27 years of South African democracy and 27 years of Wiphold, which broke barriers and brought black South African women into the mainstream. FORBES AFRICA spoke to its co-founder and corporate leader Louisa Mojela, also about her new doctorate degree and what’s limiting female entrepreneurs.



Just as South Africa is set to observe Freedom Day on April 27, we look at Wiphold or the Women Investment Portfolio Holdings, one of the country’s best-known first generation empowerment companies owned and led by women.



Founded just weeks before a free South Africa was emerging from the dark shadows of the apartheid in 1994, it gave financial power to grassroots black South African women, driving broad-based economic empowerment, and among other milestones, it also became the first women-only empowerment company to list on the Johannesburg Stock Exchange in 1999.



One of South Africa&#8217;s most accomplished leaders in business, Louisa Mojela, the Group CEO and co-founder of Wiphold, was recently awarded a doctorate degree by the faculty of economic and management sciences at Stellenbosch University in Cape Town for her leadership in establishing platforms to empower women in Africa.



In this interview with FORBES AFRICA, she shares some “transformative and impactful” anecdotes on the beginnings of Wiphold, which she started as part of the ‘Wip Four’ including Gloria Serobe, Wendy Luhabe and Nomhle Canca – and how it has stayed the course.



One of the main focus areas for the company currently is agriculture.



“We have incorporated that sector into our strategy and encourage our women shareholders that we support them in attaining the dream of food security,” says Mojela, who also graced the cover of FORBES WOMAN AFRICA in 2014.



Mojela also founded Bophelo BioScience &amp; Wellness in 2018 in Lesotho (focusing on medicinal cannabis), and is now creating new social and transformational development opportunities in the growing cannabis sector.



In this interview, she also speaks about the future of women’s entrepreneurship on the African continent. “To the women, I say, turn obstacles into opportunities. Success is never easy, it’s a long road.”



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</div><figcaption>Edited by Chanel Retief</figcaption></figure>

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Lessons From Wiphold’s Louisa Mojela On Turning Obstacles Into Opportunities

London-based Ghanaian entrepreneur and computer science specialist Patrick Adom is inducting children into the fascinating world of jigsaw puzzles while teaching them about African culture.



AS COUNTRIES begin to grapple with the second wave of the Coronavirus pandemic, rapid adoption of activities outside the traditional content- streaming platforms is now beginning to gain traction.



The puzzles market is one such. Focusing on jigsaw and 3D puzzles as well as board games, it was estimated to be worth a staggering $11.88 billion globally in 2019 and on track to grow at a compound annual growth rate of 18.6% from 2020 to 2027, according to Grand View Research.



The lockdowns implemented the world over spelled disaster for many who lost their jobs and livelihoods.



But Patrick Adom, a computer science specialist, saw a silver lining. Inspired by his daughter, the IT professional decided to see it as an opportunity and take a chunk of the lucrative puzzles market with his African-inspired creation, Very Puzzled.



<blockquote class="wp-block-quote is-style-large is-layout-flow wp-block-quote-is-layout-flow">“Africans are patriotic and want to pass down their heritage to their family. So, our sales have grown..”</blockquote>



Known for its success in improved visual and enhanced cognitive skills, Adom wanted to create a jigsaw concept that not only helped people learn more about Africa and the African diaspora, but also something that was fun and engaging for the whole family.



“I wanted children to be able to also learn without realizing that they are learning anything, and [offer] something the family can do together and start a conversation and use that to do further exploration on their own,” says Adom.



<div class="wp-block-image is-style-default"><figure class="alignright size-large is-resized"><img loading="lazy" decoding="async" src="https://www.forbesafrica.com/wp-content/uploads/2021/02/Very-Puzzled_9-1024x683.jpg" alt="" class="wp-image-50050" width="357" height="237" srcset="https://cms.forbesafrica.com/wp-content/uploads/2021/02/Very-Puzzled_9-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2021/02/Very-Puzzled_9-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2021/02/Very-Puzzled_9-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2021/02/Very-Puzzled_9-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2021/02/Very-Puzzled_9-2048x1365.jpg 2048w, https://cms.forbesafrica.com/wp-content/uploads/2021/02/Very-Puzzled_9-600x400.jpg 600w" sizes="auto, (max-width: 357px) 100vw, 357px" /><figcaption>Photo supplied </figcaption></figure></div>



After graduating from Kingston University in the United Kingdom (UK), where he studied Computer and Information Systems in 2000, Adom continued his further education with an MBA in general management from Liverpool University before working in various roles within the IT industry.



But throughout his career, the entrepreneurial bug which bit him when in secondary school, where he would buy and sell hip-hop posters to his fellow classmates, was always looking for an awakening.



“I saw that there were not a lot of things around my daughter that focused on her cultural heritage and I thought jigsaw puzzles were an innovative route that nobody was doing. I found an illustrator and it so happened that the illustrator had a map of Africa that was very bright and colorful that resonated with me and so I reached out and asked if it could be customized for me.



“They agreed and I paid them and they delivered the customization I wanted. I then looked on a platform called Alibaba and from there, I was able to secure a manufacturer in China. I made 100 pieces to test the market and reached out to black-owned shops in London to generate buzz about the products and also using Instagram and social media to let people know about the product,” says Adom.



His hard work paid off. Very soon, the products were out and people were buying it.



<blockquote class="wp-block-quote is-style-large is-layout-flow wp-block-quote-is-layout-flow">“I made 100 pieces to test the market and reached out to black-owned shops in London.”</blockquote>



Now, Adom has his eyes set on raising further investment and funding to expand the company’s unique offering. He began drilling down and creating puzzles for other countries like his hometown Ghana, South Africa, and Jamaica. 



“Africans are patriotic and want to pass down their heritage to their family. So, our sales have grown and we continue to add more stockists to our list and that helps grow the business as well. We reached the bold decision to approach a number of premiership clubs to make their own jigsaw puzzles for them featuring their intellectual property and we got licensing agreements with four premiership clubs so that was a huge success for us,&#8221; says Adom. 



The move comes at a cost as Adom has to pay licensing fee to the clubs, a risky move but one he needs to make to help broaden the appeal to a wider pool of consumers, the key to draw in the ever-elusive tranche of investors who will eventually help his business scale, and he can make his own indelible mark on the map of Africa.

Patrick Adom

The Entrepreneur Who is Piecing Africa Together One Puzzle At a Time

To improve Africa’s chances and ensure the safe storage of Covid-19 vaccines, Zeynep Harezi, and Karpowership based in Istanbul are working on innovative power generation solutions.



There is still a strong debate about Africa’s chances of receiving the Covid-19 vaccines when they become available in 2021: how will the continent store it?



Although organizations like GAVI, the Vaccine Alliance, are closely working with global pharmaceutical giants like Pfizer and AstraZeneca to ensure that Africa does not get left behind, there are other important considerations the continent needs to consider when it comes to receiving inoculation.



One such factor is the availability of consistent power to keep the vaccines refrigerated in order to remain potent and safe. According to a Reuters report, most vaccines require cooling of between two and eight degrees Celsius with the Phase 1 trials of the Covid-19 vaccine requiring storage in an environment as low as -80 degrees Celsius.



According to the World Health Organization (WHO), an estimated 50% of all vaccines are destroyed due to issues like temperature control. To improve Africa’s chances and ensure the safe storage and implementation of the vaccines, Zeynep Harezi and her Karpowership organization is hoping to introduce innovative power generation solutions that will enable Africa to succeed in not only the fight against Covid-19 but also power infrastructure development.



The 32-year-old Turkish-born managing director of Karpowership has a background in philosophy and economics, having graduated with a master’s degree from the London School of Economics. Harezi once dreamed of becoming the president of Turkey when she was a child, a choice that was greatly influenced by the country’s first female prime minister at the time. But it was her uncle who would set her sights on helping Africa improve its power infrastructure.



“When I was six years old, my uncle would tell me that he was going to build power plants inside ships and send them to countries all over the world. But he would also tell me about the mermaids in Atlantis so I was never sure where the line of reality was and where it was just story-telling,” recalls Harezi.



But her uncle’s stories were not tall tales after all. In 1996, the family-owned business entered the energy sector in Turkey when there was privatization of it. At the time, Karpowership was the first company to have an export licence and began exporting electricity from Turkey to Iraq.



“Then, many mining companies in Africa approached us and said ‘can we please build land-based power plants for them’ because they could not get reliable electricity and we told them instead of building land-based power plants in remote locations, we could build them inside ships or on barges much faster and with a better design to have increased efficiency and we can deliver them much faster than land-based power plants,” avers Harezi.



<div class="wp-block-media-text alignwide is-stacked-on-mobile" style="grid-template-columns:36% auto"><figure class="wp-block-media-text__media"><img loading="lazy" decoding="async" width="683" height="1024" src="https://www.forbesafrica.com/wp-content/uploads/2020/12/ZH-2020-New-Fave-1-683x1024.jpg" alt="" class="wp-image-49312" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/12/ZH-2020-New-Fave-1-683x1024.jpg 683w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/ZH-2020-New-Fave-1-200x300.jpg 200w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/ZH-2020-New-Fave-1-768x1152.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/ZH-2020-New-Fave-1-1024x1536.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/ZH-2020-New-Fave-1-1365x2048.jpg 1365w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/ZH-2020-New-Fave-1-300x450.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/ZH-2020-New-Fave-1-600x900.jpg 600w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/ZH-2020-New-Fave-1-scaled.jpg 1707w" sizes="auto, (max-width: 683px) 100vw, 683px" /></figure><div class="wp-block-media-text__content">
<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">“The long-term vision is to eradicate non-access to electricity. Everyone in the world should have access to electricity; it is a basic human right and we have the technology to deliver it.”</blockquote>
</div></div>



So, the organization began building floating power plants for mining projects in Africa. But before they could sell them to the continent, the Iraqi minister of energy requested an energy power plant for their southern city that had access to the sea. Harezi had just the right floating power ship to send. The next two power ships were subsequently supplied to Lebanon before finally their first supply was delivered to Ghana in 2014.



“The long-term vision is to eradicate non-access to electricity. Everyone in the world should have access to electricity; it is a basic human right and we have the technology to deliver it. As Karpowership, we can deliver baseload utility scale floating power plants to the remotest countries in the world with the highest risk of execution and construction, and we can deliver in less than 30 days. So, there is no excuse for anyone in the world to have no access to electricity and we can do it at a very low cost,” says Harezi.



Africa’s population growth is higher than other regions, hence the demand for electricity surpasses the planned increase of power supply. This means there is always a gap between supply and demand. This is a natural fit for Karpowership. Harezi says it can deliver between 25% to 80% of a country’s total electricity on one ship in less than 30 days. And there are “other advantages too” of this model.



“The regular infrastructure-related challenges of Africa are usually to do with project finance, construction risks, execution risks and the timeline. So, a project is usually promised to be operational in three years where as the project finance only lasts for two years and the actual construction takes another three to five years. So, the project that was promised for three years ends up not being finished for another eight years,” says Harezi.



Such solutions could give Africa a fighting chance in the Covid-19 vaccine race. With the company currently providing most of the national electricity in Gambia, Guinea-Bissau, Sierra Leone, Mozambique and Senegal, it seems poised to disrupt the African energy sector in a pandemic era.

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Floating Power: ‘No Excuse To Not Have Electricity’

With her education startup in Dar-es-Salaam, Shama Kheraj is creating young innovators, offering workshops at the intersection of STEM, entrepreneurship, and creativity.



At UpStudio Africa’s bright and roomy space in Dar-es-Salaam, Tanzania, you see children huddled together in small energetic groups, working on projects that solve complex problems, or trying to program robots coding their next move. Outside of their classroom curriculum, this is a space where they can explore their passion for today’s technology and tomorrow’s not-yet-born professions.&nbsp;



UpStudio’s founder, Shama Kheraj, is able to relate. Growing up in Tanzania, she noticed that her own early education was didactic. Although she initially set out to do a business degree at the University of Pennsylvania in the United States, she soon realized she was drawn to education and social impact. So after completing her master’s in education policy and management at Harvard and working at an education nonprofit in the US, she returned home to change the status quo.&nbsp;



She quit her senior managerial education consulting post at one of the world’s top firms, Dalberg, earlier this year, to create a space for children to have the flexibility to explore emerging fields.



“When I initially opened and talked to parents about product design, it was hard for them to conceptualize what product design is. Because, from their perspective, there&#8217;s not a lot of new products Tanzania is making… we’re often importing rather than building from scratch. So understanding that there is an opportunity within that space has been really difficult,” says Kheraj.&nbsp;



She sees her venture solving a bigger issue at hand on the African continent. Unemployment is on the rise and her work is trying to funnel through as many entrepreneurs and innovators, creating the next generation of jobs. Kheraj believes that the next 20 to 30 years will look radically different in Africa, especially with the growth of the ICT sector. Despite the current focus on the delivery of digital products, she sees more designers, engineers and creators thinking about creative spaces and how to design products for users. 



<div class="wp-block-image is-style-default"><figure class="alignright size-large is-resized"><img loading="lazy" decoding="async" src="https://www.forbesafrica.com/wp-content/uploads/2020/11/LEGO-Creative-Boost-at-UpStudio-Africa-681x1024.jpg" alt="" class="wp-image-48845" width="346" height="520" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/11/LEGO-Creative-Boost-at-UpStudio-Africa-681x1024.jpg 681w, https://cms.forbesafrica.com/wp-content/uploads/2020/11/LEGO-Creative-Boost-at-UpStudio-Africa-200x300.jpg 200w, https://cms.forbesafrica.com/wp-content/uploads/2020/11/LEGO-Creative-Boost-at-UpStudio-Africa-768x1154.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/11/LEGO-Creative-Boost-at-UpStudio-Africa-1022x1536.jpg 1022w, https://cms.forbesafrica.com/wp-content/uploads/2020/11/LEGO-Creative-Boost-at-UpStudio-Africa-1363x2048.jpg 1363w, https://cms.forbesafrica.com/wp-content/uploads/2020/11/LEGO-Creative-Boost-at-UpStudio-Africa-300x451.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/11/LEGO-Creative-Boost-at-UpStudio-Africa-600x902.jpg 600w, https://cms.forbesafrica.com/wp-content/uploads/2020/11/LEGO-Creative-Boost-at-UpStudio-Africa-scaled.jpg 1703w" sizes="auto, (max-width: 346px) 100vw, 346px" /><figcaption>LEGO Boost Creative at UpStudio Africa.</figcaption></figure></div>



As a startup, UpStudio receives no external donor funding. It aims to become completely self-sustainable in a market where it can be difficult to sell what can be deemed an ‘extra-curricular’ activity to parents.&nbsp;



On the flip side, unlike most startups like itself, UpStudio offers workshops at the intersection of STEM, entrepreneurship, and creativity. This includes both hard and soft skills like product and industrial design, artificial intelligence, coding, and even photography and film. Workshops are facilitated by Kheraj or guest facilitators who are experts in their fields in Tanzania and abroad. 



“The idea is not only to expose [children] to innovations, but give them the platform to think beyond what is existing today such that they&#8217;re thinking about what might not exist. It might be very conceptual, but can help them imagine a future that they would like,” she says.



Despite being in the works for a few years, UpStudio opened in February and did not anticipate that within a month, would have to move all workshops online when the pandemic hit. At this point, Kheraj was hit with a new curveball when parents were sometimes no longer in a position to afford the workshops, or did not want to overwhelm children who already had to adjust to online learning with more screen time. It’s been a slow but steady start, in her opinion, but multiple children have still stuck through this tough time to stay active and occupied. She is also constantly learning how to better price her services with changing circumstances.&nbsp;



“I&#8217;ve been looking at, every now and then, introducing a new voice within the creative space that might be different from what parents have access to. So maybe, parents already have access to some things in schools today, but not access to someone who teaches photography [for instance],” she adds.



Students can explore whatever topic sparks their interest. “The flexibility that comes with not working within the school system provides is being able to do these dynamic courses focused on different age groups and really be able to not just support one school, but provide support to multiple schools at the same time,” she says.



But she acknowledges how difficult it can be to find people to facilitate workshops. UpStudio relies heavily on bringing in technical expertise and shorter-term partnerships, where Kheraj provides guidance on education pedagogy.



Her passion for working with young children keeps her going through all the hurdles. UpStudio allows them to explore different sectors of knowledge and innovation so that when they&#8217;re going into university, they&#8217;re already aware of all the opportunities. 



“You can&#8217;t be expected to be in one sector or one field for the rest of your life. You will need to create more individuals that can be dynamic… we anticipate that what the world needs is people who are able to kind of move across, but then are also socially responsible,” she says. 



-By Inaara Gangji

Proposed Article Header – Shama Kheraj

Beyond Schooling: ‘We Anticipate That What The World Needs Is People Who Are Able To Kind Of Move Across…’

Edith Cooper, who spent more than 20 years as an executive at Goldman Sachs, knows what it’s like to stand out in a workplace. Being one of few people of color in a sea of white faces over the course of her career hasn’t been easy. But rather than dwell on this reality, Cooper, who now sits on the boards of Etsy and Slack, has championed her differences. That’s what helped her rise through the ranks at the bank to eventually head its human resources department, an accomplishment she says was a result of her ability to connect with people of all backgrounds.



That quality would continue to work to her advantage: As Goldman Sachs evolved, so did its staff. Diversity was reflected not only in employees’ skin colors and genders, but also in their ages and geographical origins. Cooper was awakened to the fact that if the company was going to thrive, it would need to create an environment wherein its multifaceted staff could feel comfortable embracing their differences and, in turn, learn from them.&nbsp;



“If you can figure out an environment where people can thrive together, it’s powerful,” Cooper says. But it’s a process that takes time, especially if newer, more inexperienced employees aren’t equipped with the proper skills to navigate this balance between professionalism and open expression. 



That is in part what inspired Cooper’s new startup,&nbsp;<a href="https://www.withmedley.com/" target="_blank" rel="noreferrer noopener">Medley</a>, which she launched with her daughter Jordan Taylor, a former chief of staff at Mic and Harvard Business School Baker Scholar, to provide a community in which young professionals can gain the skills they need to bring their most authentic selves to work without fear. In light of the heightened tension surrounding ongoing racial injustice that’s inevitably seeping into workplace communication, it’s an ideal time to learn this skill.



Taylor has also had her fair share of experiences being the “only one in the room,” but as an emerging leader, rather than an established executive like her mother. Graduating in the top 5% of her class and being one the first 20 Black students to be named a Baker Scholar meant she was constantly figuring out how to relate to peers in predominantly white spaces. She figured it out, but Medley is a platform she wishes had been around when she was finding her voice among people whose backgrounds were much different than hers.



Medley groups young professionals in their 20s and 30s with other like-minded members whose workplace values, concerns and priorities align. The professionals that make up these eight-person groups differ, however, in terms of gender and ethnic background, which Cooper and Taylor hope will translate to increased empathy that members can apply within their respective workplaces.



“This idea of people being able to bring their true selves to work and to be able to talk through what that looks like is at the core of what Medley is offering,” says Cooper.



In addition to full access to workshops, panels and conversations led by experts across industries, members commit to a 90-minute virtual meeting each month, facilitated by a Medley-certified coach and focused on addressing and reflecting on ongoing experiences in their personal and professional lives. Cooper credits Medley’s robust network of coaches to the guidance she gained from Merche Del Valle, former global head of coaching at Goldman Sachs and a certified lifestyle, nutrition and wellness coach.



Merging personal wellness and professional development in group discussions is a priority. “You can’t just look at your career in a vacuum,” says Taylor. “In order to meet your potential, the ability to have a more holistic approach is incredibly important.”



To ensure that people of all socioeconomic backgrounds have the ability to join the community, Medley offers a sliding scale fee ranging from $50 to $250, depending on the financial situation of prospective members. Cooper and Taylor are also in conversations with companies interested in partnering with Medley to give their staff reimbursement for membership.&nbsp;



With the help of investors including Away cofounder Jen Rubio, dtx company founder and CEO Tim Armstrong and MIC cofounder and former CEO Chris Altchek, who contributed more than $1 million to the project, Medley was ready to launch in May 2020 as an in-person membership hub in New York City. Shelter-in-place mandates halted the launch, but also presented an opportunity for Medley to instead be virtual and incorporate international members. The more springing corporate workers that can benefit from the community’s aim to build the next generation of confident, communicative professionals the better, the mother-daughter team notes.



“Medley gives people an opportunity to be a better human in relation to the people they work with and quite frankly in society,” Taylor says.



&#8211; <a href="https://www.forbes.com/sites/briannegarrett/">Brianne Garrett</a>, Forbes Staff, <a href="https://www.forbes.com/leadership">Leadership</a>

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The Mother-Daughter Duo Behind A New Inclusive Community Teaching Budding Professionals How To Better Engage At Work

With a deadly virus still lurking in the streets and tougher times ahead, traders in South Africa’s colorful townships desperately look to resuscitate their businesses with creative offerings online. 



It’s almost two months into lockdown in South Africa and the country’s townships, once bustling hubs of trade, are slowly bracing themselves, with every ounce of willpower left in them, for the unprecedented reality that is ‘the new normal’.



For many, the national shutdown and closed shutters have meant lost jobs, stalled incomes and empty pockets, not to mention a deadly virus stalking them in every street and alley. The small entrepreneurs here – the lifeblood of any economy – now on their last pennies, are still hopeful their re-evaluated strategies and revamped resilience will see them through this fearful nightmare, as the restrictions ease and the townships will slowly crawl back to life again.



Behind the respectful veneer of the lockdown, some of the smaller traders hustle on illegally, under the radar, dodging police patrols and armed surveillance. They have no choice but to stick to their street-smart ways, to survive and feed their families.&nbsp;



In the township of Soweto, bigger, popular establishments such as The Box Shop on Vilakazi Street – the historic stretch home to Nobel Peace Prize winners Archbishop Desmond Tutu and the country’s former President Nelson Mandela – are looking to the future with great uncertainty, and have been forced to devise alternative digital strategies as lifelines for the present.



Sifiso Moyo founded The Box Shop, a lifestyle and retail outlet with his business partner, Bernard Msimango, and today, the street it’s located on, which attracted thousands of local and international tourists every day prior to the pandemic, is eerily quiet.



It will be a while until planes of international visitors land again, so the duo have chosen to go to them – online.



“For The Box Shop, we built hype around online and have taken the entire offering that existed in our physical infrastructure into a digital platform and that has made us into an innovation space, giving us access to a global audience. We are beginning to see our products being sold in places like Switzerland and the United Kingdom and we now have started harnessing partnerships,” says Moyo.



The website was launched in May, but the bigger vision for the entity was to start as a retail outlet and work backwards into the manufacturing space.



Moyo says the coronavirus taught them two things – to adapt digitally, and to work in the value chain.



The shop now also makes face masks, sold to public hospitals and NGOs.



A short drive from Vilakazi Street is a restaurant named Sancho, selling African cuisine and founded by Thato Mothopeng, a serial entrepreneur who also founded the popular annual Soweto Camp Festival.



Mothopeng is one of the few entrepreneurs in the tourism sector without a formal degree or training, but has had a roaring business nevertheless and is quite well-known in the circuit.



Mothopeng says all SMMEs are at a standstill because business thrives on human contact. But business also needs to be flexible, he adds.



“There are opportunities in the harshest environments. I am using this time to review my strategies. I am also not panicking because the country is managing the crisis; this is an opportunity for SMMEs to reflect because our people are sober now.”&nbsp;



He had to let go of a few employees and is working remotely.



Further in the township of Soweto, Thembeka Nkosi, the founder of Le Salon, has also developed her own coping mechanisms.



Her shop is shut, but people still seek her grooming advice. As per South Africa’s Level 4 lockdown restrictions, salons and beauty parlors are not allowed to operate.



“This [lockdown] is very stressful, more especially now because other businesses are operating. I still can’t make money, I still have to stay at home and not work,” rues Nkosi.



In addition to getting to spend more time with her five-year-old son, she has recently started sharing her haircare tutorials on social media.



“Now that shops are open to buy hair products, I send video clips to my clients and that brings me joy, knowing that I am still useful to them; even though it’s not making me any money yet, at least I am interacting with my clients,” she says, looking at the bright side.



Ronewa Creations is yet another small business in these parts.



Founded by Lesego Seloane and Dinah Kgeledi, the business offers landscaping services, garden maintenance and water harvesting solutions, and employs seven full-time workers. None of these services are allowed in the current phase of lockdown.



“Now that our province is still on Level 4, it is really difficult to focus because when we were working out our plans, there was so much uncertainty and we didn’t know how they could actually be implemented,” says Seloane.



She is grateful the duo have been active on social media, running a garden makeover campaign and offering landscaping designs for free.



“We are using a three-dimensional technology that revamps the look of gardens to give people an idea of how their gardens could potentially look like in the end.”



Despite the challenges, the two keep sane by spending time with family.



“If the business fails, I fail. If I don’t come out of my down moment quick, then I will fail and the entire organization fails,” says Seloane.



You can detect the determination in her voice to overcome this period, come what may.



Like many around her staring fear in the face, she has no other choice.

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Empty Roads, Occupied Minds

Ghana and Nigeria brace for the economic nightmare ahead, even as the region’s billionaires, entrepreneurs and innovators chip in for the fight against Covid-19.



<hr class="wp-block-separator"/>



The Labadi Beach Hotel, set amidst landscaped tropical gardens in the heart of Accra, is unusually quiet on the Tuesday morning FORBES AFRICA visits in mid-March. The usual bustle of the morning breakfast buffet frequented by the city’s elite has all but disappeared, and in its place, an air of uncertainty about the future of one of Accra’s longest-running hotels, at least in the interim.



You cannnot enter without going through the new mandatory protocols in place: hand-sanitizers, individual temperature screenings and metal detectors.



“Unfortunately, we are no longer accepting outside guests and the hotel will be closing until further notice,” says the bartender. The usually-packed lobby has only two in-house guests already scheduled to leave the hotel.



Ghana’s thriving hospitality industry was one of the first victims of the outbreak of the Covid-19 pandemic, once President Nana Akufo-Addo banned mass gatherings and ordered the closure of airports. Hotels in the Greater Accra region closed down, sending thousands of workers home, and leaving management to contend with the challenge of paying salaries and taxes sans customers.



It’s in stark contrast to 2019, when Ghana’s international PR campaign, The Year of Return 2019, brought in an additional 237,000 visitors representing an estimated $1.9 billion into the economy, according to Barbara Oteng Gyasi, Ghana’s Minister of Tourism. Most of the money was spent on the hospitality sector with the average spend per tourist estimated to be around $2,590.



And now, with the slow demise of the hospitality sector, a host of ancillary services are also feeling the pinch. Rashad McCrorey is the founder of Africa Cross Culture, a travel company that helps African-Americans reconnect to their roots by visiting countries on the African continent. He was one of those seduced by Ghana’s call to reconnect with the continent on the 400th anniversary of slaves landing in the United States, and so he arrived in Ghana with the goal of promoting his tourism business.



Ghana imposed a lockdown on movement in its two largest cities, Accra and Kumasi, from March 30, and effected a travel ban on people traveling from countries overseas with cases of Covid-19. In addition, the United States (US) State Department advised its citizens to return home immediately or face staying abroad for an indefinite period. “I was shocked. My initial thoughts were fear and panic. I was seeing all the development in the US, and New York has the highest amount of cases. The National Guard and US army had been deployed in the streets and my home was basically ground zero for the deadly virus,” says McCrorey.



After weighing his options, he made the decision to stay on in Ghana instead of returning home.



“At the time, ticket prices surged from $500 to about $6,000 and I was scared of exposing myself more to the virus. Also, going back meant that I risked spending the pre-paid money of my customers and that was also not ideal,” says McCrorey.



Gregory Lamptey, the founder of Black Cab, a logistics company providing transportation services to customers and businesses in Accra, is facing a similar conundrum. “Business has all but stopped since the lockdown in Ghana last week. I do not think we will be able to make it to the end of the year and I have had to start looking at other alternatives to make ends meet,” he rues.



In Ghana, there were 4,700 confirmed cases with 22 deaths as of May 12. Ghana has undertaken 160,501 tests since the outbreak as of this date, a figure the president lauded as the highest per million people than any other country in Africa.



But as elsewhere on the continent, it’s the workers in the informal sector that are most at risk.



“They face a very difficult choice: keep going to work and risk contracting or spreading the virus, or stay at home and risk their family starving,” observes Nana Kwame Bediako, the founder of Kwarleyz Group, an umbrella company which encompasses Wonda World Estates and Petronia City Development that has designed and developed over 500 residential and retail units in Ghana. The company is currently negotiating to pledge one of its premier properties, Number 1 Oxford Street, five-star luxury serviced apartments, as a quarantine location, isolation center, temporary hospital or safe place for nurses, doctors and other medical personnel should the need arise.



“This is the most challenging economic downturn globally,” says Franklin Cudjoe, President of Imani-Africa, a leading think-tank in Ghana. “This is going to affect businesses all over the world in a much more significant way than ever before.”



This was perhaps the rationale behind Ghana easing its lockdown restrictions in less than a month to allow people to return to work. There is, however, still a ban on public gatherings and a national requirement for face masks to be worn by everyone.



But Kwame Ofori, a financial analyst with the Ghana Stock Exchange, is currently on the fence on how the Ghanaian economy will recover.



“Everything depends on how long this period lasts, but if it goes on for a long time, it’s going to be a big financial and economic crisis for Ghana. Most businesses in Ghana cannot realistically afford a lockdown,” avers Ofori.



It is within this context that Ken Ofori-Atta, Ghana’s Minister of Finance, said in a Financial Times interview that Africa has reached a “break the glass moment”.



Through a partnership between the ministers of finance and economic planning on March 30, a series of strategies were outlined, which includes fiscal measures to mitigate the impact of the coronavirus pandemic including the Coronavirus Alleviation Programme. Consequently, the government estimates of the immediate impact of Covid-19 is a decline in GDP growth from a projected 6.8% to 2.6%.



Along the pristine coastline of the Labadi Beach, sits a five-storey apartment complex boasting beautiful ocean views, underground parking for tenants, a gymnasium, two restaurants and a supermarket. The developer, Kofi Appiah, is a British-Ghanaian architect who relocated to Ghana two years ago.



“I started building and selling a couple of years ago in Ghana and things were great. Right now, we cannot even get anyone to come and look at our developments. I have had to lay off the entire sales team and we are now depending on social media to attract buyers,” says Appiah.



“Buyers need to imagine themselves living in the apartments and this is very difficult to imagine with just videos and pictures on Instagram. I don’t imagine we are going to be selling any of these units at least for the next six months.”



About 40 minutes from Ghana, Nigeria, Africa’s most populous country, is also battening down the hatches. With plunging oil prices caused by the price war between Russia and Saudi Arabia, and the novel coronavirus outbreak, Nigeria is in a much more precarious economic position.



Nigerian stocks have gone through weeks of losses with the fall in oil prices from $57 to $30 per barrel subsequently leading to an increase in external debt and a depreciating currency. This year, Nigeria’s budget stood at $37 billion based on oil prices staying at $57 per barrel. With the sharp decline in these prices, Nigeria cannot currently fund its budget.



“Nigeria might very well be in trouble here. Even though Parliament recently granted President Muhammadu Buhari’s request for $22.7 billion in foreign borrowing, the significant fall in global oil prices will erode any boost from this stimulus. Many analysts are of the opinion that the Nigerian naira has deteriorated markedly and remains set for a sharp fall this year if current conditions persist,” says Ofori.



One of the major side-effects of this in the country is a US dollar shortage that is creeping up with the informal dollar dealers on the black market. Nigeria’s official exchange rate which is fixed by the central bank, has stayed at around N360 to the dollar since the country emerged out of recession in 2017. Today, the rate is N445.



“Everyone is currently hunting for dollars and we don’t have any more. Even the agents we get them from are not releasing the dollars because they believe the rates will go even higher so this is becoming a big problem,” says Audu, a black-market agent.



The coronavirus is simply adding insult to injury for Nigeria’s economic woes. As of May 12, there are over 5,000 confirmed cases of Covid-19 in Nigeria. The country issued a nationwide lockdown between March and April but similar to Ghana, has eased restrictions on movement to enable its 200 million population to return to work while practising social distancing.



Billionaire Jack Ma, founder of Alibaba, announced a donation of essential medical supplies to help fight the pandemic. Along with making global headlines, his actions have also galvanized other private businesses and Nigeria’s most successful entrepreneurs to utilize their assets and funds for social good amid the devastating outbreak.



Tony Elumelu, Chairman of Heirs Holding and United Bank for Africa (UBA), announced N5 billion ($12.8 million), through the UBA foundation, to kick-start a comprehensive pan-African response to the fight against the coronavirus. The donation is aimed at providing significant support to Nigeria and other African countries through the provision of critical care facilities and materials.



“I believe we all have a part to play in this global crisis and I hope that this is the time the private sector and government work together to help the most vulnerable people to battle the virus. We need to act fast and we commend the work the government is already doing to ensure we stem the spread of this global pandemic,” says Elumelu.



For African countries, this virus is expected to overwhelm an already insufficient healthcare system and reverse the economic growth that many countries have been experiencing in recent years. The United Nations Economic Commission for Africa (UNECA) has revised Africa’s growth, falling from 3.2% to 2%.



“We need to deal with the human crisis first before we can begin to address the economic impact of the virus on us. I am confident we will pull through this crisis just like we have in several other adverse situations that have come before,” says Oscar Onyema, CEO of the Nigerian Stock Exchange.



Nigeria’s richest woman, Folorunso Alakija, is also stepping in to help fight the pandemic. Through her Famfa Oil, one of the leading indigenous exploration and oil production companies in Nigeria, she has pledged N1 billion ($2.56 million) to support Nigeria’s fight against Covid-19.



“These are truly difficult times for us. As the world rallies to deal with the health security, economic and social implications of the coronavirus, it is clear we feel the effects more deeply than most of the developed world. Managing a crisis of this magnitude means that the strength of our response will determine our ability to weather the storm but I believe with God, nothing is impossible,” says Alakija.



“Millions of Nigerians are under 30 and live from hand-to-mouth and quite frankly, cannot afford a lockdown. They depend on going out each day to earn a living on the streets as well as buying food from crowded markets. If this lockdown continues, there could be a mass unrest which could further cripple Nigeria,” says Idrisu Bello, a Nigerian economist.



President Buhari in an address in March ordered financial intervention schemes to be rolled out for the most vulnerable.



“This represents about 10,695,360 individuals in 35 states across the country as the poorest and most vulnerable Nigerians,” says Bello.



The Aliko Dangote Foundation (ADF) has also pledged N200 million ($516,000) to support the current effort of the Nigerian government to fight the disease.



Zouera Youssoufou, Managing Director and CEO of ADF, says the donation is part of the foundation’s cardinal objective of partnering with governments to combat the disease.



“The Dangote Foundation has been at the forefront of helping Nigerians fight against diseases and providing economic development for Nigeria. At this very difficult time, we are committed to providing the much-needed support to help the government provide help to millions of vulnerable Nigerians,” says Youssoufou.



As corona cases continue to rise, Nigeria, along with other African countries, has also shut its airports and air travel.



The International Air Transport Association (IATA)&nbsp; estimates that around 330,000 jobs and $1.2 billion are at stake in Ethiopia’s economy, around 190,000 jobs and $3.8 billion in South Africa’s economy, around 138,000 jobs and $1.1 billion to Kenya’s economy and 91,000 jobs in Nigeria with $650 million lost.



Then there is the worrying problem of medical care.



Lagos-based air ambulance and offshore medical solutions contractor Flying Doctors Nigeria, founded and run by entrepreneur Ola Brown, is calling this a true pandemic.



“Africa has to be cautious because of the challenges we have in our healthcare. There are significant deficits and a huge lack of medical and financial resources which means we face an unprecedented time ahead,” says Brown.



However, in spite of the insurmountable challenges, a number of local entrepreneurs are providing innovative solutions to help the government in its fight against the disease.



Accra-based company DTRT Apparel is gearing up to manufacture a range of personal protective equipment (PPEs) to supply Africa and the rest of the world. DTRT supplies products to major US and EU-based brands via a global network spanning three continents. The company employs over 2,000 people in West Africa, procures textiles from Asia and exports primarily to the EU and US markets.



“Now is the time for companies all over Africa to work together for the greater good of the continent. We want to do our part to ensure we are contributing to the fight against this pandemic by providing resources to the healthcare system,” says Salma Salifu, Managing Director of DTRT.



In Nigeria, Bamigbose Adams, a furniture-maker, has begun turning old metal drums into custom hand-washing basins to be sold in Lagos.



Around 157 million Nigerians lack access to proper hand-washing facilities, according to a 2018 report by WaterAid Nigeria and Adams saw this as an opportunity to innovate to survive.



“Business has been slow for a while so I was looking at different ways of making money to feed my family. I got the idea to use the drum from my local area where some people use them to store water. I created the first drum and it worked and then the publicity began to create a demand,” says Adams.



His main clients are local businesses that want a temporary solution to help combat the spread of the virus.



As governments rally to find solutions to help their economies, it is very clear that the way we live and do business will not be the same. Ever again.

GHANA-HEALTH-VIRUS

Fast Virus. Slow Growth: Ghana And Nigeria Brace For The Economic Nightmare Ahead

Elizabeth Elango Bintliff, the CEO of Junior Achievement Africa, on why quality education should be available and accessible at scale and what needs to change to fill the gaps in teaching.



JA Africa’s mission is bridging the gap between classroom education and the world of work for young Africans, reaching 250,000 students in 15 countries in Africa each year. It’s CEO, Elizabeth Elango Bintliff, tells us more about building the workforce of the future:



You’ve been working in the youth empowerment sector for a long time. What do you see as the challenges?



I think three things are critical for young Africans to be empowered: education, experience and exposure. Access to the internet is ‘solving’ for exposure, though to a limited extent. But we need to solve for experience and education. Of the three, education is key and education tends to be the domain of the government. Elite private schools are great, but often cost-prohibitive for the average student. We need to make quality education available and accessible at scale.



Conversely, what are the opportunities?



The digital and online space are great opportunities for Africa. We are seeing this now in the time of Covid-19 more than ever. Yes, access to computers is a challenge, but even more challenging is access to data. There is no shortage of online resources that teach entrepreneurial mindsets to young people. I think what governments need to be working towards, more than even buying and putting computers in schools, is making offline access to these resources possible. If we make them affordable to access, the private sector would be more inclined to solve the hardware needs.



<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">&#8220;Classrooms are still configured for desks to face the teacher who is the sole holder of knowledge, whereas the world of work operates on round tables and collaborative thinking. Small changes like that matter.&#8221;</blockquote>



How do we give young people in Africa greater access to these opportunities?



We need to overhaul the way we are teaching. We need not only change how teachers are trained but what they are teaching students. In many countries, the curricula are antiquated. But the approach to teaching is even more so. Rote learning; providing information to children to memorize and regurgitate is still the dominant approach. It gives students little space to think for themselves. Classrooms are still configured for desks to face the teacher who is the sole holder of knowledge, whereas the world of work operates on round tables and collaborative thinking. Small changes like that matter.



What is the role of government and the private sector?



The role of government is central to success in changing education. Government has the ability to make change happen at scale. But African governments have to make these changes not just at policy level but also in implementation. We know that governments don’t have the resources to do so, but at least they can coordinate the efforts of the private sector. The private sector is going to have the greatest need for skilled labor, and there is increasing willingness to make these investments in education, but the effort is fragmented. It needs coordination.



Who are the other stakeholders and what can they contribute?



Non-profit organizations like ours are working hard to fill the gaps in education. But those gaps are big and growing and the scale is limited. NGOs can develop and test hypotheses about doing things in new ways. But governments have to adopt and scale them. JA Africa is currently undertaking a continent-wide youth employability survey, along with global consultancy firm Oliver Wyman, based out of Johannesburg. The findings of that survey will be invaluable to the private sector and policy-makers.



In education, parents are often the most critical stakeholders. Parents have to embrace new pedagogies, even if they are unfamiliar to them. Parents fear entrepreneurship because it is uncertain. But nothing is certain. Large multinational companies are laying off their staff because of Covid-19. So young entrepreneurs [should be equipped to] be better off in times of uncertainty. Africa becoming the largest workforce in the world is a huge opportunity if young Africans are skilled enough to take advantage of it.

E Bintliff

How Teaching Must Change To Prepare Youth In The Covid-19 Era

When Jay Wilkinson, founder and CEO of marketing, printing and website-development company Firespring, was 15 years old, he attended a leadership summer camp with his high school’s student council. While there, he learned about Stephen Grellet, a Quaker missionary whose words would change his life forever: “I expect to pass through this world but once. Any good, therefore, that I can do or any kindness I can show, let me do it now. Let me not defer or neglect it, for I shall not pass this way again.” It was this quote that motivated him to become an entrepreneur.



Since launching&nbsp;<a href="https://www.firespring.com/" target="_blank" rel="noreferrer noopener">Firespring</a>&nbsp;in 1992, Wilkinson has worked with clients in 50 states and 14 countries, growing his staff to 180 and revenue to $25 million in 2019. That’s not to say the Lincoln, Nebraska-based business hasn’t seen its fair share of struggles: In 2002, Wilkinson was fired as CEO by the investor-led board of directors after refusing to lay off employees amid the economic downturn that followed 9/11. But four months later, with the help of family and friends, he bought out the venture capitalists, and within two years, the business was profitable again. “We climbed out of it, and we survived,” Wilkinson says. “The culture that we have today was forged in the fire when we were just trying to save the company.”



That tenacity has proven essential in the current economic environment, not to mention it’s propelled Firespring onto <a href="https://www.forbes.com/sites/maneetahuja/2020/05/12/forbes-small-giants-25-companies-that-believe-smaller-is-better/">Forbes’ annual Small Giants list</a>. The 25 companies that make up the 2020 list all value greatness over fast growth and are weathering the coronavirus crisis in their own way. 



While much of corporate America has been affected by Covid-19, small businesses have been especially hard-hit, with 31% stopping operations as a result of the crisis, according to Facebook’s State of Small Business&nbsp;<a href="https://dataforgood.fb.com/wp-content/uploads/2020/05/SMBReport.pdf" target="_blank" rel="noreferrer noopener">report</a>. And in the marketing and advertising world, where global ad budgets are expected to drop 36% in the first half of the year and eight in ten marketers have delayed campaigns as a result of the pandemic, according to a&nbsp;<a href="https://wfanet.org/knowledge/item/2020/05/13/Survey-Covid-19-global-response-April-2020" target="_blank" rel="noreferrer noopener">report</a>&nbsp;from the World Federation of Advertisers, many businesses are struggling to stay afloat.&nbsp;



Firespring has seen an increase in demand for its quick activation marketing programs, such as creating digital fundraising campaigns, as well as virtual strategy sessions, of which it has done more than 200 over the past couple of months. It has also worked with clients to adjust their campaigns so that they are reflective of the times. “We’re very mindful of making sure that we are messaging everything with the Covid-19 restrictions in place so that we don’t come across as being tone-deaf and that our clients don’t, as well,” Wilkinson says. “It’s going to be critical for marketers moving forward and out of the pandemic to understand how different things are going to be, in terms of the way people connect with brands.”



The firm primarily serves purpose-driven organizations and nonprofits, which Wilkinson says are uniquely positioned to navigate the changing marketing landscape, as they always keep clients at the center of their work. But the pandemic has disrupted many nonprofits’ fundraising events, hurting them financially. In an effort to help its nonprofit clients during this challenging time, Firespring partnered with GivingTuesday, a nonprofit known for its advocacy of its namesake charitable holiday for the Tuesday after Thanksgiving. The initiative, called Giving Tuesday Now, raised $3 million for nonprofits over the course of May. 



In Birmingham, Michigan, <a rel="noreferrer noopener" href="https://brogan.com/" target="_blank">Brogan &amp; Partners</a>, another full-service marketing agency and 2020 Small Giant, has been supporting its surrounding community by working with the Michigan Department of Health and Human Services to produce an ad spot promoting the wearing of face masks to flatten the coronavirus curve. Thanks to the ad and accompanying hashtag—<a rel="noreferrer noopener" href="https://protect-us.mimecast.com/s/zrj5CzpqjMfOKMQ9t4BY6m" target="_blank">#MiMaskChallenge</a>—Brogan &amp; Partners was able to get the word out to more than five million Michiganders, including celebrities such as musicianKid Rock. “I don’t want to make money off of Covid-19. That’s not my business,” says Ellyn Davidson, owner and CEO of Brogan &amp; Partners. “I want to help and be part of the solution. As much as possible, we want to give back.”



An hour south, in Ann Arbor, Michigan, Jim Hume, founder and principal of 2020 Small Giant marketing advertising agency&nbsp;<a href="https://phiregroup.com/" target="_blank" rel="noreferrer noopener">Phire Group</a>, has also been working with clients to craft their coronavirus messaging. He believes the pandemic has accelerated the adoption of trends such as authentic storytelling. “True authenticity includes vulnerability and putting yourself out there and just becoming more human as a brand,” Hume says. “Everything that we do has to be pointed toward making companies, organizations and brands more human, more accessible, more real.”



That authenticity, he says, is important in every aspect of Phire Group’s business, including how it communicates with clients. “It’s an important time to reach out to customers to let them know you’re there for them, but also to just be transparent with what’s happening,” Hume says. “Just let them know that you’re doing fine, you hope they’re doing fine, and you’re there for them.”

Businesspeople at big creative agency

How 3 Small Businesses Are Navigating Covid-19 In The Marketing Industry

By Uzoma Dozie, Chief Sparkler



Nigerians are some of the world’s most creative, energetic, and entrepreneurial people. We are rich with talent, enthusiasm, and passion.



Nigerians are a global force bursting with potential and an enviable track-record of success. But in a more complex and fast-paced world than ever before, many of us struggle to find the time or have the ability to fulfil their potential.



Ultimately, this comes down to the lack of effective solutions in the market to support the lifestyle and finances of Nigerians and our businesses. For too long, we have been underserved by the traditional physical retail environment, which is limited by bricks and mortar infrastructure and legacy technology – the weaknesses of which have been laid bare by the Covid-19 global pandemic.



Unlocking Nigeria’s digital economy



While Nigerians are being underserved by current circumstances, there is also an exciting opportunity to start filling a gap in the market.



Nigeria’s digital economy is thriving, but it remains informal. Nigeria has a population of 198 million people – 172 million have a mobile phone and 112 million have internet access.



Many of us access social media platforms such as Facebook and Instagram through our phones and use them as valuable sales tools, especially female entrepreneurs. Data and digital applications have the potential to revolutionize the daily lives of millions of Nigerians.



Therefore, new digital-only solutions are required. These should not just focus on finances though – they have to be intrinsically linked with everyday lifestyles, rather than thinking about linear processes and transactional outcomes.



Let us take one example. Chatbots powered by artificial intelligence have long been used to provide financial advice. But these chatbots could do so much more and evolve to provide support for more sophisticated usage, such as a personal adviser or lifestyle concierge.



Furthermore, these solutions should not just support Nigerians at home, but the ever-growing diaspora across the world.



Introducing Sparkle



The opportunity to play an integral role in transforming Nigeria’s digital economy and lead the charge in growing the digital economy across Africa inspired the creation of Sparkle.



Sparkle was founded with five core values – freedom, trust, simplicity, inclusivity, and personalization. We are adopting these values and embedding them in everything we do.



We will be leveraging technology and data to create and apply new digital-only solutions which bring more Nigerians into the formal economy thereby benefitting Government, businesses, and individuals.



Starting with the launch of a current account, we will co-create with our customers and collaborate with our partners to improve our services and increase our user base. We embrace collaboration and we are



working with some of the world’s biggest companies, including Google, Microsoft, Visa, and PwC Nigeria, to achieve our vision.



In addition, we want to create a more inclusive economy and break down barriers by accelerating the role and influence of female entrepreneurs, many of whom already operate in the informal economy with the help of Instagram and other social media apps.



At present, we are facing a global crisis in the shape of the COVID-19 pandemic. COVID-19 has shown us that we need a strong digital infrastructure to ensure the economy continues to function. It will likely completely change the way we operate and conduct business in the future.



COVID-19 has only reinforced our belief that new digital solutions like Sparkle are required now more than ever before to serve Nigerians, boost the formal economy, and unlock potential in the digital age.

High resolution digital render of Nigeria flag.

Op-Ed: How Nigerians Can Unlock Their Potential In The Digital Age

Self-made Ghanaian entrepreneur Nana Kwame Bediako bought his first car by age 16 and made a million pounds in the United Kingdom before he turned 21. The fearless, unabashedly ambitious property tycoon is now on a mission to transform Accra’s skyline.



The bigger the risk, the maximum the return.



That’s the mantra of Nana Kwame Bediako, a real estate mogul who has had stints in the United Kingdom (UK) and Ghana over the past decade, and who has always believed in hunting for opportunity in the midst of a crisis.



Take, for instance his decision to drop out of the University of Westminster in the UK after six months, only to make a million pounds by the age of 21. Bediako, who turned an entrepreneur by age eight, when he started his own poultry business to support his cash-strapped single mother, continues to stay undeterred in the face of challenges.



Meeting Bediako is like having an encounter with a young presidential aspirant. He is fearless, ambitious and revolutionary in his foresight of building an Africa the world has never seen before.



And then there is his belief in a higher power. Bediako attributes his lucky streak in business to an inner voice which he says has steered him in the right direction ever since he was a child. His company Wonda World Estates is on a mission to not only change the skyline of Accra but also to show the diaspora community that they too can return home and add value to the development of Africa.



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That mission has birthed a real estate portfolio that boasts over 560 homes in Ghana and one of the most ambitious projects in the West African region, Petronia City, an industrial park, which will become a petrochemical cluster in Africa. The project, once completed, will be a 2,000-acre city development project that will provide the first fully-integrated business hub for West Africa’s oil, gas and mining industries, according to the 40-year-old entrepreneur.



“To secure the land, I had to convince 60 families, six chiefs and three sub-division chiefs to embrace my vision,” recalls Bediako.



Feats like these and other remarkable landmark projects have made him a household name in Ghana. But even while Bediako became a name to reckon with in the country, it hasn’t been smooth sailing all the way. A mix of factors such as luck and ambition has paved the way for Bediako to succeed. Above all else, he credits that inner voice, for helping him identify the right moves to make.



A voice he first heard in Kumasi, a suburb of Ghana, located 300km from Accra. “My mother was broke and penniless but my father had money. One day, he gave both my brother and I money and I told my brother not to spend it and use it to help my mum. The next thing I saw, he had gone out to buy bread and eggs, which was a luxury at the time, with his money. I was very angry with him,” says Bediako.



His anger at his brother quickly turned into a hunger to make money. He decided he would buy a hen and cock with his money and start a poultry business to help his mother.



Very soon, the business was producing over 200 eggs a month.



Then came the second instruction he heard.



“My father was extremely rich and my mother was broke so I heard a voice again that said I should pursue my father to get a better education. So, I moved to Accra and started going to secondary school before I went to London to attend Waltham Forest College,” says Bediako.



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As he grew older and succeeded in his ventures, Bediako began to credit that voice to ‘God’. One of those directions led to him selling clothes from the back of his car in college and turning a tidy profit in the process.



“I was selling Versace jeans and YSL shirts which were fake and I was buying them from a guy called John who used to bring them from China. The whole school was buying from me and that’s where I started making my ends meet and bought my first car by the age of 16.”



Another moment of crisis would prove instrumental in creating real wealth for Bediako.



“They clamped my car in college three times. The first and second time I paid £45 and by the third time, I was angry and I thought the security was taking advantage of me. So, I loosened the tire and removed the clamp out of the tire and out of anger, I took the clamp with me and put it in the boot of my car. At that time, I had a white friend called Peter Smith who was a locksmith and he offered me £65 for the clamp.”



That was the Eureka moment for Bediako.



The scrap metal industry remains a vital sector for the UK economy. It is estimated that about 10 million tonnes of scrap metal is recycled in Britain every year. According to a report published by metal recycling specialists, Maxilead Metals, the UK scrap metal industry is worth an estimated £5 billion.



“So, I thought if I could get a clamp, I get £65 but then later on I realized I needed the steel itself, not the clamp. I started buying scrap from scavengers and crushing them and turning them into the steel yard and selling it,” says Bediako.



An idea today is a fortune tomorrow. Bediako dropped out of Westminster because he felt he had nothing more to learn about business. The young blood serial entrepreneur moved swiftly from selling scrap metal into the telecommunications sector with his next business idea, Global Telecommunications and Utilities (GTU). Fortune was soon to follow. The year was 1999 and the internet, which was widely known as the Global Market at the time, was still in its bubble stage.



Bediako created a company that billed people when they went online to carry out transactions. Helped by the dotcom sensation, an Indian investor soon approached him to buy his company for £327,000.



“My lawyer told me to refuse the offer and the investor came back with £410,000 which I took and then just added it to my savings and it shot up. That’s how I made my first million pounds and it inspired me to go ahead. I realized that if you build a company and do it well, you can make a lot of money. Then God told me to come to Africa.”



That final instruction is what has made Bediako the property tycoon he is today. His rapid growth and success is based on one simple principle, maximization.



“From the beginning, when I got my first land, something told me ‘why don’t you build two houses on one plot instead of one house on one plot’? I had four plots of land. So, when I did that, eventually’ I built eight houses on one plot instead of four houses and subsequently sold them and that’s the secret of my business.”



Today’ his company easily builds about 108 apartments on 1,500sqm of land. His passion is to free the mindset of African entrepreneurs from their limiting beliefs in order to strive for excellence. After conquering the property sector in Ghana, Bediako has his eyes firmly set on Hollywood where along with his new moniker, Freedom Jacob Ceasar, he hopes to show America’s A-listers, that Africa is the next bastion of economic development.

Nana Kwame Bediako CV-20192

Nerves Of Steel: This Ambitious Property Tycoon Is On A Mission To Transform Accra’s Skyline

Tech entrepreneur Mandla Ngcobo dabbled in everything from poultry farming to selling airtime and electricity, until he found his niche in telecom – and his connections are growing.



Mandla Ngcobo represents everything the digital age stands for.



He’s young, happening and ubiquitous, with hopes and ambitions in every sector: from the poultry business to IT and everything in between.



&nbsp;Born in Newcastle, in South Africa’s KwaZulu-Natal province, Ngcobo is the founder of Accelerit Technologies that’s heading forth in the Information and Communications Technology (ICT) sector.



“Entrepreneurship is something that has always been around me,” he says resolutely, taking a sip of his drink, when we meet him at an upscale restaurant in Sandton, Johannesburg.



“My father was a taxi owner. My mother was unemployed but used to sell clothes and plait people’s hair from home. She was a firm believer that one must have multiple streams of revenue. My mother used to do whatever it took to put food on the table.”&nbsp;



This attribute made him resourceful too, as he saw it work. He was employed but was inspired to start his own business.



His job for six years at a global technology and consulting firm in Johannesburg exposed him to the inner workings of the ICT business.



The computer had been a loyal companion since high school.&nbsp;



In the mid-1990s, his brother bought him his first TV game console, then gave him his old Pentium One computer with 133 megabytes of data.



“I was fascinated by the fact that you could program a computer to do certain things,” says Ngcobo.



Graduating from the University of Cape Town in South Africa with a BSc in 2005, he wasn’t particularly passionate about theory, but was driven by formulae.



“I also did business as an elective because I was thinking about the trade. So, varsity was mostly about computers and business and that’s where it all began.”



Two years later, he ventured into the chicken feed business as his mother had started a chicken farm.



He ran the business for five years with a fair turnover and employing three.&nbsp;&nbsp;



“That money was able to pay for my car; I saw it had legs. I tried so many businesses; I even sold prepaid airtime and electricity around where I grew up.”



The chicken business didn’t take off but at least he was now lured into the art of making money.



In 2011, the 36-year-old serial entrepreneur registered Accelerit Technologies, a small and medium enterprise providing turnkey ICT solutions. He needed to have licences to run a telecom business to do business with other companies and consumers.



He was still an employee with the company he worked for, but time had come to go on his own.



“I had to be billable as a consultant, so I had to work. There was a project I worked on that absolutely almost broke me; I didn’t enjoy it at all, so I was in a space knowing I didn’t have to do what I was doing. If I could dedicate a little bit of my time to pursue my own venture, I could make it work and that was it, I was done, and I resigned in 2013,” he says.&nbsp;



Having tasted entrepreneurship, he knew he could do it, but this time, he had to be fully present and committed.



“I sold my fancy white Audi TT car, and moved out of my lavish apartment in Sandton. I had to downgrade my life, I needed to bring it back to a level where I could manage my month’s expenditure and align with the fact that I was no longer an employee,” he says.



He shared office space but had a business address; it was time to get his first customer.



He set up a Wi-Fi base station at his sister’s house and sold vouchers; expanded to Greyhound Lines, an intercity bus carrier; then a student commune around the Johannesburg CBD, and within months, Ngcobo was turning over R10,000 ($617) a month.



“That made me feel chuffed,” he says. His sister was his first employee and two other friends soon were on his payroll.



“I was coming from a job that paid me R60,000 ($3,700) a month, and the R10,000 ($617) had me super excited. I knew I never had to work [for someone else] a day in my life. If I put in 10 times the effort, then I would be making R100,000 ($6,168) a month and that is how the journey started.”



Business was growing and within 24 months, Ngcobo set up Wi-Fi base stations in estates around Midrand still using the voucher system; at the time, it was massive.



In early 2017, Accelerit Technologies moved to fiber optic technology delivering high-speed data.



“That made us very competitive; we went from north Johannesburg to providing services nationwide, turning over R900,000 ($55,512) at the end of the 2018 financial year.”



Currently, Ngcobo is projecting R30 million ($1.85 million) for the financial year 2020 and employs 20 full-time staff.



It’s big numbers and wired ambitions, but as always, he is sure he can make it work.

IMG_5448

The $600 That Sparked A Telecom Trade: This Entrepreneur Represents Everything The Digital Age Stands For

Ntokozo Hadebe had just started his business when South Africa went into lockdown. He is hoping he will be able to recover payments and keep his enterprise alive. 



Ntokozo Hadebe, an occupational health and safety (OHS) entrepreneur from Soweto, Johannesburg, only recently founded his own business, BNH Pty/Ltd, a consulting and training business concerned with the health, safety and welfare of workers. 



Little did Hadebe know that a killer virus would shut down South Africa. He had just opened shop, and the timing could not have been worse.



“Business had to stop all operations due to the lockdown. I had already invoiced clients and processed jobs that I had recently done. Going into lockdown, I had to put jobs on hold that were scheduled and paid for. I also had quotes awaiting approval and they too were put on hold,” he says.



Like many small businesses, the three-week lockdown in South Africa has affected his operations too; and he, like many of counterparts in business, are uncertain if the lockdown will be extended.



At this point, he is unsure of the business recovery plan of his clients, as that would inadvertently affect payments.



“Recovery is also going to depend on my clients’ strategies. After this crisis is over and business operations continue as normal, I am not sure if my clients will have a budget for me because of the financial constraints they may have incurred during this lockdown. This leaves me in a very tight corner for me to continue to provide my services,” he says.



Hadebe is using this period to strategize and find ways to help BNH recover because, “if there is no operation, there is no income for the business, meaning, I can’t grow the business going forward.”



He is currently surviving on previous payments but also mindful of cash-flow issues for running costs once business kicks off again.



“In a nutshell, I have to use a hand-to-mouth system in order to survive. At least I have settled costs incurred with my suppliers and other service providers, like printers. But for now, I have nothing else coming in at all.”



Hadebe had earlier been employed at a company but quit because he felt he wasn’t getting the support he needed and decided starting his own entity would satiate his hunger.



The lockdown is a harsh learning curve and he hopes he will become a tougher entrepreneur as a result.

Blessed Ntokozo Hadebe

‘Hand-To-Mouth To Survive’: A New Entrepreneur Banks On Hope During Lockdown

One of only two female billionaires in Africa, with a net worth of $1 billion, Nigeria’s oil baroness Folorunso Alakija elaborates on the state of African entrepreneurship today. 



The 69-year-old Folorunso Alakija is vice chair of Famfa
Oil, a Nigerian oil exploration company with a stake in Agbami Oilfield, a
prolific offshore asset. Famfa Oil’s partners include Chevron and Petrobras.
Alakija’s first company was a fashion label. The Nigerian government awarded Alakija’s
company an oil prospecting license in 1993, which was later converted to an oil
mining lease. The Agbami field has been operating since 2008; Famfa Oil says it
will likely operate through 2024. Alakija shares her thoughts to FORBES AFRICA
on what makes tomorrow’s billionaires:



What is your take on the state of African entrepreneurship today? Is enough being done for young startups?



There are a lot of business opportunities in Africa that do
not exist in other parts of the world, yet Africa is seen as a poor continent.
The employment constraints in the formal sector in Africa have made it
impossible for it to meet the demands of the continent’s working population of
which over 60% are the youth. Therefore, it is imperative we harness the
potential of Africa’s youth to engage in entrepreneurship and provide adequate
assistance to enable them to succeed. 



Several governments have been working to provide a conducive
atmosphere which will promote entrepreneurship on the continent. However, there
is still a lot more to be done in ensuring that the potential of these young
entrepreneurs are maximized to the fullest. Some of the challenges young
startups in Africa face are as follows: lack of access to finance/insufficient
capital; lack of infrastructure; bureaucratic bottlenecks and tough business
regulations; inconsistent government policies; dearth of entrepreneurial
knowledge and skills; lack of access to information and competition from
cheaper foreign alternatives.



It is therefore imperative that governments,
non-governmental agencies, and the financial sectors work together to
ameliorate these challenges itemized above. 



The governments of African nations should provide and
strengthen its infrastructure (power, roads and telecom); they should encourage
budding entrepreneurs by ensuring that finance is available to businesses with
the potential for growth and also commit to further improving their business
environments through sustained investment; there must also be a constant push
for existing policies and legislation to be reviewed to promote business
activities. 



These policies must also be enforced, and punitive measures
put in place to deter offenders; government regulations should also be flexible
to constantly fit the dynamics of the business environment; corruption and
unethical behavior must be decisively dealt with and not treated with kid
gloves. We must empower our judicial system to enable them to prosecute erring
offenders with appropriate sanctions meted out. There should be no “sacred
cows” or “untouchables”. The same law must be applied to all, no matter their
state or position in the society; non-governmental organizations can also
provide support for them through training and skills acquisition programs that
will help build their capacity; they could also provide finance to grow their
businesses; more mentorship programs should be encouraged, and incubators of
young enterprises should be supported by public policy aimed at improving the
quality of these youths and their ventures; and also, avenues should be created
where young entrepreneurs will be able to connect, learn and share ideas with
already successful well-established entrepreneurs.



What, according to you, are the attributes needed for tomorrow’s billionaires?



There is no overnight success. You must start by dreaming
big and working towards achieving it. You must be determined to succeed despite
all odds. Do not allow your setbacks or failures to stop you but rather make
them your stepping stone. Develop your strengths to attain excellence and be
tenacious, never give up on your dream or aspiration. Your word must be your
bond. You must make strong ethical values and integrity your watchword. Always
act professionally and this will enable you to build confidence in your
customers and clients.&nbsp;

DK6Q2712b

How To Become A Billionaire: Nigeria’s Oil Baroness Folorunso Alakija On What Makes Tomorrow’s Billionaires

The freight and logistics sector is changing face. More women are at the helm – and speeding ahead.



For many years, the logistics and trucking industry in South Africa was dominated by men until a young woman from Durban saw a gap in the market and took the opportunity to overtake them. They didn’t see her in their rear-view mirrors, speeding ahead.



<figure class="wp-block-image"><img decoding="async" src="https://www.forbeswomanafrica.com/wp-content/uploads/2020/02/Nicci-Scott-1024x683.jpg" alt="" class="wp-image-41461"/><figcaption>Nicci Scott</figcaption></figure>



Nicci Scott is today the founder of Commercial Transport Academy (CTA), a program designed to help students enter the trucking industry. In an industry where there are few women even now, she is a formidable force.&nbsp;&nbsp;



In 1995, at the age of 21, Scott started Siyaduma Auto Ferriers, which she says was the first female-owned logistics company in South Africa. This was soon after the country had gained democracy and women were unheard of in the industry. But she had been an entrepreneur long before that. At the age of 18, Scott started a business and sold it for just enough to go to work in the United States where she spent two years.



“While I was there, during the sanctions that South Africa was exposed to, I got to experience services that I had never seen before, like delivery services. These were services we never saw in the country, especially where I grew up,” says Scott.&nbsp; She returned home, worked for a car rental company for three months, and during that time, saw a gap in the market. The company she worked for moved cars based on bookings, so she saw that as an opportunity to provide these companies with drivers.



That epiphany marked her entry into the industry.



These rental companies would either use labor brokers, who would just drop-off the cars, or use big car carriers which would load the cars on to trailers restricted to 80kmph, and there was nothing in between, she says.



She started her own car delivery service and her list of clients kept increasing.



Her clients didn’t want to work with labor brokers anymore because there was no screening process – drivers with licences who were barely vetted for their criminal records were allowed to drive.



Scott offered a 90-minute turnaround time and that grew the business immensely.



“The big organizations at the time were running like a cartel and they were ignoring me until they couldn’t anymore and these were men, it didn’t matter to them that I was a woman. There was no charter to develop women back in 1998; no one was doing anything to help women in the business,” she says.&nbsp;



What was key to her was that she was only as good as her last delivery. Every damaged vehicle was an absolute personal failure, so she had to make sure that all was perfect.



However, while the technology on passenger vehicles was improving, she had to find a new market and the technology on trucks hadn’t evolved as much.



“From around 1999, I moved on to the trucking side and offered the very same service solutions to deliver trucks and the industry had never ever seen such a turnaround time,” she says.



Her first customer was MAN Truck &amp; Bus.



She then started phasing out the passenger vehicle market, sold the various regions that came under her purview to the young entrepreneurs and branch managers she had being working with for long.



For her, the commercial trucking industry was far more engaging and stimulating because her services were new to them and Siyaduma Auto Ferriers was innovative.



“In 2008, there was the recession, and by 2009, my business lost 54% market share within three months, not to somebody else, but because trucks were not sold. There were more trucks parked in South Africa than trucks on the road,” she says.&nbsp;



Again, the company had to look at how they were going to reinvent themselves to survive the recession. There was a lot of innovation from the industry during that time to try and cut costs, recalls Scott.



In 2011, the industry started revving up again and business was doing well. But by then, it came to a point where she was totally exhausted as an individual.



“I had made the worst mistake any entrepreneur could make; I had worked myself to the point where I was sick, I then decided to sell,” she says.



The business was making a turnover of R100 million ($6.7 million), employing 280 people in 2018 and Scott sold the 23-year-old business to One Logix and became part of a big organization.



She now truly wanted to develop young startups and wanted to give back the opportunity that was given to her in 1995.



The CTA became her new focus; she left the organization to focus on the academy. She started with Volvo with the very first program training 20 men, but at the same time, she knew she wanted to be a catalyst for change.



Her goal was to curate an academy focused on the development of men and women, with a special focus on women in the transport sector, offering bespoke training.



“We are currently running a program with Volvo called Iron Women, it takes women with a Code 10 driver’s license and then a Code 14; they then do theory about operating a combination vehicle successfully and safely,” she says.



Then, they are incorporated into the workplace and train for three months, driving all kinds of trucks. “I then go into the market and find them jobs and at this point, there has been 80% employment,” says Scott.



<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="1024" height="683" src="https://www.forbesafrica.com/wp-content/uploads/2020/02/Nthombizodwa-Khumalo-inside-one-of-the-many-trucks-she-can-operate-1024x683.jpg" alt="" class="wp-image-42678" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/02/Nthombizodwa-Khumalo-inside-one-of-the-many-trucks-she-can-operate-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2020/02/Nthombizodwa-Khumalo-inside-one-of-the-many-trucks-she-can-operate-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/02/Nthombizodwa-Khumalo-inside-one-of-the-many-trucks-she-can-operate-600x400.jpg 600w, https://cms.forbesafrica.com/wp-content/uploads/2020/02/Nthombizodwa-Khumalo-inside-one-of-the-many-trucks-she-can-operate-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/02/Nthombizodwa-Khumalo-inside-one-of-the-many-trucks-she-can-operate-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2020/02/Nthombizodwa-Khumalo-inside-one-of-the-many-trucks-she-can-operate.jpg 1920w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption> Ntombizodwa Khumalo </figcaption></figure>



Ntombizodwa Khumalo from Sebokeng, a township in the south of Johannesburg, is one of the 80% women now employed as drivers.



Before that, Khumalo worked in a hotel, booking in drivers from parts of southern Africa. The inquisitive Khumalo would page through some of the truck manuals that she would find in their rooms.



About two years later, she heard from a friend that a mining company was looking to employ women. Out of the eight women that were interviewed and tested, she was one of four that got an opportunity to work for the firm in 2007.



Khumalo had never driven a truck in her life and received her Code 14 driver’s licence and a certificate to operate a truck.&nbsp;



“It was a success because they found that women drivers were better than male drivers, we were reliable, we were not involved in accidents, barely take sick leave or come to work with a hangover,” says Khumalo.



The 36-year-old was operating a dump truck in and around the mine.



In 2012, the contract ended and she was left unemployed. It was not easy gaining employment with logistics companies because she was a woman.



“This was until I met Nicci Scott, she made it easier for companies to trust that as women, the job can be done. Today, I am driving all industrial trucks all around South Africa for an international soft drink manufacturing company.



“Safety-wise on the road, you always have to be alert of your surroundings, and now, we have drivecams (cameras), but we also have convoys, we are never alone. So I feel safe on the road,” she says.



Khumalo is working towards getting her own fleet and becoming an entrepreneur.&nbsp;



The transport industry has seen drastic changes over the last few decades and thankfully, there are women in leadership positions too, specifically in road freight.



Matlhodi Senyatsi, Director: Logistics Infrastructure, of the National Department of Transport (DoT) in South Africa, has a commerce background and has been in the industry 10 years now.



Her work focuses on policy and regulations in the transport industry. Her portfolio revolves around freight, the movement of goods and services, and coming up with new policies or reviewing existing ones.



“We engage the industry and stakeholders to reach a consensus and after that, we take the processes to cabinet and portfolio committee to say this is what we think needs to happen in the industry from the policy point of view,” says Senyatsi.



That being said, going back to 2008, former transport minister Jeff Radebe had stated the sector would change the face of transport. The South African Network for Women in Transport (SANWIT) was established the same year.



“This umbrella body was established as a strategic vehicle to engage business and government on issues that impact on women in the transport sector, including entrepreneurship,” said Radebe in a statement.



Indeed, this has happened and Lebo Letsoalo is a perfect case in point.



<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="1024" height="851" src="https://www.forbesafrica.com/wp-content/uploads/2020/02/Lebo-Letsoalo-201-1024x851.jpg" alt="" class="wp-image-42679" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/02/Lebo-Letsoalo-201-1024x851.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2020/02/Lebo-Letsoalo-201-300x249.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/02/Lebo-Letsoalo-201-600x498.jpg 600w, https://cms.forbesafrica.com/wp-content/uploads/2020/02/Lebo-Letsoalo-201-768x638.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/02/Lebo-Letsoalo-201-1536x1276.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2020/02/Lebo-Letsoalo-201.jpg 1920w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption> Lebo Letsoalo </figcaption></figure>



Letsoalo is a supply chain coach, a thought leader in the sector, from procurement all the way to transportation and the logistics subdivision.



She currently runs her own organization; Sincpoint, founded in 2016.



The company offers integrated supply chain solutions in the industry. It also enables knowledge, skills and experience to assist in the development of procurement, logistics, information systems and distribution among other fundamentals.



A few months after Sincpoint was founded, she also founded AWISCA (African Women in Supply Chain Association), a non-profit organization, with the focus of building technical capacity and skills through mentorship.



“Part of what I do as a mentor and coach is focus on skills development; we develop capacity around the supply chain sector. I am passionate about supply chain and have being in the industry for 18 years. I started my career doing media studies and after the first year, I dropped it because it wasn’t in sync with what I wanted,” says Letsoalo.



She, therefore, researched the future around certain careers, and the one that caught her attention was the supply chain sector. Her focus was always logistics, she says.



“During my third year, I was recruited into the industry and worked for my first big corporate company as a procurement officer. Over the years, I was moving companies and getting promotions and eventually worked as a senior manager at a mining company. The last organization I worked for was a petroleum company as a general manager for one of their business units, was then promoted&nbsp; to vice-president for supply chain running the logistics of the chemical sector which was about 60% of the organization’s income.”



She learned as an employee that the industry is male-dominated and realized there was a bigger gap in upskilling, especially around logistics and procurement; she built relationships and currently contributes to upskilling in the sector.



Today, she employs six permanent staff and works with about 10 associate companies, including freelancers.



The name, Sincpoint, came about synchronizing all the subsectors in the supply chain industry which are driving the GDP, and AWISCA was created for students, women, entrepreneurs and professionals.



“With the student chapter, we have partnered with universities that drive the transport economy, logistics, supply chain, and we have a memorandum of understanding with these institutes. We prepare them [the students] for the workplace and also show how you can be an entrepreneur in this sector, like owning a truck in road freight and going into the clearing and forwarding business,” she says.



Letsoalo goes on to add the issue with women driving trucks are the safety measures. “If you are a woman and you have to drive from Johannesburg to Cape Town, you are not allowed to drive non-stop, they need to rest. So the concern of having women on the road has always been a challenge. There is the issue of rape or cargo getting stolen while they are resting, but now the landscape is changing. There are a whole lot of young women that are looking to driving, and trucks have cameras now so that drivers can be monitored. Technology has played a major role in terms of safety for women,” says Letsoalo.



However, in the number of years that she has worked and managed in this sector, she has never met a female truck driver moving freight, although, there are a number of female truck owners.



“It’s an entrepreneur’s space,” she says.



The issue of women empowerment has brought a lot of opportunities for women and Senyatsi testifies to that.



“In the late 1980s, there was a deregulation of the law that trucks were not allowed to move certain commodities, and out of that, we saw a lot of trucking businesses mushrooming,” says Senyatsi.



She says anyone can get into the business; it just depends on which type of business you are interested in. What the DoT finds is that it is easy to get into the industry and people want to own trucks without looking at factors like maintenance and management.



As government, they are looking at making sure there are quality regulations in the industry.



The Road Freight Strategy document will regulate that everybody competes on an equal footing, be it male and female, and this will highlight that owners are properly operating, the truck is serviced regularly, the driver is competent, trained, and also have a person who manages the business for the owner if the owner has other priorities.&nbsp;



“We find a lot of women in the clearing and forwarding business because you don’t have to have a lot of money to start, you must just understand the trade. In the value chain, there is insurance, maintenance and not just owning a truck, people seem to think that those trucking industries are not as important,” says Senyatsi.



The journey for women in this space has just begun, and they are here to stay.

Tag: Entrepreneurship

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