Creating an enterprise with longevity and grip means building relationships, understanding innovation, and challenging perceptions.&nbsp;



<a href="https://medium.com/theagency/the-ad-that-changed-advertising-18291a67488c" target="_blank" rel="noreferrer noopener">Think Small</a>. The tagline of the world’s most famous advertisement for now one of the world’s leading vehicle manufacturers changed advertising and the VW brand, forever.&nbsp;&nbsp;



Today, Volkswagen <a href="https://www.statista.com/topics/1574/volkswagen/#topicOverview" target="_blank" rel="noreferrer noopener">has 6% of the global market</a> and its luxury car brand, Audi, is considered one of the ten most valuable brands. That small VW campaign proved that creativity and innovation aren’t about size. Gaining ground in competitive markets means listening to people and creating solutions that solve their problems. It means thinking small when it comes to personalized service and collaborative customer relationships, but thinking far beyond the box when it comes to solutions, innovation and growth.&nbsp;



This is the same approach taken by Braintree. A small idea about a dream team of experts with a knack for solving problems and creating world-class solutions built on the right technology; a tree with roots extending into global industry expertise, solutioning, customization, talent acquisition, and building future-proof, resilient technology architectures. The company started small and today is one of the largest Microsoft Dynamics partners in South Africa.&nbsp;



Braintree is built on the foundations of talent and the Microsoft ecosystem. Finding the right people took a long time, but everyone understands the value of the Microsoft technology stack and how to create solutions that are tailored to fit the unique needs of different organizations.&nbsp;&nbsp;



Capable of deploying, managing and maintaining solutions on-site or in the cloud, Braintree has a 27-year track record and solidified its status as a go-to Microsoft partner with the perfect combination of people, problem-solving and creativity.&nbsp;



One of the core reasons for Braintree’s growth has been its investment into people. Yes, most companies talk about how they prioritize talent and recognize the value of skilled people. Not all of them spent nearly 30 years tracking down the right personalities so the culture is a delightful mix of ingenuity, engineering, expertise and long-term relationships.&nbsp;&nbsp;



Talent acquisition is as important as client retention – without the one, you can’t really have the other. Customers know when the services and expertise they receive are delivered with passion. And that passion translates into solutions.&nbsp;



It also translates into a deeper understanding of the market. The IT consulting industry is challenging and mercurial. There’s no guarantee you will retain your employees or your customers. Customers don’t want to feel they’ve been thrown into a lion’s den where every employee is fighting for their share of the wallet, and this is a common pitfall in this industry. It’s very easy to get lost in sell, sell, sell, and lose sight of the end goal, which should be building genuine relationships that span years.&nbsp;&nbsp;



When you get to know your customers, you have the space to design solutions that evolve with them. It shouldn’t be a case of grabbing the whole pie in the first bite, but rather a collaborative and strategic effort that leverages the strengths and talents of your people to unearth the strengths and talents of your customer’s business and people.&nbsp;&nbsp;



The baseline to building a business that thrives in a highly competitive and noisy market needs to be adding depth to your support and structures. This allows the business to flourish, and, most importantly, ensures that customers flourish.&nbsp;



Braintree’s vision for customer service and retention aligns with the name – a tree with roots that grows thanks to mutual respect and shared investment. It’s not a race to the bottom, it is people and processes that prioritize results over politics and power plays.&nbsp;&nbsp;



The result is that the company has grown significantly, expanding into new markets such as the United Kingdom, and building a solid customer base that trusts in its ability to consistently deliver results.&nbsp;&nbsp;



Braintree is growing because of how we grow our customers – we keep on thinking small when it comes to prioritizing customer care, agility, and connections. We will always think big when it comes to building solutions that are sustainable, remarkable and resilient.&nbsp;&nbsp;



Looking for a reliable partner to help you reach your business objectives? <a href="https://www.braintree.co.za/about-us?utm_medium=internet&amp;utm_source=online&amp;utm_campaign=braintree_brand_forbes_article&amp;utm_content=traffic">Contact Braintree </a>and let’s explore how we can collaborate.

Heath Huxtable – Managing Director Braintree

Talent, Time And Customer Retention At The Root Of Business Strategy  

Wilderness Bisate Reserve, the newest gem in Africa’s luxury safari landscape, has opened in Rwanda, set against the dramatic backdrop of Volcanoes National Park (VNP). 



The pinnacle of luxury lodges for connoisseurs of conservation, Wilderness Bisate Reserve offers the grandest base from which to witness the renowned mountain gorillas in the park, and redefines exclusivity with its design, bespoke approach and service excellence.



“We are thrilled to unveil this sophisticated lodge, enhancing our much-acclaimed offering at Bisate. Every thread of its design reflects our deep sense of purpose, seamlessly woven into the fabric of the property,” says Manzi Kayihura, Wilderness Rwanda Chairman.



“With breathtaking views over the surrounding volcanoes and neighboring protected parkland, it is quickly clear why our mission is so vital. Immense care and thought have been poured into every inch of this haven, honoring the motivation it serves and the extraordinary adventure it promises.”



Perched at an elevated vantage point, Bisate Reserve offers unobstructed 360-degree views of all six of the Virunga’s dormant volcanoes, including Bisoke, Karisimbi and Mikeno.



The lodge’s architecture and décor, crafted by architect, Nick Plewman and interior designer Caline Williams-Wynn of Artichoke Interior Design, reflect the essence of Rwanda, through their blend of thatch, timber, hand-chipped volcanic rock, exposed brick and basketry. This elegant fusion honors the regal grandeur and timeless traditions of the region while providing comfort for a maximum of just eight guests.



Each villa features private decks and cozy fireplaces, cocooning guests in supreme comfort with options for private dining, outdoor hot tub soaks, and tailored in-room massage treatments.



Additionally, guests can enjoy special screenings of wildlife and natural world documentaries, ensuring a deep connection with the lodge’s spectacular surroundings after a day of transformative trekking encounters.



Under the expert guidance of Executive Chef, Angelus Karangwa, the culinary experience at Bisate Reserve blends traditional East African flavors with refined elegance. Embracing a philosophy of simplicity and sustainability, the cuisine features local ingredients such as coconut, chili, ginger and turmeric, with a subtle nod to French culinary techniques. The reserve’s earth-to-plate approach is underscored by daily harvests from two on-site kitchen gardens, and when necessary, ingredients are sourced from local farmers.



The name “Bisate Reserve’’ evokes a place meant to be cherished and savored, which perfectly encapsulates the lodge’s commitment to reforestation and habitat preservation.



“Our core mission here is to transcend luxury hospitality to embrace a profound commitment to conservation, as showcased in the restoration of Bisate itself, with previous farmland now a thriving reforested area. Our ambitious rehabilitation efforts have seen over 100,000 trees meticulously hand planted to date, with the aim to safeguard, enrich and enlarge the natural habitats that sustain the species residing in these hills”, adds Kayihura.



On-site activities, including exploring scenic nature trails, transformative trekking and engaging with local communities, elevate the guest experience and deepen their connection to the region. Bisate Reserve offers every indulgence, allowing guests to tailor their stay to their preferences – for those



seeking absolute privacy, the lodge provides intimate in-room dining, bespoke setups and thoughtfully-designed service hatches for a seamlessly exclusive, world-class experience.



Meanwhile, guests who wish to embrace the lodge’s vibrant atmosphere will find ample opportunities to interact with fellow visitors and the enthusiastic staff. From elegant cocktails at the Reserve Bar to live painting sessions with local artist, Rigobert Uwiduhaye, whose captivating gorilla artworks adorn the walls, every detail is crafted to enhance the luxurious experience at Bisate Reserve.



“We look forward to welcoming guests to explore the mesmerizing natural beauty of this remarkable retreat, where every detail reflects our steadfast commitment to creating truly transformative experiences,” concludes Kayihura.

Bisate reserve

A Luxury Safari Lodge In Rwanda’s Vibrant Parklands

Renee Ngamau, co-founder and President of <a href="https://www.checkupsmed.com/" target="_blank" rel="noreferrer noopener">CheckUps Medical Hub</a>, has been a passionate advocate for human rights and women’s economic power for over two decades. Through her leadership in social impact initiatives, health, and fintech, she has worked to address the barriers to economic power, particularly for women in low- and middle-income countries.&nbsp;&nbsp;



In this Q&amp;A, Ngamau shares her insights on the link between women’s health and economic power, the vision behind launching CheckUps Medical Hub, and the essential role that leaders in the public and private sectors can play in shaping policies that consider women’s health as a key lever for women’s economic power.&nbsp;



Q. What inspired you to launch your social impact, health, and fintech start-up – CheckUps Medical Hub, and how have you seen its impact extend beyond improving healthcare access to financially empowering women? 



<ol start="17" class="wp-block-list"></ol>



A. The <a href="https://widgets.weforum.org/outlook15/10.html" target="_blank" rel="noreferrer noopener">World Bank reports</a> that 50% of economic growth differentials between developing and developed nations are attributed to poor health and low life expectancy. Healthcare access must be holistic – encompassing nutrition, hygiene, finance, and education. At CheckUps COVA, we focus on three key barriers: resources, finances, and time. By providing accessible outpatient care and flexible payment solutions, we’re helping bridge this gap, particularly for women who often must choose between earning an income or seeking healthcare. Moreover, we appreciate that women care for many people, not just direct family members. We allow the sharing of benefits with whoever they nominate – African style. 



<ol start="1" class="wp-block-list"></ol>



Q. Health is a human right that is denied to many living in poverty. What steps can be taken to address the issues at the nexus of health, economic power, and development? 



A. Studies show that chronic illness in families creates a devastating cycle of reduced earnings and increased expenses. When 40%+ of the population faces these health-poverty barriers, development stagnates. The solution requires three fundamental catalysts: access, safeguard, and control. Expand access to information, proper nutrition, and tools of production. Safeguard people’s ability to produce and be paid dignified wages for their production. Ensure people can control, preserve and grow their resources without bias or discrimination. Success demands both enabling policies and supportive initiatives. Not addressing these interconnected factors, perpetuates ill health, poverty, uneven development, and trapped potential in an increasingly impatient populace. 



<ol start="17" class="wp-block-list"></ol>



<ol start="1" class="wp-block-list"></ol>



Q. What role can leaders in the public and private sectors, philanthropy, and development play in driving conversations and advocating for better health policies that support women’s economic power? Additionally, what are some key policies that should be prioritized to ensure women&#8217;s health is integrated into broader economic empowerment strategies? 



<ol start="17" class="wp-block-list"></ol>



A. Four critical policy shifts are needed. First, make healthcare caregiver-accessible through delivery-based models rather than facility-dependent care. Second, eliminate gender bias in medical treatment &#8211; studies show women’s pain complaints are downgraded 90% of the time, while men&#8217;s are upgraded 80% of the time. Third, financial policies must recognize women’s proven reliability – in lower-income countries, women show 90% loan repayment rates compared to men’s 46-67%. Let us grow women-owned medium to large-scale entrepreneurs. Fourth – equal pay for equal work. These changes and workplace policies supporting women’s roles as earners and caregivers will catalyze true economic power. 



<ol start="1" class="wp-block-list"></ol>



Q. Looking ahead, what do you envision as the future of women’s economic power and what role will quality, affordable, and accessible healthcare play? How can individuals and organizations best contribute to this vision? 



<ol start="17" class="wp-block-list"></ol>



A. We’re revolutionizing healthcare distribution across sub-Saharan Africa through CheckUps COVA, making quality care accessible when and where it’s needed. Inspired by Grameen Bank’s success in Bangladesh, our model combines AI-powered diagnostics with flexible financing solutions. The goal is to ensure women never have to choose between work and health, effectively breaking the cycle of poverty and poor health outcomes. Institutions and individuals can begin by auditing their personal, business, workplace and national policies to identify and eliminate discriminatory practices that, whether consciously or unconsciously, maintain systems that disadvantage women—50% of the population—simply because of their biology. 



<ol start="1" class="wp-block-list"></ol>

IMG_9792

Empowering Women In Africa Through Health And Economic Independence 

In recent years, Africa has emerged as a hotbed for innovation and entrepreneurship, with a significant uptick in the establishment of tech companies and startups across the continent. A catalyst for change, Hiruy Amanuel moved back to Africa to found his own tech company and invest in other tech companies in the ecosystem.



Hiruy Amanuel’s career began in the heart of innovation — Silicon Valley in Northern California in the U.S. With a decade of experience in private equity and venture capital, Amanuel was well-versed in the dynamics of the tech and financial sectors.



His first visit to Africa in 2015 was a pivotal moment that reshaped his career trajectory. Struck by the continent’s untapped tech talent and rapidly developing technology landscape, Amanuel envisioned a future where Africa could rival global tech hubs if given the right resources and opportunities.



According to the United Nations, Africa has the youngest population in the world, with 70% of sub-Saharan Africa under the age of 30. These statistics position Africa’s youth as crucial drivers in shaping a sustainable future for the continent’s communities and ecosystems.



Amanuel’s vision materialized with his first investment in the continent into Gebeya Inc in 2015, which he later went on to co-found. Gebeya is a SaaS talent marketplace that utilizes AI to match talent for projects outsourced to clients.



Gebeya has not only provided employment but has also set a precedent for tech talent outsourcing from Africa.



In partnership with Mastercard Foundation, Gebeya was able to launch Mesirat, a five-year program that equips 100 entrepreneurs in Ethiopia with their own multi-sided gig marketplaces. Powered by $48 million, the partnership saw the two organizations and several other consortium partners leverage their combined experience and expertise to co-create and replicate Gebeya’s model. Gebeya has also recently rebranded to a talent cloud provider – a move that has seen the firm garner partnership opportunities with notable brands such as Microsoft and O’Reilly.



Expanding his impact, Amanuel co-founded Gullit VC, a venture capital firm dedicated to investing in African tech startups. Through Gullit VC, Amanuel has invested in a diverse range of companies, including BuuPass (Digital Mobility), WellaHealth (Health Tech), and Logidoo (Logistics). These impactful investments reflect Amanuel’s commitment to nurturing a variety of tech-driven solutions on the continent.



Buupass revolutionizes the travel industry in Africa by offering a comprehensive ticketing platform for buses, trains, and flights. The firm recently expanded its operations into South Africa, and received a groundbreaking investment from Tim Draper, a global icon in venture capital and a fervent supporter of entrepreneurship and innovation. This investment marked a monumental leap toward BuuPass’s vision of becoming a unicorn in the transportation sector.



WellaHealth aims to transform healthcare access across Africa, starting with Nigeria. WellaHealth launched an enhanced version of its services which includes several new features aimed at improving healthcare accessibility. These features include telemedicine services, where users can consult doctors virtually, as well as comprehensive care bundles for chronic conditions like diabetes and hypertension.



WellaHealth has also recently introduced funeral coverage, cash-back on hospital visits, and access to an online community for healthcare practitioners, reflecting the company&#8217;s commitment to addressing the diverse healthcare needs of Nigerians.



Logidoo has made significant strides in 2024, solidifying its position as a leader in the Pan-African logistics sector. One of the key achievements this year was securing $1.55 million in seed capital. This funding will support Logidoo’s ambitious expansion plans, which include extending its franchise network to five additional African countries, bringing its services to a total of ten countries across the continent. This expansion is part of Logidoo’s strategy to enhance its market presence and impact within the African



Continental Free Trade Area (AfCFTA).



Furthermore, Logidoo has shown impressive operational efficiency, having aggregated over 3,000 logistics suppliers, completed more than 100,000 operations, and served over 400 clients in eight countries. The company has been EBITDA positive since January 2023, a rare feat among logistics startups.



Amanuel’s work is instrumental in driving both economic and technological progress in Africa. As an individual and through his firm, he is empowering local talent and investing in tech-driven solutions, contributing to job creation, skill development, and economic diversification. The companies he has co-founded and invested in employ hundreds of African engineers, creating a ripple effect that extends beyond the tech industry to impact various aspects of the economy.



The success of these tech ventures has also opened up multiple commercial real estate ventures for Amanuel across Africa. He has demonstrated his prowess in real estate, with five strategic investments across Africa and the Middle East and is further looking to expand his operations into the Middle East, particularly motivated by the UAE’s strategic vision for 2026.



The UAE’s plan focuses on opening new corridors, which is expected to boost the logistics sector in the region significantly. By capitalizing on this opportunity, Amanuel aims to leverage growing infrastructure and economic developments, making it an ideal time for expansion into logistics and real estate in the Middle East.



Recent statistics underscore the burgeoning entrepreneurial landscape in Africa. According to the African Development Bank, the continent is home to over 400 tech hubs and has seen a 40% increase in tech startup funding between 2020 and 2022. Additionally, the International Finance Corporation (IFC) reports that African startups raised a record $5 billion in 2021, a testament to the growing investor confidence in the region’s tech potential.



Hiruy Amanuel’s journey from Silicon Valley to Africa is a powerful narrative of vision, commitment, and impact. Through his ventures, he has demonstrated that Africa is not just a recipient of technology but a creator and innovator in its own right. His work in building tech companies and investing in startups is laying the groundwork for a sustainable and thriving tech ecosystem in Africa.



As Africa continues to rise on the global tech stage, Amanuel’s contributions serve as a blueprint for other investors and entrepreneurs looking to make a meaningful impact. His story is a testament to the transformative power of entrepreneurship and the boundless potential that lies within the African continent.

Hiruy-Amanuel

A Look At Tech Entrepreneurship In Africa

Pinagare Mogodi’s life and professional journey can be described as resilient and visionary with an unyielding drive to break barriers.



Born with a modest background, Pinagare Mogodi was raised by his single mother, Puleng Mogodi, who juggled three jobs to provide for her children. At the same time, his uncle, Ignitius Oupa Mphomane, played a pivotal role as a mentor and father figure, introducing Mogodi to business ethics and the significance of earning respect through hard work.



His uncle’s success, wealth and influence as a businessman contrasted with Mogodi’s humble beginnings, making him feel like a “Fresh Prince of Bel-Air”. This experience left a lasting impression and sparked Mogodi’s desire to pursue more than just financial security — he wanted freedom, respect, and the opportunity to help others.



Mogodi’s entrepreneurial journey began early in life. While still in high school, he found ways to make money by selling sweets, PlayStation games, and music CDs. His drive to succeed was evident even then, and by the time he reached his second year of university, he had already registered his first company, MAB Group (Matsapa-A-Botshelo).


<div class="wp-block-image">
<figure class="aligncenter size-large is-resized"><img loading="lazy" decoding="async" width="1024" height="702" src="https://cms.forbesafrica.com/wp-content/uploads/2024/10/IMG_0306option1-1024x702.jpg" alt="" class="wp-image-63517" style="width:598px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/10/IMG_0306option1-1024x702.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/IMG_0306option1-300x206.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/IMG_0306option1-768x526.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/IMG_0306option1-1536x1052.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/IMG_0306option1-2048x1403.jpg 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">MAB aims to be at the forefront of mining projects</figcaption></figure></div>


The initial motivation behind the company was deeply personal — to alleviate his mother’s financial struggles. However, what began as a small operation soon grew into something far more significant.



MAB Group quickly expanded, venturing into industries that were not only highly competitive but also capital-intensive, such as mining, construction, real estate development, and trucking. Mogodi’s initial goal of helping his family gradually evolved into something much larger: he wanted MAB Group to be a symbol of success, a company that would challenge industry giants and redefine what was possible for a young, ambitious entrepreneur from humble beginnings.



Breaking into the mining industry was one of Mogodi’s biggest challenges. Mining, especially coal mining, is a sector dominated by established players with deep financial reserves and extensive industry connections.



As a young entrepreneur with limited capital, Mogodi had to overcome significant skepticism from potential clients who doubted whether MAB Group could deliver on large-scale coal exports, manage the logistics, and secure the necessary financial backing. Yet, with persistence, strategic insight, and unwavering faith in his vision, Mogodi worked to prove his doubters wrong.



He built trust with clients, demonstrating that MAB Group was not only capable of handling large projects but was also committed to quality and reliability.


<div class="wp-block-image">
<figure class="aligncenter size-large is-resized"><img loading="lazy" decoding="async" width="1024" height="965" src="https://cms.forbesafrica.com/wp-content/uploads/2024/10/IMG_3656option2-1024x965.jpg" alt="" class="wp-image-63518" style="width:590px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/10/IMG_3656option2-1024x965.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/IMG_3656option2-300x283.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/IMG_3656option2-768x724.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/IMG_3656option2-1536x1448.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/IMG_3656option2-2048x1930.jpg 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">Building success through hands-on mining leadership</figcaption></figure></div>


Despite his success in business, Mogodi’s journey has not been without its personal struggles,which included facing financial difficulties early on. Yet, even during these challenging times, he never wavered in his commitment to building MAB Group into a respected name in the industry.



One of the most significant decisions Mogodi made along his journey was to leave school to focus fully on his growing business. It was a difficult choice, as education had always been important to him. However, as MAB Group continued to expand and become more successful, Mogodi decided to return to school to complete his studies.



His decision to return was not just for personal fulfillment — it was also motivated by a desire to set a strong example for his children, showcasing that no matter how successful one becomes, education is an essential pillar of personal growth and development. With the support of his fiancée and children, Mogodi is now pursuing his academic goals while continuing to lead MAB Group to new heights.



Under Mogodi’s leadership, MAB Group has evolved into a multifaceted organization with a diverse portfolio. The company’s mining division offers a range of services, from exploration and extraction to processing and export, all while maintaining a strong focus on sustainability and community involvement. In the construction sector, MAB Group has taken on large-scale residential, commercial, and industrial projects, contributing to South Africa’s infrastructure development. Additionally, the company’s trucking services ensure efficient transportation of goods across the country, further solidifying its position as a key player in the logistics industry.



Beyond its business success, MAB Group is deeply committed to community development and social responsibility. Mogodi’s belief in the importance of uplifting the communities where the company operates is reflected in MAB Group’s numerous initiatives. The company offers internship and learnership programs that equip individuals with the skills they need to succeed in the workforce. It also supports local businesses and promotes economic growth in the areas where it operates. For Mogodi, giving back to the community is not just an obligation, it’s a core part of his company’s mission.



Throughout his 14-year journey, one of the key lessons Mogodi has learned is the power of strategic partnerships. These alliances have been instrumental in MAB Group’s growth, providing the financial strength and industry expertise necessary to scale operations and enter new markets. By partnering with other companies, MAB Group has been able to mitigate risk, innovate, and expand its reach, both locally and globally.



The company has significantly expanded its coal export operations, handling between 75,000 and 150,000 tons of coal. It is also in the process of developing new coal and chrome mines, with plans to complete a state-of-the-art wash plant by 2025.



In the construction sector, MAB Group has been involved in major projects such as Rama City, a large-scale development, and several public-private partnerships with the government. Despite facing challenges like debt and the economic impact of Covid-19, Mogodi has guided the company through these turbulent times.



Looking to the future, Mogodi remains optimistic about the prospects for South Africa’s mining, construction, and logistics industries. He believes that the country’s new Government of National Unity (GNU) has the potential to drive economic improvement, despite challenges such as disruptions in rail infrastructure and port logistics etc. For Mogodi, these challenges represent opportunities for growth and innovation, and he is confident that MAB Group will continue to thrive by adhering to ethical business practices.



Mogodi’s vision for MAB Group extends far beyond business success. He sees the company becoming one of Africa’s largest mining and exporting houses, with a mission to help reduce unemployment across the continent.



His focus on strategic expansion, innovation, and sustainability reflects his commitment to creating lasting change, not only for his company but for Africa as a whole.

IMG_0294option4

From Start To Scale:A South African Entrepreneur’s Foray Into Mining, Construction And More

Idorenyin Obong, CEO of Grey, discusses his journey from fintech expert to an industry disruptor offering innovative global banking solutions for digital nomads and remote workers.



With over seven years of impactful experience in the fintech industry, Idorenyin Obong has established himself as a key player in driving innovation and excellence. His career includes technical roles at leading companies like Busha, Paystack, and Yellow Card, where he honed his skills in scaling brands, optimizing operations, and enhancing financial performance. Recognizing a gap in the market, Obong, alongside Femi Aghedo, co-founded <a href="https://grey.co">Grey</a>, a finance app that has quickly become a game-changer for <a href="https://grey.co/discover/digital-nomad">remote workers and digital nomads,</a> offering secure and seamless global banking solutions.



In this exclusive interview, Obong, affectionately known as ‘Idee’ by his inner circle, delves into his journey, sharing insights on his dedication to advancing the African fintech landscape, his advice for aspiring entrepreneurs, and the significance of corporate social responsibility in building a platform as impactful as Grey.



Q. Can you share the story behind the founding of Grey in 2020? What inspired you to start this venture specifically for remote workers and digital nomads?



A. Our founding story began in 2019, although the company officially started in 2020. I lived in Lagos, Nigeria, working for international companies like Auth0 and Busha. As a remote worker, I needed to receive international payments in USD, but getting a local USD account was very hard. It took almost three months to complete the process – multiple trips to the bank, filling out forms and finding referees who were current account holders. Afterwards, I also had to figure out the conversion to local currency. The tedious and lengthy process led me to call my co-founder, who faced similar challenges. We realized there was a gap in the market that we could fill. By late 2019, we decided to build a solution, and by 2020, Grey was born.



Q. How did the global pandemic influence the creation and early development of Grey?



A. We started building Grey properly in early 2020, January to be precise, and the pandemic became full-blown a few months later. The pandemic further exposed the inadequacy of the current payment options, especially for people in emerging markets like Nigeria. Apart from exposing those gaps, we also saw that the pandemic created a new market because many companies in the global West were getting more comfortable than ever with hiring people from these regions. The pandemic changed the attitude of employers and created space for our proposed market at the time to actually grow.



Q. Grey&#8217;s mission is to make life easier for digital nomads and remote workers. How do you see this mission evolving in the next five years?



A. I like to say that it’s still the early days for us at Grey, as there’s so much we want to do for remote workers and freelancers. When we started the mission, we focused on one or two countries. But in the last few weeks, we have expanded our reach to serve other customers across Latin America and Southeast Asia. So, in the next couple of years, the first thing, mission-wise, is expanding this reach some more. There are still a lot of customers and countries that are emerging markets that we can serve in the coming years. Still, within our mission, payment is very broad, and people say that payment has still not been permanently fixed, especially in places in Africa and the Middle East. We are experiencing that firsthand while trying to build this solution. And I think that something we’re willing to do to achieve this is to build infrastructure in certain markets. Because in our target market, you just realize that there are inadequate infrastructure options for you to serve the market with and that is something that we need to do to actualize our mission.



Q. In what ways does Grey go beyond just facilitating payments to truly make a



difference in the lives of remote workers in developing economies?



A. <a href="https://grey.co/about">At Grey</a>, we are not just concerned with receiving and sending payment. We like to see ourselves as part of our customers’ entire journey. From when they get the job to receiving their paycheck, to how they want to spend, budget, save, build wealth, and send money. These are the things that influence the initiatives and product features we are rolling out for customers. So, we aren’t just sticking to sending and receiving payment. For instance, last year, we rolled out an expense tracking feature where our customers can get insight into what they spend and how they spend. Later this year, we intend to roll out a new feature that enables customers to save and earn interest. So, we don’t just want to be part of the first and last phases of our customers’ financial journey. Beyond that, we also try to build partnerships to improve the lives of remote workers and digital nomads outside of payments. We have partnerships we rolled out in the last couple of months that give them access to affordable health and travel insurance because they’re always on the move.



Q. What were some of the biggest challenges you faced in the early stages of Grey, especially concerning financial regulations in different countries?



A. When you start out with fintechs, there is a huge possibility that you will not be able to acquire everything you need from day one. So, one of our approaches was partnering with licensed entities before we went ahead and applied for certain licenses and money service business registrations across multiple countries. Compliance is a continuous thing, not a one-off. We had to figure out the market and how we would position ourselves, compliance and regulatory-wise, to further expand our services, and so far, so good; that is going well for us.



Q. How does Grey address the specific challenges of currency exchange and transfer fees for remote workers in emerging markets?



A. So, on average, banks charge you 3% to 5% for currency exchange. Then, if you look at international payments as a whole, including transfer fees, that might rack up to over 6%; in places like Africa, it’s about over 7%. So, we took an approach that made us very fundamentally different from banks. We provide offshore accounts, so if you are trying to receive payment from the US, we are giving you a US bank account, and doing that means that the sender is paying you via their local payment scheme, ACH, for instance. So, if it’s paid from ACH to ACH, the fees are not as high as if you were to receive payments in a local account in Africa. That’s one of the things we do to ensure we reduce the cost of sending and receiving money. So, we’re optimizing for payment schemes across these regions. Also, if our users want to send money across borders, since we’ve partnered with different local payment players in different regions, we are able to offer this service at a good speed and an affordable cost. Through these partnerships, we’ve been able to drive down the cost on average from previously over 6% to somewhere around less than 2%.



Q. Are there any upcoming technological innovations or features that Grey plans to introduce to further support remote workers and digital nomads?



A. Yes, we want to roll out a couple of features in the next few months. One of them is savings, which I mentioned earlier. We are trying to enable our customers to earn an interest on their money. This has been one of the major requests from the customers for over a year now. Something customers have also requested a lot is physical cards for transactions. These are some of several features we plan to roll out soon.



Q. How important are partnerships for Grey’s growth, and can you highlight any key collaborations that have significantly contributed to your success?



A. Partnerships are crucial to Grey’s growth. Initially, we collaborated with parent businesses to launch, and since then, we&#8217;ve teamed up with like-minded companies. For example, <a href="https://grey.co/blog/grey-partners-with-payments-company-cellulant-for-east-africa-expansion">partnering with Cellulant</a> accelerated our entry into East Africa. We also worked with Moringa School to provide tech education to future remote workers, aligning with our mission and allowing us to grow quickly and effectively.



Q. What qualities do you look for in potential partners, and how do these partnerships align with Grey’s mission and goals?



A. The major thing we look for in partnerships is an alignment of goals. Case in point: Cellulant. They aim to provide payment solutions, which align with our goal of making it easy for remote workers and digital nomads to live and work in the modern world. One of the core requirements for that is payment.



Look at Moringa School and Insured Nomads as case studies. These examples show that we are all on the same mission. Connecting with them felt like an absolute no-brainer because we are aligned. So, the major thing here is alignment.



Q. What opportunities do you see for Grey to expand its services or enter new markets in the coming years?



A. When we started this company, we were focused on just a few countries, and now, we have opened up to 10 countries. So definitely, we are looking to expand the number of countries we will be able to serve and deepen our market penetration in <a href="https://grey.co/blog/grey-is-available-in-six-new-countries-including-latam-and-southeast-asia">these countries</a>, particularly in Asia, Latin America, and Africa. These are the core markets we want to serve. In the next couple of years, apart from just expanding to more countries within this region, we want to cover a lot of markets here.



Q. What advice would you give to entrepreneurs looking to start a fintech company focused on financial inclusion and serving emerging markets?



A. Well, I think there are still many opportunities in fintech. It isn’t just about what we are building here. So, for upcoming entrepreneurs, if you are convinced about what you are doing and there is a market for it, then go for it! Build an MVP, launch as soon as possible, try to get partnerships to propel your growth, and move fast! So, I&#8217;m saying&#8230; just launch!



Q. How do you stay motivated and inspired as a leader in the fintech industry, and what keeps you passionate about Grey’s mission?



A. If you asked me before 2020 or 2019 if I wanted to be an entrepreneur, I would have definitely said no. But now, because I am solving a personal pain point, my motivation may differ from what you would typically see with other startup founders. So, this alone gives me a natural motivation every morning when I wake up because this is personal to me, and I’m focused on this segment of customers in the market. Also, seeing the success of it so far is very motivating. When we hear people talk about our products, services, and how good they have been, it also fuels the desire to continue. You could walk on the road and stumble on people speaking about Grey, and it is really pleasant.



Q. How has your background and personal journey influenced your approach to



leading?



A. I had the opportunity to work at three different fintech startups before founding Grey: Busha Digital Limited, Yellow Card, and Paystack. These experiences spanned various stages of startup development, providing valuable insights. At Busha, I was the first engineer and was involved in the intense early stages, working closely with the founders. Yellow Card, which I joined at the seed stage, had a product but no mobile app, and I led the development of the app, which served over 10 countries. Paystack, on the other hand, was more mature when I joined, giving me exposure to a more developed startup environment. Each experience offered unique leadership lessons tailored to the startup&#8217;s life cycle, which has been instrumental in building and positioning Grey. My diverse background across these stages has thoroughly prepared me for this role.



Q. What are some of the most valuable lessons you’ve learned as the CEO of Grey, and how have they shaped your leadership style?



A. I think the most important lesson, and this is for all startups, is ‘speed’. One advantage a startup has over other incumbents they want to ‘disrupt’ is speed because if you are doing things at the same pace as the incumbents, then how are you really different? How are you going to disrupt them? What works for them also most likely would not work out for you, so you have to be able to find different unique ways of getting things out. And so, I think startups should continually optimize for speed, and I think that has influenced my leadership style. Nonetheless, sometimes you need to put the brakes on because, with financial services, it’s a lot more tricky because of regulations. But generally, I think people should optimize for speed, and that’s what we do over here.

PNG image (1)

Disrupting Fintech And Empowering Digital Nomads Worldwide

Rwanda has once again demonstrated its commitment to business excellence, achieving impressive results in the newly-launched World Bank Business Ready (B-READY) Report unveiled today, solidifying its position as a leading investment destination in Africa.



The first edition of B-READY assessed the business environments of 50 global economies, focusing on three pillars – regulatory frameworks, public service delivery, and operational efficiency, and has 10 indicators, which include Business Entry, Business Location, Utility Services (water, electricity, and internet), Labour Force, Financial Services (access), International Trade, Taxation, Disputes Resolution, Market Competition (Public Procurement), and Business Insolvency.


<div class="wp-block-image">
<figure class="aligncenter size-large is-resized"><img loading="lazy" decoding="async" width="1024" height="683" src="https://cms.forbesafrica.com/wp-content/uploads/2024/10/B-Ready-2-1024x683.jpeg" alt="" class="wp-image-63470" style="width:570px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/10/B-Ready-2-1024x683.jpeg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/B-Ready-2-300x200.jpeg 300w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/B-Ready-2-768x512.jpeg 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/B-Ready-2-1536x1024.jpeg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/B-Ready-2.jpeg 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure></div>


Rwanda is among the top performers in several key areas, demonstrating the country’s sustained drive to enhance its business environment and foster a welcoming climate for investors. In the 2024 B-READY Report, Rwanda achieved the following scores:



<ul class="wp-block-list">
<li>81.31 in Operational Efficiency (3rd globally)</li>



<li>67.37 in Public Services (8th globally)</li>



<li>70.35 in Regulatory Framework (17th globally)</li>
</ul>



These scores position Rwanda as one of the top-performing countries globally, and the top performing country in sub-Saharan Africa.&nbsp;



Key Highlights of Rwanda’s Performance:&nbsp;



<ol start="1" class="wp-block-list">
<li>Operational Efficiency: Rwanda remains one of the fastest countries in Africa and globally for company registration. This efficiency stands in contrast to global averages of 32 days for domestic firms and 39 days for foreign firms, reinforcing Rwanda’s position as a regional leader in ease of doing business.</li>



<li>Public Services: Rwanda’s digitization of public services has been a key driver of its strong performance. Systems like the Integrated Electronic Case Management System (IECMS) for the judiciary and the e-titles system for land services have streamlined processes, reducing both the time and cost of doing business. These innovations play a vital role in enhancing the overall business environment.</li>



<li>Regulatory Framework: Rwanda’s legal reforms continue to enhance its global competitiveness. Recent legislative efforts, including the 2021 Investment Promotion Law, the Company Law, and the Insolvency Law, have created a more business-friendly regulatory environment. Additionally, Rwanda’s commercial courts and streamlined processes for business registration and dispute resolution set benchmarks for the region.</li>



<li>Environmental Sustainability: The B-READY report highlights Rwanda’s leadership in integrating environmental sustainability into its business practices. Initiatives such as e-mobility and renewable energy demonstrate the country’s commitment to a green economy, positioning Rwanda as a leader in sustainable development across Africa.</li>
</ol>



Rwanda’s Strategic Reforms:



Rwanda’s success in the B-READY report is attributed to its long-term reform strategy, which began in 2008 with the creation of the Rwanda Development Board (RDB). Over the years, Rwanda has focused on administrative, legal, and digital reforms to enhance the business environment, attract foreign direct investment (FDI), and drive economic growth.


<div class="wp-block-image">
<figure class="aligncenter size-large is-resized"><img loading="lazy" decoding="async" width="1024" height="745" src="https://cms.forbesafrica.com/wp-content/uploads/2024/10/B-Ready-3-1024x745.jpeg" alt="" class="wp-image-63469" style="width:520px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/10/B-Ready-3-1024x745.jpeg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/B-Ready-3-300x218.jpeg 300w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/B-Ready-3-768x558.jpeg 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/B-Ready-3-1536x1117.jpeg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/B-Ready-3.jpeg 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure></div>


Key reforms include:



<ul class="wp-block-list">
<li>Free online business registration</li>



<li>Automated tax filing and payments</li>



<li>One-stop centre services for business permits and licences</li>



<li>Support for foreign ownership and ease of profit repatriation</li>



<li>Electronic Integrated Case Management System</li>
</ul>



Rwanda’s holistic approach to reform also prioritizes good governance, macroeconomic stability, and anti-corruption measures, all of which have contributed to its favorable rankings in the B-READY report.



Looking Ahead:



As Rwanda builds on these achievements, efforts are underway to further improve the business environment. Ongoing initiatives include the digitization of the One Stop Center, upgrades to business and mortgage registration systems, and the integration of trade services under a Single Transaction Portal.



Francis Gatare, CEO of the Rwanda Development Board, commented: “Rwanda’s performance in the B-READY report reflects our unwavering commitment to creating a conducive environment for private sector growth and investment. These reforms are the foundation of our socioeconomic transformation, and we will continue to prioritise innovation, sustainability, and efficiency to attract investment and grow the private sector.”&nbsp;



Download the World Bank Business Ready 2024 (B-READY) Report&nbsp;<a href="about:blank">here</a>.



About the B-READY Report:



The inaugural World Bank Business Ready (B-READY) Report assesses the regulatory environments, public service delivery, and operational efficiency of 50 economies globally. The report also incorporates an environmental sustainability assessment, making it a comprehensive tool for guiding policy reforms and fostering economic development. The 2025 report will assess more than 100 economies and in 2026, the coverage will expand to about 180 economies.



About the Rwanda Development Board:



The Rwanda Development Board (RDB) is a government agency in Rwanda with a vision to transform Rwanda into a dynamic global hub for business, investment, and innovation. Its mission is to fast-track economic development in Rwanda by enabling private sector growth. Learn more about the Rwanda Development Board at&nbsp;<a href="about:blank">www.rdb.rw</a>&nbsp;

B-Ready 1

Rwanda Among Top Global Performers In Inaugural World Bank B-READY Report

&nbsp;&nbsp;&nbsp;&nbsp; <a href="https://mastercardfdn.org/">The Mastercard Foundation</a> is expanding its long-standing partnerships with the <a href="https://camfed.org/">Campaign for Female Education </a>(CAMFED) and the <a href="https://fawe.org/">Forum for African Women Educationalists</a> (FAWE) to support over 70,400 young women and girls facing the most significant financial and social barriers to education and building a livelihood. These initiatives are expected to benefit 3.3 million young women and men.


<div class="wp-block-image">
<figure class="alignleft size-large is-resized"><img loading="lazy" decoding="async" width="1024" height="683" src="https://cms.forbesafrica.com/wp-content/uploads/2024/10/The-partnership-between-the-Mastercard-Foundation-CAMFED-and-FAWE-1024x683.jpg" alt="" class="wp-image-63317" style="width:490px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/10/The-partnership-between-the-Mastercard-Foundation-CAMFED-and-FAWE-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/The-partnership-between-the-Mastercard-Foundation-CAMFED-and-FAWE-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/The-partnership-between-the-Mastercard-Foundation-CAMFED-and-FAWE-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/The-partnership-between-the-Mastercard-Foundation-CAMFED-and-FAWE-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/The-partnership-between-the-Mastercard-Foundation-CAMFED-and-FAWE-2048x1365.jpg 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">The partnership between the Mastercard Foundation, CAMFED and FAWE</figcaption></figure></div>


The Mastercard Foundation will support young women in their pathways through education, entrepreneurship or entering the world of work with an additional $360 million investment over the next seven years.



The investment for CAMFED over the next six years will support the transition of 62,000 girls in Tanzania, Zambia, Zimbabwe, Ghana, and Malawi into secondary and tertiary education, employment, and entrepreneurship while partnering to improve education systems for millions of young people.



The extended seven-year FAWE and Mastercard Foundation partnership will bolster access to tertiary education, post-secondary technical vocational and educational training (TVET), and job opportunities for over 10,500 young people, primarily in Uganda, Rwanda, Zambia, Ethiopia, Malawi, Ghana, Liberia, Tanzania, Zimbabwe, and Senegal.



The program includes bursaries for participants starting new businesses or innovating within existing businesses. The expanded partnership will increase the number of post-secondary school programs supported by FAWE to over 500 accredited tertiary institutions in Africa, benefiting an estimated 1.2 million young women.



<a></a>“We’re incredibly proud to deepen our collaboration with CAMFED and FAWE, building on years of shared commitment to supporting girls across Africa to complete their education and gain the skills they need to become transformative changemakers within their communities,” says Tina Muparadzi, Executive Director of Education And Transitions at the Mastercard Foundation.


<div class="wp-block-image">
<figure class="alignright size-large is-resized"><img loading="lazy" decoding="async" width="1024" height="683" src="https://cms.forbesafrica.com/wp-content/uploads/2024/10/Conversation-with-a-Mastercard-Foundation-Scholars-Program-Alumni-1024x683.jpg" alt="" class="wp-image-63314" style="width:568px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/10/Conversation-with-a-Mastercard-Foundation-Scholars-Program-Alumni-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Conversation-with-a-Mastercard-Foundation-Scholars-Program-Alumni-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Conversation-with-a-Mastercard-Foundation-Scholars-Program-Alumni-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Conversation-with-a-Mastercard-Foundation-Scholars-Program-Alumni-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Conversation-with-a-Mastercard-Foundation-Scholars-Program-Alumni-2048x1365.jpg 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">Conversation with a Mastercard Foundation Scholars Program Alumni</figcaption></figure></div>


“Currently contributing just 11% of Africa’s GDP, the continent’s young women have huge potential to drive its economic transition. We believe this partnership will be pivotal in establishing the inclusive and equitable environment required to fully unlock this opportunity, enabling the most vulnerable and underserved girls in society to thrive.”



This partnership expands more than a decade of collaboration between the Mastercard Foundation and CAMFED, which have worked together to improve access to secondary and higher education for over 35,000 young women facing the highest financial and social barriers. It has also created opportunities for a further 35,000 young women to access dignified and fulfilling work.



Reflecting on this continued partnership, Angeline Murimirwa, CEO, CAMFED, says, “CAMFED is thrilled to embark on the next phase of our long-standing collaboration with the Mastercard Foundation.”



“This investment supercharges our ambitious vision for 2030 as we support millions more girls in rural Africa to thrive in secondary school, graduate into secure livelihoods and leadership, and in turn, mentor and support the next generation, multiplying partner investment. With the commitment of every member of our global movement, we can transform education systems and economies across Africa, driving progress towards the Sustainable Development Goals.”



<a>The Foundation launched its partnership with FAWE in 2013 as part of the Mastercard Foundation Scholars Program. The partnership was established to provide 1,200 secondary education scholarships for girls in Rwanda and 600 girls in Ethiopia.</a>



Since then, over 70% of the Mastercard Foundation Scholars have transitioned into tertiary education, and 300 enterprises have been established through the Mastercard Foundation Scholars Entrepreneurship Fund.


<div class="wp-block-image">
<figure class="aligncenter size-large is-resized"><img loading="lazy" decoding="async" width="1024" height="683" src="https://cms.forbesafrica.com/wp-content/uploads/2024/10/A-Ministerial-Panel-Discussion-on-Girls-Inclusion-in-Education-1024x683.jpg" alt="" class="wp-image-63315" style="width:566px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/10/A-Ministerial-Panel-Discussion-on-Girls-Inclusion-in-Education-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/A-Ministerial-Panel-Discussion-on-Girls-Inclusion-in-Education-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/A-Ministerial-Panel-Discussion-on-Girls-Inclusion-in-Education-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/A-Ministerial-Panel-Discussion-on-Girls-Inclusion-in-Education-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/A-Ministerial-Panel-Discussion-on-Girls-Inclusion-in-Education-2048x1365.jpg 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">A Ministerial Panel Discussion on Girls&#8217; Inclusion in Education</figcaption></figure></div>


Martha Muhwezi, Executive Director of FAWE Africa, underscored the importance of continuing this work.



“This collaboration reaffirms FAWE’s shared vision with the Foundation’s Young African Works strategy and the Africa Union strategy for employment of the youth. We are particularly thrilled to see this program expand from three countries to 10, a clear testament of its impact and potential.”



“We are confident, with support from partners such as the Foundation, we will scale to reach all our 34 chapters across Africa. Education, skills development, and leadership will remain our priority to prepare the current generation to lead, innovate, and drive positive change across the continent.”



These partnerships with CAMFED and FAWE will significantly accelerate the Mastercard Foundation’s Young Africa Works strategy, which aims to enable 30 million young Africans, especially girls, to access dignified and fulfilling work by 2030.

Fireside Chat; Building Resilient Learning Systems

Accelerating Education And Job Creation for Over 70,000 Young Africans

Tackling systemic barriers towards the participation of young women in Africa’s workforce will drive an estimated $287 billion to its economy by 2030, boosting GDP by 5%, a new report commissioned by the Mastercard Foundation reveals.


<div class="wp-block-image">
<figure class="aligncenter size-large is-resized"><img loading="lazy" decoding="async" width="1024" height="683" src="https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-2-Empowering-young-women-and-transforming-Africa-1024x683.jpg" alt="" class="wp-image-63235" style="width:644px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-2-Empowering-young-women-and-transforming-Africa-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-2-Empowering-young-women-and-transforming-Africa-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-2-Empowering-young-women-and-transforming-Africa-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-2-Empowering-young-women-and-transforming-Africa-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-2-Empowering-young-women-and-transforming-Africa-2048x1365.jpg 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">Empowering young women and transforming Africa</figcaption></figure></div>


Conducted in collaboration with <a href="https://www.mckinsey.com/">McKinsey &amp; Company</a>, the study reinforces the crucial role of women’s economic empowerment in driving the continent into a new era of transformational growth.



The report, <a href="https://mastercardfdn.org/report/young-women-in-africa-agents-of-economic-growth-and-transformation-by-2030/">Young Women in Africa: Agents of Economic Growth and Transformation By 2030 &#8211; Mastercard Foundation</a>, outlines a series of immediate, actionable solutions for government, private sector, and civil society to reverse the steep decline of young women’s contribution to Africa’s GDP from 18% in 2000 to just 11% in 2022. &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;



The most pivotal areas to tackle include care burdens that restrict women’s access to the labor market, poor education completion rates, the need to bolster competitive skills in key sectors and adopt gender-inclusive employment policies, and lack of access to financial services.


<div class="wp-block-image">
<figure class="aligncenter size-large is-resized"><img loading="lazy" decoding="async" width="1024" height="683" src="https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-4-Marieme-Esther-Dassanou-Director-of-Gender-Programs-Mastercard-Foundation-1024x683.jpg" alt="" class="wp-image-63236" style="width:742px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-4-Marieme-Esther-Dassanou-Director-of-Gender-Programs-Mastercard-Foundation-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-4-Marieme-Esther-Dassanou-Director-of-Gender-Programs-Mastercard-Foundation-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-4-Marieme-Esther-Dassanou-Director-of-Gender-Programs-Mastercard-Foundation-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-4-Marieme-Esther-Dassanou-Director-of-Gender-Programs-Mastercard-Foundation-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-4-Marieme-Esther-Dassanou-Director-of-Gender-Programs-Mastercard-Foundation-2048x1365.jpg 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">Marieme Esther Dassanou, Director of Gender Programs, Mastercard Foundation</figcaption></figure></div>


The report notes that effective private sector-led approaches and government-funded models focused on expanding childcare centers and employer-provided childcare can alleviate the burden of care on young women and create over 11 million jobs by 2030.



With agriculture, education, food and accommodation, trade, wholesale, and retail sectors among Africa’s highest employers of young women, the Foundation advocates for the roll-out of apprenticeships and boot camps to accelerate women’s participation in these high-growth areas. The ICT sector is also identified as a leading industry to catalyze substantial productivity, boasting a higher rate of remuneration for women compared to men in Nigeria, Ghana and Uganda.



The study spotlights Namibia as a key model for other African nations to follow in prioritizing the economic benefits of gender equality, having increased women’s economic participation from 40% to 42% in just five years. Egypt, the Democratic Republic of the Congo, Ethiopia, Kenya, Mali, Nigeria, Rwanda, Senegal, Tanzania, and Uganda have the potential to achieve the fastest growth should they replicate Namibia’s strategy.


<div class="wp-block-image">
<figure class="aligncenter size-large is-resized"><img loading="lazy" decoding="async" width="1024" height="683" src="https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-3-Winnie-Byanyima-Executive-Director-of-UNAIDS-1024x683.jpg" alt="" class="wp-image-63237" style="width:613px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-3-Winnie-Byanyima-Executive-Director-of-UNAIDS-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-3-Winnie-Byanyima-Executive-Director-of-UNAIDS-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-3-Winnie-Byanyima-Executive-Director-of-UNAIDS-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-3-Winnie-Byanyima-Executive-Director-of-UNAIDS-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/Mastercard-Foundation-Gender-3-Winnie-Byanyima-Executive-Director-of-UNAIDS-2048x1365.jpg 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">Winnie Byanyima, Executive Director of UNAIDS</figcaption></figure></div>


Speaking on the launch of the report, Marieme Esther Dassanou, Director, Gender Programs at the Mastercard Foundation, says: “Empowering young women in Africa is both an economic imperative and a transformative opportunity for the continent.”



“By addressing systemic barriers, enhancing skills, and fostering gender-inclusive policies, we can unlock $287 billion in additional GDP by 2030. We need to create environments where women can succeed as employees and entrepreneurs, ensuring Africa’s growth will be inclusive, sustainable, and driven by the full potential of its young women’s population.”



<a></a>Women’s unemployment rates have historically been higher than those of men, a disparity further exacerbated by the Covid-19 pandemic. Only 26% of girls complete secondary school, and the high burden of unpaid care work keeps 35-40% of women out of the workforce.



Furthermore, financial inclusion remains a significant challenge, with 63% of African women being unbanked compared to 52% of men.



The Foundation also plans to expand successful programs aimed at transforming the educational landscape for women and girls. Over the next seven years, the Foundation will scale its long-standing partnerships with Campaign for Female Education (CAMFED) and <a href="https://fawe.org/">Forum for African Women Educationalists</a> (FAWE) with $360 million to support more than 70,400 young women and girls in completing their education journeys, starting their own businesses, or accessing employment opportunities.



The report findings informed the Mastercard Foundation’s sideline event, Invincible: Empowering Women, Transforming Africa at the <a href="https://www.un.org/en/ga/">79th Session of the United Nations General Assembly (UNGA 79)</a><a href="https://www.un.org/en/ga/"> </a>on September 22, 2024, at the Millenium Hilton New York, One UN Plaza Hotel in the U.S. Held in collaboration with ALADI &#8211; African Leadership and Dialogue Institute, the event spotlighted the unrivalled impact of young African women in driving economic transformation and proposed bold strategies to bolster their access to critical and affordable finance.



To download the full report, please click <a href="https://mastercardfdn.org/report/young-women-in-africa-agents-of-economic-growth-and-transformation-by-2030/">here</a>.

Mastercard Foundation Gender 1 – Engaging discussions at the Invincible event

Gender Parity Will Unlock $287 Billion For Africa’s Economy By 2030

As a care innovator, gender equity expert and Founder &amp; CEO of Mother Honestly Group Inc., Blessing Oyeleye Adesiyan is on a global mission to close the care gap for families, workplaces, and economies. In this Q&amp;A, she shares her insights on the care economy, strategies to support working women, and how collaboration between governments, businesses and communities can make a difference.



Q. Your work focuses heavily on the care economy and its impact on women’s economic power. Can you share the inspiration behind your organization, Mother Honestly, and how it addresses the unique challenges faced by working women, particularly in balancing career and caregiving responsibilities?



A. I entered corporate America at 23 as a young mother, juggling a budding career with the demands of caregiving. While my peers focused on climbing the corporate ladder, I navigated late-night baby research, childcare challenges, and the pressure of balancing personal and professional ambitions. Mother Honestly (MH) was born from my experiences in my previous corporate jobs, where I spent over a decade advocating for better parental leave, affordable childcare, and inclusive workplace policies. During this time, especially while breastfeeding my second child, I faced the anxiety and isolation familiar to many mothers. I founded MH to provide working women and families with the tools, resources, and community to thrive in both their careers and caregiving. We&#8217;ve expanded to reach over 30 million families globally, closing the care gap through initiatives like The Care Gap, Caring Africa, and Caring Blocks. MH is reshaping the care economy by advocating for equitable solutions that allow women to pursue their ambitions without sacrificing wellbeing.



Q. What are some of the most pressing policy or structural changes needed to ensure that care work is recognized in both corporate and community settings? And what advice would you give business leaders and policymakers on this topic?



A. Care work is vital to both the economy and society, yet it remains undervalued. How do we address this?. 1. Strengthening paid leave — whether for parental, caregiving, or eldercare — will ease the caregiving burden on women and help them fully engage in the workforce. 2. Affordable, accessible childcare should be prioritized through collaboration between employers and governments, particularly in underserved areas. 3. Corporate performance metrics should recognize caregiving as part of an employee’s experience, offering flexible schedules without penalizing career growth. And finally, greater investment in the care economy is needed, including fair wages and proper training for caregivers in childcare and eldercare. Lastly, creating a culture that values and normalizes caregiving responsibilities, especially among men, fosters an equitable and productive workforce. By recognizing care work and sharing responsibilities, we can promote gender equality, empower families, and strengthen the overall economy.



Q. In some African countries, women can spend up to 20% of their time in unpaid care work compared to a maximum of 8% for men. What is your view on male allyship as you work to address the challenges posed by paid and unpaid care work?



A. The disparity in unpaid care work, with women spending up to 20% of their time on it compared to 8% for men in some African countries, calls for a shift in how we view care responsibilities. Men must fully embrace caregiving, not just as allies but as equal participants. Care is a universal responsibility, and when men take on caregiving roles — whether raising children, managing households, or caring for elders — it promotes a more balanced society. This also empowers women to engage more fully in the workforce, boosting economic growth. Shared caregiving strengthens family bonds and challenges traditional gender norms, fostering greater equality. Employers and policymakers must support this shift with gender-neutral parental leave, flexible work, and workplace cultures that value caregiving. By fully engaging in care, men not only support women but also contribute meaningfully to society’s advancement and wellbeing.



Q. Can you share examples of innovative strategies or programs that have proven most effective in addressing the care gap, and how these strategies are advancing women’s economic power and leadership?



A. At Mother Honestly (MH), we’ve developed innovative strategies to address the care gap and empower women’s leadership. Our Caring Blocks platform helps families hire and retain domestic workers while ensuring fair wages and benefits for caregivers, providing stability for women in caregiving roles. We also offer gender-neutral care packages for new parents, supporting both mothers and fathers in balancing work and caregiving. Additionally, MH advocates for corporate care policies such as extended paid leave, flexible work, and on-site childcare to help women advance in their careers without sacrificing family responsibilities. Our global care coalition unites governments, businesses, and communities to promote shared caregiving responsibilities and reshape the care economy. These initiatives are closing the care gap and empowering women as leaders in the workforce and beyond.



Q. Looking ahead, what is your vision for the care economy in Africa? How can collaboration between governments, businesses, and communities help accelerate progress toward greater economic power for women?



A. My vision for the care economy in Africa is one where care work is fully recognized, valued, and equitably shared, allowing women to exercise their economic power without being constrained by unequal caregiving responsibilities. To achieve this, collaboration between governments, businesses, and communities is essential. Governments should implement gender-neutral parental leave, invest in affordable childcare, and formalize the care sector with fair wages and protections. Businesses must create family-friendly policies like flexible work, subsidized child care, and normalized parental leave for all employees. Communities should drive cultural change, challenging gender norms and promoting shared caregiving. Collaboration between these sectors will create a robust support system that empowers women and promotes gender equality, unlocking Africa’s full economic potential. By elevating care work, Africa can achieve greater gender equality and economic prosperity.

Blessing Landscape

An Entrepreneur’s Vision For The Care Economy In Africa

Africa’s youthful energy is driving economic and social progress with its innovative ideas and entrepreneurial drive.



With 40% of the population under the age of fifteen, and another 100 million children expected by 2050, Africa is projected to have the youngest and largest workforce globally by 2035. This presents the continent, and the world, with an unprecedented opportunity to increase food security, improve health, heal our planet, and create jobs. But it hinges on a critical factor: harnessing the full energy and talents of young women and girls across Africa.



The Mastercard Foundation’s new report, Young Women in Africa: Agents of Economic Growth and Transformation by 2030, forecasts that accelerating young women’s economic productivity can unlock an estimated $287 billion in economic value in Africa—equivalent to a 5% increase in GDP —and create 23 million jobs on the continent by 2030. What would it take to achieve this? Several factors – first and foremost, we must ensure that girls and young women have access to education and stay in school.



Right now, 34 million adolescent girls of secondary school age are not in school. Only 26% of young women in Sub-Saharan Africa complete secondary education. About 8% are enrolled in tertiary education. This translates into staggering losses in life-time productivity and earnings equivalent to a $10 billion loss in GDP across the continent.



The Mastercard Foundation is guided by our vision of a world where everyone has the opportunity to learn and prosper. We have worked with extraordinary organizations over the past decade to support girls’ education and increase women’s participation in the workforce. Substantial progress has been made, thanks to the dedication and grassroots efforts of our partners.



To date, the Mastercard Foundation Scholars Program has enabled over 45,000 young women and men to access quality education and develop their leadership capabilities, working with more than 40 education partners.



Additionally, we work with young edtech entrepreneurs to deliver education via digital platforms to two million young people. About 70% of them are young women.



Much more remains to be done.



We are scaling successful programs to advance access to secondary education and improve post-secondary school pathways, including tertiary education, Technical and Vocational Education and Training (TVET) and work opportunities.



These will enable girls and young women to access and complete their education. Over the next seven years, the Foundation will significantly expand our long-standing partnerships with CAMFED and the Forum for African Women Educationalists (FAWE) with $360 million &#8211; to support over 70,400 young women and girls who live in economically-disadvantaged communities to complete their education, start their own businesses or access employment.



Take the example of Juliana: Born into a family of seven in the northeast region of Ghana, Juliana’s journey to becoming a qualified nurse was fraught with challenges. Her parents, who are farmers,



struggled to pay for her school fees and learning materials. Through our partnership with CAMFED, she completed her secondary education and went on to study nursing at Central University in Ghana.



Today, she not only serves her community as a Nursing Officer, but also leads a social enterprise, the Sumwaana Shea Butter Processing and Marketing Co-operative, which is providing employment for over 100 women in her region. Juliana is a powerful illustration of how access to education and support transforms lives and communities.



Working with CAMFED and FAWE, we will deepen our collaboration with ministries of education across 10 African countries, over 500 universities and tertiary institutions and more than 1,400 secondary schools, to ensure education systems are responsive to the needs of girls and young women.



Through these partnerships, we will continue to foster collaboration with government entities, schools, and community stakeholders to integrate important program components such as implementing re-entry policies for young mothers and promoting equitable allocation of education budgets. These programs will provide in-school mentorship to enable girls to access and complete secondary education.



Additionally, they provide opportunities for those who left school to transition to tertiary education. These systems-level initiatives are expected to reach close to three million young people.



Education is the bedrock for realizing and sustaining Africa’s economic growth. As you’ll see in our report, integrating women into the workforce and enabling them to succeed as employees and entrepreneurs requires more than education. We also need policies that ensure young women have access to affordable capital, land, equipment, as well as business networks and markets.



Importantly, we must understand and respect the unique roles many women play in their families and provide them with the right support. For example, many young mothers need affordable childcare options, transportation, and flexible work arrangements. This essential footing will enable them to pursue higher-paying jobs and entrepreneurial opportunities, driving both innovation and economic diversification.



At the UN General Assembly, we are convening leaders and practitioners who play an influential and impactful role in girls’ education and women’s economic empowerment in Africa. This exchange of ideas is focused on insights of successful programs and how they can be expanded.



The economic future of Africa depends on the empowerment of all young people, especially girls and young women playing a full and meaningful role. Through education, economic integration, and a shift in mindsets, we can build a future where every girl can learn and every woman can earn, lead, and thrive.



This is not just a vision; it is an imperative to create a prosperous and sustainable Africa.

RS5782_Reeta Roy Head Shot (1)

Educating Girls Generates Economic Transformation in Africa

The Zeepay story is a notable one given its foundations as a bootstrapped startup born in 2014.



Zeepay, an indigenous African brand, founded in Ghana in West Africa, has proven that technology has indeed democratized the world and accelerated globalization.



Although the fintech originated in Ghana, it has successfully expanded its footprint globally, becoming an African business success story in the 21st century. Zeepay has demonstrated that when fintech companies develop a robust strategy, international expansion becomes significantly more achievable.



Currently, the brand has mobile money licenses and approvals in six countries: Ghana, Côte d&#8217;Ivoire, Sierra Leone, The Gambia, Zambia, and Barbados in the Caribbean, with license applications pending in three African countries and three Caribbean markets. This enables the brand to stand tall alongside other global mobile money brands operating in Africa.



The key difference is that Zeepay is not only indigenous to Africa but also operates as a non-telco. In addition to the mobile money licenses mentioned above, Zeepay&#8217;s presence extends to over 20 markets on the continent, where it specializes in remittance termination.



Achieving this has not been an easy feat. It requires the leadership of founder, Andrew Takyi-Appiah, who has overcome numerous challenges and fierce competition to turn this vision into reality.



Approximately 10 years ago, Zeepay entered the market to bridge the cross-border payments gap and reduce the cost of remittances, which was on average 10-15% of the principal amount sent at that time. At inception, the brand&#8217;s mandate was to work with remittance service providers by enabling them to make payments directly into digital assets such as mobile money wallets, bank accounts, and cards (debit and prepaid), while providing market access for the varied money transfer operators across the value chain—traditional service providers, disruptors, and corridor specialists.



By doing so, it reduced the regulatory red tape and improved time to market. Subsequently, after having processed over $6.7 billion worth of transactions in volume over the last 10 years, the brand&#8217;s strategy is to expand its business model by converting all the current termination markets into mobile money opportunities, with the hope of becoming the largest mobile money operator in Africa by geography and, subsequently, by volume.



Zeepay is currently testing outbound payments in Ghana and Zambia, and positioning itself to support the fulfillment of the Africa free trade dream.



“In the medium term, my objective is to create one of Africa’s largest and most successful mobile money operations &#8211; meaning we will be fully licensed in over 20 countries,” says Takyi-Appiah, a product of the University of California, Los Angeles.



After successfully raising $17 million from Investisseurs &amp; Partenaires, Injaro, OikoCredit, and Africa50, and a follow-on round by Verdant Capital Hybrid Fund, the company is optimistic that investor confidence in the brand remains strong. Especially notable is the retention of the initial private equity investment, with follow-on funding by Investisseurs &amp; Partenaires with an additional $2 million.



Zeepay sees this as a strong testament to the brand’s promising growth trajectory.



Going forward, the fintech, over the next 18 months, anticipates completing an aggressive funding round in Series B, achieving Unicorn status, and implementing its expansion into Canada, the USA, and Europe.



It is also poised to increase its African market share and to grow its balance sheet from the current $58 million to $80 million, all while remaining a cross-border fintech giant, serving the global community.

Andrew-Forbes 1

Disruption, Destiny And A Calling: An African Fintech’s Plan To Extend Its Presence Globally

South African company ITHUBA on how it’s empowering women and fostering their growth as business leaders.



As South Africa recently concluded Women’s Month, we reflect on the historic march of over 20,000 women in 1956, a pivotal moment in our fight for women&#8217;s rights. This annual observance urges us to consider not only the progress made but also the ongoing struggle for women&#8217;s rightful place in our economy. True empowerment necessitates more than acknowledgment; it requires sustained commitment from all sectors of society.



Despite the Employment Equity Act of 1998 aimed at promoting equity, the reality remains stark. The 2022-2023 Commission for Employment Equity report reveals that women hold just 25.3% of top management positions in the private sector. With women representing 46% of South Africa’s economically active population, they occupy only 35% of board positions and 25% of executive roles in the Top 40 JSE-listed companies. These statistics highlight the slow progress in gender transformation.



At ITHUBA, we view these figures as a call to action. Our commitment to women’s empowerment is evident, with five out of our six executive team members being women. As a Black female leader, we understand the challenges posed by racial and gender discrimination, motivating our focus on elevating women into decision-making roles. Our flagship initiative, the ITHUBA Female Retailer Development Programme, has empowered over 100 women in townships to enhance their businesses and acquire vital business skills.



Through partnerships with institutions like Regenesys and the University of Johannesburg, we provide qualifications in Advanced Social Entrepreneurship. Additionally, our ITHUBA Scholarship Foundation and Graduate Programme focus on youth, especially young women, equipping them for leadership roles.



Our annual Enterprise and Supplier Development (ESD) Programme supports women-owned SMMEs, fostering their growth as business leaders.



Here is what some of our beneficiaries have to say about how the ITHUBA ESD Programme empowered them and contributed to the growth of their businesses.



Caroline Tshawe – Tarospace Branding



Q. How has the support from ITHUBA impacted your business and allowed it to grow?



A. ITHUBA provided me with funding and an opportunity to receive business training through a business incubation program. I was given the funding to secure a working space and purchase equipment for Tarospace, my printing and branding business. I used to outsource a lot of the services that my business offers, but now that we have our own equipment, we do not outsource anymore, and that has significantly improved our bottom-line. I have since hired more young people and women, and upskilled them through on-the-job training. I am no longer viewed as a middleman in the industry, but rather an expert supplier with capabilities and resources, just as my male counterparts.



Mummy Seopa – WOP Resources



Q. Can you share a specific success story or milestone that your business has achieved with the help of ITHUBA?



A. I used to run an informal business, selling food as a street vendor. Through ITHUBA’s support, I was able to formalize my business and register it, namely WOP Resources. ITHUBA opened their doors and offered me a space to operate a fully-equipped canteen that services ITHUBA and surrounding businesses. Not only am I running a canteen but also a catering business that caters for clients across all economical classes. Endorsed by ITHUBA, high-profile clients started trusting me with their catering needs. This was a direct result of being entrusted by a prestigious company such as ITHUBA, which endorsed my services.



I was also able to venture into cleaning services, and once again, ITHUBA was the first organization to employ our services at ITHUBA’s headquarters in Johannesburg.



Naledi Msibi – Greysun Media



Q. In your opinion, what role do women-owned businesses play in contributing to the economic empowerment of women in our country, and how does ITHUBA assist in this regard?



A. Our nurturing nature is our superpower. I have seen this even with ITHUBA’s CEO, Charmaine Mabuza, who is hands-on with the company’s CSI programs that uplift communities all around the country, be it in business, education or even housing. As a former ITHUBA employee myself, I have followed suit in paying it forward. Through Greysun Media, we have an active school-shoe drive program that donates school shoes at the beginning of each year to those who need it the most. We offer computer lessons to unemployed persons around Soweto to help upskill them with basic computer skills and improve their chances of employment. Recently, I have been able to assist a family member to move out of abusive domestic conditions. I was able to fund decent and comfortable accommodation for her and her daughter. Even though she is in her early 50s, she has a dream to become a phlebotomist, and we are busy with the necessary applications to make her dream come true; the course will be paid-for by Greysun Media. All of this is testament to the transformation that takes place when women are active in the economy.



Judy Shabangu – Juds Salon



Q. How do you think corporate South Africa can better support women-owned businesses to further advance economic equity?



A. Corporate South Africa can enhance support for women-owned businesses by offering more educational workshops. Many women face challenges in their ventures due to limited knowledge and funding. While talent and drive are essential, starting a business without sufficient capital is difficult. Increased collaborative events are needed to uplift women in the business sector and provide the necessary support for their success.

Landscape image for Forbes

An Advocate And Catalyst For The Growth Of Women-Owned Businesses

As a PhD student in Africa, I often find myself in enriching discussions with my classmates, who are both senior women and men in diverse fields. One afternoon, we found ourselves delving into the issue of the gender pay gap. &#8220;Motherhood is treated as a penalty,&#8221; remarked one colleague. “Even in global spaces, we must keep questioning pay equity,” added another. &#8220;Society has placed women low on the totem pole,&#8221; chimed in yet another. What started as a tea break conversation led to more conversations that showcased both the systemic and self-imposed barriers that exist when it comes to the topic on pay equity.



In our discussion, a senior professor once shared her journey of balancing motherhood and her career. She had to greatly reduce her working hours after her first child&#8217;s birth to manage family responsibilities. This decision, aimed at ensuring her family&#8217;s wellbeing, came at a high cost. &#8220;It&#8217;s not just about taking time off,&#8221; she explained, &#8220;it&#8217;s about the long-term impact on our careers and earnings.&#8221; A sentiment that resonated deeply with many in the group, underscoring the systemic barriers that women face.



A lot has been highlighted about gender pay gap, and much research has been done, yet the progress is slow, not because women do not ask for more or equitable pay, Women Do Ask!



The gender pay gap is a blatant symbol of the struggle for gender equality. It persists across industries, borders, and generations, and no country in the world has been able to successfully close it. The UN Women (2023) report ‘Why Women Earn Less? finds that women earn 21% less than men in the East and southern Africa region, with substantial variations across countries. This gap exists even after accounting for differences in education, seniority, work experience, and job type. This leads to lifetime income inequality between women and men.



A myriad of reasons explains why women earn less than men. Historically, women have been clustered into lower-paying fields, such as caregiving, education, and service industries, while men have dominated higher-paying sectors like technology and finance. Women also have fewer opportunities for leadership positions and career advancement. Discrimination, both overt and subtle, plays a critical role in the gender pay gap in the region. Deeply ingrained cultural norms and gender stereotypes underpin the pay gap, shaping educational choices, career aspirations, and workplace behavior, often reinforcing gender-based wage disparities.



The situation is even more dire for Black women, working in global settings, who face compounded challenges due to both gender and racial discrimination. Despite their qualifications and contributions, Black women are often underrepresented in leadership positions and overrepresented in lower-paying jobs. The gender pay gap is a measurable indicator of inequality between women and men, but when intersected with race, the disparities become even more pronounced. Black women earn significantly less than their White counterparts, and their opportunities for advancement are often limited by systemic biases.



None of this is new. A 2023 stakeholder analysis on women’s leadership in health, carried out by WomenLift Health and partners in North America, Europe, Nigeria, Kenya, Uganda, Rwanda, and India, highlights unequal pay as one of the universal barriers impacting women’s ability to advance to leadership positions in health. While equal pay for men and women has been widely endorsed, applying it in practice has been difficult. Achieving equal pay is an important milestone for gender equality, requiring the effort of the entire world community. The gender pay gap needs to be considered in the context of overall gender inequality. It is one of the more visible examples of structural gender discrimination stemming from the horizontal and vertical segmentation of labor forces. The greater participation of women in the labor market and their higher levels of education alone have proven to be insufficient to dismantle this segmentation.



The gender pay gap remains largely unexplained by traditional factors, such as education. Lack of equal pay for work of equal value is one of the &#8220;unexplained&#8221; drivers of the gender pay gap.



Proactive pay equity laws are necessary to ensure fair compensation for all workers. The ILO Equal Remuneration Convention, 1951 (No. 100), is one of the most highly ratified conventions, yet the gender pay gap persists. The World Economic Forum estimates it will take 202 years to close the global gender pay gap, based on the trend observed over the past 12 years.



Working hours and time out of the workforce are significant contributors to the gender pay gap. Women are more likely to work part-time and take career breaks to raise children or care for family members. These breaks often result in women falling behind in career advancement and remuneration. Even when women advance to higher-paying jobs in management, the gender pay gap is frequently found. To address these disparities, several proactive measures must be implemented. Promoting STEM studies for women can open doors to higher-paying jobs. The motherhood pay gap can be addressed through better work-life balance policies, such as affordable childcare, maternity, paternity, and parental leave, and family-friendly workplaces.



Eliminating the gender pay gap can provide incentives for more women to be economically active, advancing gender equality and creating a virtuous circle. Studies have linked increased labor participation rates of women with higher levels of GDP. The ILO estimates that reducing the gap in participation rates between men and women by 25% by the year 2025 could raise global GDP by 3.9%, or US$5.8 trillion.



Women Do Ask for salary increments, for promotions, for positions, and for a seat at the table. Yet, the systemic barriers and biases they face often hold them back.



The conversation with my peers awakened a collective resolve within us to keep pushing forward, to speak up more, and to ask for what we deserve. Such brave conversations are the foundation of the wins we seek in bridging the gender and racial pay gaps.

Lizz Op-Ed (Facebook Post)

Pay Disparities: Women Do Ask, But Are Often Not Heard

A new generation of writers, directors and technical crew is leading the charge to reshape how we tell and consume our own African stories across the MultiChoice Group platforms – and the storytelling charge is being led by women.



“The desire for homegrown content is increasing exponentially, audience consumption patterns are evolving and viewership behavior is changing,” says Nomsa Philiso, CEO: General Entertainment for MultiChoice Group. “Through our various initiatives, including the MultiChoice Talent Factory, we’re working hard to develop talent and meet the needs of our pan-African audiences”.



Philiso herself has extensive broadcast and media experience, spanning nearly three decades in media sales, channel and content management, technology project implementation and general management. Having worked her way to the top of the industry, empowering other women is an imperative for her. “Whether we’re working with MultiChoice Talent Factory graduates, young creatives or women who have been in the industry for years, the priority needs to be, at the very least, equality,” she says. “We have a powerful network of female producers, directors, commissioning editors, creators and technical people across the continent which is constantly growing – and it’s imperative to make sure that their voices are heard, because they have important things to say that deserve a space on the global stage”.



In her current role as the Executive Head of Content &amp; Channels, West Africa, at MultiChoice, Dr Busola Tejumola plays a pivotal role in shaping the storytelling and content deployment direction of the Africa Magic channels in Nigeria and Akwaaba Magic channel in Ghana. “I love bringing concepts, ideas and stories to life through collaborations, working with creatives with vast lived experiences and diverse perspectives,” she says. “I am passionate about creating content because it allows me to tell stories that resonate with audiences and have a meaningful impact. The opportunity to engage with viewers, spark conversations, and drive positive change through storytelling is what excites me the most.”



Encouraged by how MultiChoice’s work with producers across the continent continues to improve the quality and diversity of content, her wish for the African broadcasting industry is to see continued growth and innovation, with a focus on producing high-quality, diverse, and culturally relevant content that not only entertains, but also educates and inspires. “I hope to see a thriving ecosystem of African filmmakers, writers, directors, and actors creating high-quality content that continues to compete on a global scale. I hope to see more collaboration and investment in local talent and the expansion of African stories to the world,” she says.



In a career packed with highlights, Dr Tejumola names some recent achievements as wins. “Leading content strategy for acclaimed editions of Big Brother Naija, revitalizing the Africa Magic Brand (including the AMVCAs) with a strategic approach to content and channel development and the relaunch of Showmax – a pivotal project that set the stage for a new era of streaming in Nigeria are highlights for me,” she says. “What sets these projects apart is their impact on subscriber growth, ad revenue, audience engagement – and setting standards for impactful content in our African entertainment landscape. Being recognized among the Top 50 Women in Management by Forbes Afrique was also a great honor!”



Dr Tejumola believes that women in the film and television industry are not just breaking barriers. “We are leading the charge – in producing, directing, marketing and distribution – shaping narratives that resonate across cultures and generations. By embracing collaboration over competition, we foster a spirit of coopetition, where we elevate one another, creating a stronger, more representative industry,” she says.



Nicola van Niekerk, Head of Premium Content &amp; Co-Productions at M-Net, still gets a thrill out of creating ‘something from nothing’ when it comes to content. “From pitch concept to scripts, to posters to merchandise, to seeing people relating to characters as though they know them, it’s an incredibly



heartwarming process about the value chain and how we create content and capture the hearts of our people across Africa,” she says.



Van Niekerk cites true crime documentary Devilsdorp, Cape Flats-located drama series Spinners and murder mystery White Lies as her most-recent career highlights. “Devilsdorp is currently being seen around the world and it really put us at the top of the true crime drama list and has started a strong pipeline of documentaries,” she says. “Taking a story like Spinners, set in the Cape Flats in a South African dialect that nobody overseas has heard before – and winning all these accolades – is truly amazing. Seeing White Lies at number three on Stan in Australia is thrilling because it shows that people are enjoying seeing our local stories on a global stage”.



She says that there’s a misconception amongst women in film and television that there are less spaces for them at the top of the industry – but that’s not true. “The women who are there need to know that women need to be prioritized and that women need to help each other get there. Women in the industry are their own value chain and we need to work hard to help them every step of the way.”



Flavia Motsisi, Senior Manager: Scripted Series at MultiChoice, plays a major role in steering commissioning teams towards strategic business objectives and fostering innovation, helping shape the series’ portfolio across linear and streaming platforms. She is also a co-founder and former board member of Sisters Working in Film and Television (SWIFT), a non-profit organization that advocates for gender and race parity and intersectionality in the sector.



“Words cannot describe how fulfilling it is to follow a concept from inception to seeing it on a screen and watching the impact it can make on an audience – or an entire culture,” she says. “It is one of the most thrilling, challenging, exciting and satisfying journeys. What excites me the most about making content is being able to evoke emotions from the viewers, getting them invested in the stories and characters and connecting with the content pieces we work so hard to deliver.”



Speaking on her career highlights so far, she says that being part of the The River set the bar high because it received the International Emmy nomination early in her career. “We launched the first season of Gomora on the first Monday after President Cyril Ramaphosa announced the initial 21-day COVID lockdown. The show found its way into millions of South African households and became a source of entertainment and escape for the country.” Motsisi says that The Wife marked a monumental moment in the unveiling of Showmax’s scripted content slate as the most-watched show and captivated the nation, achieving record-breaking viewership and sparking endless conversations on social media.



Motsisi’s wish for our African broadcasting industry is for platforms to be open to hearing – and then telling – different types of stories and finding fresh voices to tell these stories. “African storytelling has a rich and vibrant tradition that holds immense cultural significance. There are many stories that are yet to be told and we have not even scraped the surface. The more voices are given opportunities; the more stories will be told; the more authentic stories are told; the better the industry becomes. This will inevitably create an affinity for and appreciation of our content for viewers locally and globally”.

BrandVoice Partner | Paid Program

FORBES AFRICA SOCIAL MEDIA