other molecular laboratory tests. Most especially, we considered the turnaround time for clients to get their results. This created the birth of ‘DeltaPlus Diagnostic Laboratory’ in RA Shell Housing Estate Ogunnu, Warri.

Since commissioning last year, the laboratory has carried out over 1,200 laboratory tests and attended to over 170 patients.

 Contributions to SMEs, Agriculture, and Education Sectors

CEO of ND Western: The most important thing to say about local content is that we are local content. ND Western gives out an average of 400 contracts within two to three years to local Nigerian companies. It is a great credit to us that for all the services we need, we can find indigenous companies to provide them.

In terms of CSR, we are big on CSR beyond just SMEs, agriculture, and the education sectors; we also support the film industry, the health sector, and the sport sector. In October 2021, we commissioned the Professor Oyawoye E-Library in the Department of Geology, University of Ibadan. We support our host communities in numerous ways, from the construction of road infrastructure to academic scholarships.

We support our host community youths in sports through the ‘Making of Champions’ athletics tournament, where we have sponsored identified talents to study in the United States on scholarship for over 5 years. We have supported SMEs through our SME training programmes.

Numbers That Matter in the Oil and Gas Industry

CEO of ND Western: We have a good fortune inherited from Shell. A large training facility built by Shell and used to run intensive training programmes (SITP). We have committed ourselves to revamping this programme. And are motivated to do so as we see that there is a dire need to train young technical professionals.

CEO of ND Western: Looking at what we have achieved in the last 10 years of acquiring our asset, we have taken our oil production from 8 kbpd to 22 kbpd. With peak production at 27 kbpd, and our gas production from 220 mmscfd to 350 mmscfd, with peak production at 385 mmscfd.

We deliver 90% of our gas to the Domgas market, with 50% supplied to the power sector and 30-45% supplied to the other commercial gas off-takers. We also supply 10–12% of our gas to the West African Gas Pipeline (WAGP) to Ghana, Togo, and Benin. The challenges faced are more on the distribution lines. There is a need for a revamp of the ageing pipelines. And curbing crude theft and pipeline vandalism.

However, within our region of operations, we have been able to maintain a very good relationship with our host communities and security personnel for pipeline surveillance.

In line with our vision of becoming the energy company of choice in Africa, we have taken strides to becoming a fully integrated energy company. By having a stake in the entire value chain of the industry. From the upstream to midstream with the birth of “OPTIMERA” in partnership with Falcon Corp. And FHN to deliver gas within the LFTZ, and the downstream with the development of a 10,000 bpd refinery.

We have the Utorogu Industrial Park being developed to deliver gas to industries within 25 kilometres of the Utorogu gas processing plant. We are also looking at LNG and CNG opportunities that we want to develop in the long term.

African Energy Leadership Special Commendation Award

CEO of ND Western: Have we been effective and prudent in producing oil and gas and delivering value to people and our shareholders? I will say yes. Are we where we want to be? Not yet.

CEO of ND Western: Looking at those who have won this award, I am honoured and humbled to have been conferred with the African Energy Leadership Special Commendation Award. I would like to say thank you to the African Energy Leadership and Editorial Team for this. I would also like to thank you for your support thus far in creating the opportunity for brilliant minds to meet, engage, and develop pathways to enhance the growth of Africa’s energy industry. Thank you once more, and this is motivation to do more.

CEO of ND Western: In the early part of their careers, young Africans should focus on acquiring deep technical knowledge of the industry and their chosen discipline. It is important to be professionally engaged and to keep learning and developing yourself. Until you achieve mastery over your discipline and trade.

Keep an eye on acquiring transferable skills that enable you to continuously contribute and deliver value to the industry.

It is important to remain focused, diligent, and persistent and to build an excellent work ethic. These are the ingredients for building and sustaining an outstanding career.

The post Oil and Gas: ND Western’s Contribution to Africa’s Energy Sector appeared first on African Leadership Magazine.

As discussions around decarbonization and Africa’s quests for industrialization continues to gather momentum, Ivanilson Machado the Chief Executive Officer of Pumangol, Angola’s leading downstream company shares his thoughts on managing the process for seamless energy transition in the continent, Excerpts:

You have remained an inspiration in Africa’s oil and gas sector and a leading light in the industry. How were you able to build and sustain your towering pedigree in the continent’s oil and gas industry?

First of all, in any organization or business people are the pivotal element that drives growth and sustainability. That said, I have adopted a people´s centered approach that has been providing useful insights that lead me to having the right people at the right job for better results. This has been making a great difference in my success as a manager and as a person.

Secondly, I love my job, I love what I do so I devote my mental and physical energy at achieving the best and excel every day. I work closely with those who make things happen and our clients. It makes also a big difference to wear the company´s hat at all times and have the passion about the brand we represent. By working closely with my staff, I instill on them the same principles.

The energy and strength I put in at my work give me a clear vision of the way forward and how I contribute to the improvement of the downstream sector, by overcoming the challenges of the local economic, cultural and social context as well as the impacts of the global markets.

One other key thing I would like to add is that knowledge sharing with the young generation makes new leaders and bring positive results. So in my opinion, it may be easy to climb the ladder to the top but remaining there is a different and far harder thing. It is required to stand out from the crowd positively.

With the growing pressure towards decarbonization and the Africa’s need for industrialization, what in your view should be the priority for countries in the continent?

This is a big dilemma for Africa to conciliate and evolve around the two requirements. In one side we have the decarbonization issues affecting all countries either because they are dependent on fossil fuels or for the misusage of their natural resources for access to energy and wealth. On the other hand, there is the fact that Africa is lagging development as there are basic needs that are still to be catered for, like access to food, clean water, employment, energy, paved roads, telecoms, and overall ensuing economic development

In addition to that most of Africa is very vulnerable to climate change impacts that hamper the continent´s efforts to survive, least to develop. It is kind of a Cath 22 situation where there is no lee way as far as decarbonization is concerned but we do need to develop industrialization in Africa, a big challenge under the current context of the continent, either in terms of leadership, humans resources, infrastructure, industrial develop, employment, climate change,etc. However, like in any other difficulty, conflicting or critical situation there are always opportunities to grab. Africa does not need to start things from scratch in its effort to repositioning the continent to foster industrializationand economic development whilst pursuing the decarbonization agenda. African leaders need to have a clear vision that enables the delivery of the basic needs in tandem with requirements to underpin industrial development in a sustainable way.

Each country has its priorities, specificities, and dire needs. Therefore, what is a priority for Angola might not be the same for Mauritius or the DRC, for example. However, in my view, it is important that countries have a coordinated effort and continents share a shared vision towards economic development and industrialization while accounting for the continent’s carbon footprint reduction and sustainability.

With about 125.3 billion barrels of crude oil reserves and 17.55 trillion standard cubic meters of natural gas, Africa is no doubt blessed with abundant hydrocarbon resources. However, poor governance issues, lack of infrastructure, amongst other continue to hinder countries from fully benefitting from these natural resources. What in your view can be done to address some of the prevailing issues in the country?

There is a common perception that the misusage of African natural resources is an endogenous disease that affects leaderships in mineral rich African countries. It is fair to say that the external influence and manipulation is far more damaging to those African countries than the lack of shared values, vision, responsibility, true nationalism and Africanism African rich countries need to have country centric policies, i.e. invest more on education, have policies that clearly focus on bringing development, economic prosperity, equal opportunities and access to wealth; we need to have strong institutions, only achievable through education and capacity building. It is important to create in place attractive investment opportunities and above all have a sustainable approach embedded in everything we all do to change the status quo in the continent.

According to a report by McKinsey, Africa needs to build oil and gas pipelines, liquefied natural gas (LNG) terminals, distribution hubs and gas-fired power plants over the next 20 years to unlock its energy market with more than 600 million people, as Energy demand is expected to grow rapidly over the next two decades. What is your take on this position?

This indicates that the world will be dependent on fossil fuels for a long time to come, and it means a lot of challenges and opportunities. There is a need to make the right choices and decisions in accordance with the specificities and needs of each and every country in the continent. Africa does not necessarily need to rush or embark on fossil fuels solutions to enable access to energy. This is perhaps the time to have the right balance between the use of fossil fuels and the energy transition and there is a lot of potential for solar, wind and hydro power energy production solutions. In any case, at the end of the day, it should all be driven by the countries and continent shared vision for development, industrialization, economic recovery and development, the economics behind the best sustainable win-win solutions to respond to the energy growth demands on the continent. This sounds a bit idealistic, but that is the direction that we, as Africans, should aim at when confronted with the need for investment, particularly in the energy sector.

How do we boost local participation in the oil and gas industry on the continent?

One thing that should underpin any investment decision in the energy sector is a sound policy framework that takes into consideration of how much of that investment will be spent locally, either directly in the sector and related activities but also outside of the energy sector, and also considers the number of jobs that will be created and what new local businesses will be created as a result of such an investment. In terms of human capital, we know that Africa is short of qualified personnel in skilled areas of the oil industry. This is not the case for admin and unskilled job positions, and we should have legislation in place that would ensure that countries are not importing unskilled manpower that will take up job positions that should be filled by locals. For each investment, there should also be a human capital development programme target associated with the project so that, within a certain number of years, locals would be prepared to take up the skilled jobs of the project gradually. I am glad to share that we see this happening in a way in the upstream Angolan oil sector but not in other subsectors of the industry. Nevertheless, in the company I lead, there is no expatriate; we procure most of our services and products locally, yet we operate and deliver under any global standards in our downstream sector.

What will be your parting word for young leaders who are also looking to make their mark in the industry?

Prepare, prepare, and prepare yourself well. Work hard every day to excel and keep focused at all times. Life has challenges, but with them come opportunities. If we have a vision, set up a creative tension that will fuel us to get to wherever you envisage getting to. Keep the focus; nothing will let you

down, and success will come as a result. Note that nowadays it is no longer average talents that companies are looking for but rather highly talented people who have the right attitude of going the extra mile and excel themselves beyond expectations. This is where the young leaders are expected to rise and make a difference, as well as be a step ahead of everyone else.

As a distinguished honoree and recipient of both the Special African Leadership Commendation Award and induction into the ALM African Leadership Council (ALC), how do you feel, and how does this add to your personality?

I feel humbled and further motivated by the responsibility this brings to making good things for Africa and inspiring other African leaders to strive and shine both on the continent and in the world to regain respect and trust in African leadership capabilities. This is a step forward in breaking stereotypes about African leadership capabilities and bringing hope that the African generation of young leaders will bring change and true development to the continent.

The post Decarbonization and Africa’s Need for Action appeared first on African Leadership Magazine.

The various emerging entrepreneurs on the continent have various reasons that prompted them into whatever trade or service they are providing but in all, they are creating a niche for themselves.

African Leadership Magazine’s Correspondent, Omowumi Odesomi spoke with one of Nigeria’s budding entrepreneurs, Maryam Yakubu Yanah, the Founder and CEO of Mainstream Lime-Light Ltd, producers of Ma’Zaine Foods in Kebbi State, Northern Nigeria on her motivation for the business and her surviving skills in the industry.

Excerpts:

ALM: Most emerging entrepreneurs today will tell you they got into business to beat unemployment. What is your own story, especially in the Nigerian food industry which is flooded with all sorts of processed and packaged foods business owners all targeted at the same consumers?

MARYAM: After I graduated from Ahmadu Bello University, Zaria in northern Nigeria, I went into photography, worked in a studio, and then went for youth service. After the youth service, I got a job at an engineering firm in Lagos where I worked for three years, got married, and had to leave Lagos.

I resigned because my husband was in the north. After I resigned, I came back to the north, Katsina state but was always bored because I was used to the busy life of Lagos so I decided to go into the asoebi business( selling party clothes in bulk) because I had already made my contacts in Lagos, I supplied to different parts of Nigeria and even US and UK and I leveraged on social media to get my customers.

Maryam Yakubu

As time went by, I got more visibility and people referred more customers to me. There was a time I supplied at one of the northern governor’s sons’ weddings and it was huge, from there my husband got another job in Kebbi where I continued my asoebi business but I noticed something, when we go to visit some families, out of five families we visited, two or three members had diabetes and I wondered why this was so and they don’t have varieties of food in Kebbi, they only have fonio and millets, if they want to eat healthy food, it’s only centred around fonio and millet.

So, I decided to do something in that regards and add to what they have to give them varieties of food to eat. So, I did some research and asked some health and nutrition professionals, and that was how I came about finger millet, tiger nut, date, and sweet potato, all processed into flour.

some of the processed and packaged foods produced by Ma’zaine Foods in Kebbi Sate, Northern Nigeria owned by Maryam Yakubu. Picture Source : Maryam

I also realised that a lot of mothers around here are unable to lactate after delivery, so that gave birth to lactation pap, we also did child formulas which are tom-brown, so this was what made me go into the food processing business.

ALM: Do you have any unique selling point that stands your product out and gives you a chance ahead of others?

MARYAM: The passion I have for healthy and nutritious meals grew and I had to start teaching people how to process different types of food, I also didn’t stop there, I went ahead to get certifications both nationally and internationally and that has set us apart.

It started as a passion and now that passion has really grown and we’re bringing people in. So far, I have ten workers, and sometimes when we have more work to do, I have to either outsource or bring temporary staff to work after that pay them and they go.

ALM: Interesting, so would you say the Nigerian business clime is accommodating for young businesses and emerging entrepreneurs thereby overriding challenges?

MARYAM: Every business is challenging, starting a business is challenging and staying in business is challenging but it depends on you, the business owner, if you’re determined, passionate and focused on starting and staying in business. you can do it.

Nigeria is accommodating, you can start up a business anywhere you are in Nigeria, and no one will stop you. I had my challenges when I started then, I didn’t have a lot of money, so I started with what I had in my kitchen at home.

My first NAFDAC registration was from home because then Nigerian Vice President, Professor Yemi Osinbajo said that small businesses can register their businesses at home so Nafdac came to my house, did their inspection and certified my first two products and after that, I continued growing and when I couldn’t continue at home, I had to rent a place and moved my business there. Again, where I rented was small, so I’ve moved to a technological incubation centre where I have a larger space for production, that is because I was determined.

In all these stages, it wasn’t easy. There were times that I had large orders without money to produce them, and there were times that I was the only one doing everything because I couldn’t pay but now, I have outgrown that.

I wouldn’t say I now have all the money to produce in large quantity, but we have grown to a level where we can meet our customer’s demand because last year we were always out of stock and unable to meet customers demands so we planned, planning here means taking some loans to get raw materials to produce in large quantities.

It has been challenging but because I’m in the business out of passion, to make a difference and produce healthy nutritious food for Nigerians and the world at large, that is what is keeping me not because the business is not challenging.

The food business industry in Nigeria is very challenging, it has to do with a lot of registrations, and you have to be careful in production because what you’re producing must be healthy and must be done in a healthy environment and must also be free from contaminants so that whoever is consuming is taking in a healthy nutritious food.

ALM: Based on your experiences, what do you feel the government can do to encourage new businesses?

MARYAM: The government can encourage new businesses by taking off tax for small business owners i.e startups and also come up with policies to ensure relevant agencies support such new start-ups with loans or grants.

There is also the need for more tech incubation centres where start-ups can register and be guided on their products and services for at least the first three years of existence.

ALM: What advice can you give to aspiring entrepreneurs?

MARYAM: Aspiring entrepreneurs must go into a business to solve a problem and must be passionate about solving that problem. You do not just go into business because others are going into it.

Some of us break down at times and go through sleepless nights but because we’re passionate, that keeps us going. It is not easy, and they do not have to wait till they have all the money in the world. I started with less than 5000 from my kitchen, so please start with what you have and keep reinvesting the money back into the business until you get to where u want to be.

That is how to grow.

Maryam Yakubu Yanah is a graduate of Archaeology from Ahmadu Bello University Zaria. She is the Founder and CEO of Mainstream Lime-Light Ltd, producers of Ma’Zaine Foods. Maryam is a serial entrepreneur, mentor, startup coach, consultant, food safety agent and an agro-processor committed to producing and packaging a variety of nutritious ready-to-cook food.

Maryam was recognized as one of the Top 20 Remarkable MSME Founders in 2022. She also serves as Kebbi state representative of ‘ACT4Food Act4Change’, a global youth-led movement promising to ignite a campaign action to combat hunger, improve health and heal the planet.

The post Nigeria is accommodating For Business- Maryam Yakubu [ Food Entrepreneur] appeared first on African Leadership Magazine.