In Lubumbashi, Democratic Republic of Congo (DRC), Akhenaton Kayembe, fondateur de Deliver Express Logistics (DEL), is building a business around a different approach: bringing essential facility management services together under one provider.

Drawing on his experience in procurement and mining logistics, Kayembe saw an opportunity to help organisations coordinate operational services through a more integrated model. DEL now offers a range of facility management and related services designed to help clients manage their facilities and day-to-day requirements more efficiently.

An operational challenge becomes a business opportunity

The idea for DEL emerged in 2015 during a breakfast conversation in South Africa. A discussion about operational challenges prompted Kayembe to consider how businesses could manage facility services more effectively.

His experience in procurement and logistics within the mining industry gave him insight into the demands of complex operations. Organisations often needed different providers for cleaning, electrical work, maintenance and other services. Coordinating these providers could make service delivery more difficult to manage.

Kayembe saw an opportunity to bring these needs together. DEL was established in Lubumbashi with the aim of providing businesses with a single point of coordination for facility management and logistics services.

The business proposition was straightforward: instead of managing several service providers independently, clients could engage one company to coordinate a broader range of operational requirements.

How Deliver Express Logistics brings services together

DEL provides both hard and soft facility management services. Its offering includes cleaning, heating, ventilation and air conditioning (HVAC) maintenance, electrical systems maintenance, fire safety services and merchandising support.

The company’s model uses a single Service Level Agreement (SLA) to bring agreed services under one framework. This can give clients a clearer basis for coordinating work, defining responsibilities and managing service delivery.

For organisations operating in demanding industrial and commercial environments, effective coordination matters. Maintenance issues, unreliable service delivery and unclear contractor responsibilities can disrupt routine operations. An integrated provider can help reduce the administrative burden of managing separate contractors, although the results depend on the scope and quality of the services delivered.

For DEL, the opportunity lies in more than offering a list of services. It is in coordinating those services around a client’s operational needs and building the systems and technical capacity required to deliver consistently.

The Tony Elumelu Foundation and the next stage of growth

Before participating in the Programme d'entrepreneuriat de la Fondation Tony Elumelu, DEL reportedly generated approximately US$5,000 in annual revenue and employed five people. Its service offering was also more limited.

In 2022, Kayembe joined the Tony Elumelu Foundation Entrepreneurship Programme, receiving US$5,000 in seed capital alongside business training, mentorship and access to the Foundation’s pan-African entrepreneurial network.

The programme helped him strengthen his business planning and develop a clearer approach to growth. The seed capital supported the acquisition of essential equipment, the formalisation of service agreements and workforce expansion.

These steps addressed practical requirements for a service business seeking to broaden its offering: the equipment to deliver work, agreements that define expectations and a workforce capable of supporting client needs.

DEL’s reported annual revenue subsequently increased from approximately US$5,000 to US$100,000, while its workforce grew from five to ten employees.

Delivering for clients in the mining sector

DEL’s work for Services Machinery Trucks RDC Sarl (SMT RDC Sarl) provides a practical example of its project delivery.

In 2025, the company completed an on-site construction container office for SMT RDC Sarl in less than three weeks. It also managed the company’s exhibition stands at the Katanga DRC Mining event.

The projects demonstrate DEL’s involvement in assignments that require coordination, timely execution and attention to client requirements. They also offer a more concrete view of the company’s work than a general description of its service offering.

For a growing facility management business, assignments of this kind can help demonstrate its capabilities to prospective clients. Continued growth, however, will depend on the company’s ability to deliver reliably, maintain client relationships and show that it can meet the requirements of larger or more complex contracts.

Building a facility management business for the long term

Kayembe’s ambition is to develop Deliver Express Logistics into one of Central Africa’s leading integrated facility management companies. The business plans to strengthen its services, expand strategic relationships and serve industries that depend on reliable operational support.

Achieving that ambition will require DEL to build on its reported revenue and workforce growth while maintaining consistent service standards. Clear service agreements, capable staff, appropriate equipment and evidence of client satisfaction will remain important as the business pursues new opportunities.

Kayembe’s journey illustrates how experience in an established industry can help identify a practical business need. Through DEL, he is seeking to make facility management easier for clients to coordinate by bringing multiple services under one operating model.

The next measure of the company’s progress will be its ability to sustain growth, retain clients and demonstrate the value of integrated service delivery across the organisations it serves.

The post Akhenaton Kayembe Is Building a More Integrated Approach to Facility Management in the DRC appeared first on The Tony Elumelu Foundation.

A promising business can struggle to grow even when a market opportunity exists. Financing, regulatory requirements, financial management and investment risk can all stand between an entrepreneur’s plans and the next stage of development.

Pour Marc Gono, these challenges represent a business opportunity of their own.

Based in Abidjan, Côte d’Ivoire, Marc is the founder of Aziel Consulting, an advisory firm supporting businesses, entrepreneurs and investors through agribusiness consulting, financial and tax advisory, business development and political risk assessment.

His work centres on a question that extends beyond agriculture: what capabilities do businesses need to navigate complex markets, make informed decisions and pursue sustainable growth?

Through Aziel Consulting and his involvement in YAFRICA INVEST, Marc is building a career at the intersection of business advisory, investment facilitation and regional economic engagement.

From geopolitical risk consulting to entrepreneurship

Marc Gono began his professional career as a geopolitical and political risk consultant. This experience gave him a foundation for understanding how political conditions, regulatory environments and economic uncertainty can influence commercial decisions.

In 2019, he transitioned into entrepreneurship, with an ambition to support businesses operating in Côte d’Ivoire’s agribusiness sector.

The move presented challenges. The COVID-19 pandemic disrupted his early business plans and created financial difficulties, requiring him to reconsider his approach.

Rather than abandoning the venture, Marc refined his business model around the practical needs of entrepreneurs and investors. His focus shifted towards providing advisory services that could help businesses navigate financial, operational and market-related challenges.

That direction led to the development of Aziel Consulting, a firm designed to help clients assess opportunities, strengthen business operations and make better-informed decisions.

His experience illustrates a significant transition: applying expertise developed in consulting to the task of building an enterprise that provides professional services to other businesses.

Aziel Consulting: Supporting business decisions across African markets

Aziel Consulting is a business advisory firm based in Abidjan, Côte d’Ivoire. Its services include agribusiness consulting, tax advisory, financial advisory, business development support and political and market risk assessments.

These services address different aspects of business development.

An agribusiness may need financial advice as it prepares to expand. A company entering a new market may need to understand regulatory requirements and political risks. An investor assessing a potential opportunity may need a clearer picture of the commercial environment.

In each case, informed decision-making depends on access to relevant expertise.

Aziel Consulting brings these advisory capabilities together to support businesses and investors navigating such decisions. Its work places financial knowledge, commercial planning and risk assessment within a single business proposition.

The firm’s focus on agribusiness is particularly relevant to Marc’s original entrepreneurial ambition. Agricultural enterprises must manage challenges beyond production, including financing, taxation, operational planning and access to markets. Advisory support can help businesses identify these requirements and plan accordingly.

However, advice alone does not guarantee financing or commercial success. The value of an advisory relationship ultimately depends on the quality of the analysis, the suitability of the recommendations and the client’s ability to implement them.

The Tony Elumelu Foundation and the development of Aziel Consulting

Building a professional services firm requires more than technical expertise. It also requires operational structure, client acquisition, financial management and the ability to translate knowledge into a sustainable business.

Dans 2024, Marc Gono participated in the Programme d'entrepreneuriat de la Fondation Tony Elumelu, recevant US$5 000 en capital d'amorçage, alongside business training, mentorship and access to the Foundation’s pan-African entrepreneurial network.

The support provided an opportunity to strengthen Aziel Consulting’s operations.

According to the supplied business profile, Marc used the seed capital to formalise the company’s operations, establish a professional office in Cocody Angré, Abidjan, and invest in client outreach tools to support business development.

These investments addressed practical requirements for a growing advisory firm: establishing a professional operating base and improving its capacity to reach prospective clients.

The business profile also reports that Aziel Consulting’s annual revenue increased from approximately US$20,000 to more than US$45,000, while its workforce expanded to 10 employees. The team includes specialists in legal services, finance, business development and investment advisory.

These figures indicate growth in the company’s reported revenue and staffing. However, the period covered by the revenue comparison was not specified in the source material, so the pace of growth cannot be established from the available information alone.

The Foundation’s contribution should be understood within this context. Seed capital supported specific operational investments, while training and mentorship formed part of Marc’s entrepreneurial development. The available information does not establish that the programme alone caused the company’s subsequent growth.

Beyond advisory services: Marc Gono and YAFRICA INVEST

Marc’s interests extend beyond the day-to-day requirements of individual businesses.

Dans 2022, he co-founded YAFRICA INVEST, described in the supplied profile as a pan-African lobbying and investment platform operating across 25 Sub-Saharan African countries.

The initiative reflects a broader interest in regional investment engagement and economic collaboration.

While Aziel Consulting focuses on advisory services for businesses and investors, YAFRICA INVEST operates at a wider regional level. Together, the two initiatives reflect Marc’s work across enterprise development and investment-related engagement.

Marc has also undertaken investment banking training through the New York Institute of Finance, adding to the financial knowledge relevant to his professional work.

The distinction between these activities matters. Business advisory, investment facilitation and policy advocacy involve different functions, even when they intersect around the same broad objective of improving commercial opportunities. Their effectiveness depends on the services delivered and the outcomes they produce.

For Marc, developing these capabilities offers a way to engage with African business growth at more than one level: through the needs of individual enterprises and through relationships spanning regional markets.

What investment readiness means for African businesses

Access to capital is an important consideration for entrepreneurs, but it is not the only requirement for business growth.

Companies seeking investment may need reliable financial records, clear business plans, appropriate governance arrangements and a credible understanding of their market and operational risks. Investors, in turn, need sufficient information to evaluate opportunities and make informed decisions.

Advisory services can help businesses identify gaps in these areas and prepare more effectively for expansion or financing discussions.

For agribusinesses, the requirements can be especially varied. Businesses may need to plan around production cycles, changing input costs, logistics, taxation and market access. The relevance of each consideration depends on the business model and the market in which it operates.

Aziel Consulting’s services address several of these areas through financial, tax, agribusiness and risk advisory.

Marc’s experience therefore points to a practical lesson for entrepreneurs: building a business capable of attracting investment involves more than presenting an attractive idea. It requires the financial discipline, operational systems and commercial understanding to support that proposition.

The extent to which advisory services improve investment outcomes must ultimately be assessed through evidence, such as financing secured, operational improvements achieved or successful market expansion. The available profile does not provide those client-level outcomes, but it establishes the business focus around which Marc is building his firm.

The next stage for Marc Gono

Marc’s stated ambition is to develop Aziel Consulting and YAFRICA INVEST into influential organisations in agribusiness advisory, investment facilitation and economic policy advocacy across Africa.

For Aziel Consulting, that ambition involves expanding its capacity to support businesses and investors. For YAFRICA INVEST, it centres on strengthening regional engagement and connections across African markets.

Both ambitions will require more than a wider geographic presence. Sustained growth will depend on the quality of the services provided, the expertise available within the organisations and their ability to demonstrate value to clients and partners.

Marc’s entrepreneurial journey also offers a reminder that expertise can itself become the foundation of a business. His transition from geopolitical risk consulting to building an advisory firm shows how professional knowledge can be developed into a commercial service when it responds to identifiable business needs.

Marc Gono is building Aziel Consulting around that proposition: helping businesses understand their operating environment, make more informed decisions and prepare for the opportunities they want to pursue. The next measure of its progress will be how effectively the firm translates those capabilities into demonstrable results for the businesses and investors it serves.

The post Marc Gono Is Building the Expertise Behind African Investment appeared first on The Tony Elumelu Foundation.

Ce qui fait trop souvent obstacle entre une idée et la création d'une entreprise florissante, ce n'est pas un manque d'ingéniosité, mais l'accès au capital adéquat au bon moment.

Dans un récent tribune libre publiée dans Fortune, notre fondateur, Tony O. Elumelu, CFR, présente des arguments convaincants en faveur de la place centrale que doit occuper le capital d’amorçage dans le débat sur la création d’emplois en Afrique. Son raisonnement met en évidence une réalité économique fondamentale : les entrepreneurs capables de créer la prochaine génération d’entreprises et d’emplois africains ne peuvent pas se développer à grande échelle si le capital ne leur est accordé qu’après qu’ils ont déjà fait leurs preuves.

À la Fondation Tony Elumelu, nous constatons cette réalité de nos propres yeux depuis 2010.

Un capital de départ peut tout changer

Pour de nombreux entrepreneurs africains, la phase de démarrage d'une entreprise est aussi la plus difficile.

Un entrepreneur peut avoir identifié un véritable besoin du marché, développé un produit viable et trouvé ses premiers clients, mais ne pas disposer pour autant du fonds de roulement nécessaire pour acheter du matériel, embaucher un salarié, toucher de nouveaux clients ou développer sa production.

À ce stade, il peut être particulièrement difficile d'accéder à des financements traditionnels. Les entreprises peuvent ne pas disposer de garanties suffisantes, d'un historique de crédit suffisamment long ou de la taille que les investisseurs conventionnels exigent généralement.

Cela crée un paradoxe : on attend des entrepreneurs qu’ils fassent la preuve de leur croissance avant de pouvoir accéder aux capitaux qui leur permettraient justement de se développer.

Les fonds destinés aux entreprises en phase de démarrage peuvent contribuer à briser ce cercle vicieux.

Un investissement relativement modeste, s'il est réalisé au bon moment, peut permettre à un entrepreneur de passer d'une simple idée à une entreprise opérationnelle, du statut d'entrepreneur individuel à celui d'employeur, et d'une solution locale à une activité évolutive.

Les répercussions vont donc au-delà de l'entrepreneur lui-même.

Lorsqu'une entreprise se développe, elle peut créer des emplois. Ces emplois assurent la subsistance des ménages. Les entreprises en pleine croissance génèrent de la demande auprès des fournisseurs et des prestataires de services. Elles contribuent aux économies locales et, à terme, renforcent la capacité de production des collectivités et des pays.

C'est pourquoi le débat sur le financement de l'entrepreneuriat est, en fin de compte, un débat sur le développement économique.

Investir dans les entrepreneurs, c'est investir dans l'Afrique

Depuis 2010, la Fondation Tony Elumelu défend l'idée selon laquelle les entrepreneurs africains ne sont pas de simples bénéficiaires du développement, mais en sont les moteurs actifs.

Grâce à son programme phare dédié à l'entrepreneuriat, la Fondation Tony Elumelu offre aux jeunes entrepreneurs africains des formations, un accompagnement, un capital d'amorçage non remboursable et l'accès à un réseau entrepreneurial plus vaste.

Cette approche repose sur un principe simple : les opportunités ne doivent pas dépendre de la situation géographique, du milieu social ou de l'accès aux réseaux financiers traditionnels.

Les entrepreneurs africains devraient avoir la possibilité de se développer.

Mais le capital à lui seul ne suffit pas.

Un entrepreneur peut bénéficier d'un financement tout en ayant besoin d'apprendre à gérer sa trésorerie, à atteindre ses clients, à constituer une équipe, à officialiser la création de son entreprise, à s'orienter sur les marchés ou à se préparer à la croissance. C'est pourquoi un accompagnement efficace des entrepreneurs doit aller au-delà de la simple remise d'un chèque.

Elle doit développer ses capacités parallèlement à ses capitaux.

Elle doit mettre en place des réseaux tout en assurant un financement.

Et elle doit donner aux entrepreneurs la confiance et les connaissances nécessaires pour transformer une opportunité en une entreprise pérenne.

"C’est quand j’étais enfant, en voyant ma mère monter un petit restaurant à la force de son travail et de sa détermination, que j’ai compris pour la première fois à quel point il était important de donner sa chance aux autres. Plus tard, j’ai moi-même bénéficié de la confiance de personnes qui ont cru en mon potentiel et m’ont ouvert des portes. C’est ce que j’appelle “ démocratiser la chance ” : veiller à ce que l’accès aux opportunités ne soit pas réservé à une poignée de chanceux.” Tony O. Elumelu CFR

Plus de 15 des années passées à mettre cette idée en pratique

Le tout dernier Rapport sur l'impact de la Fondation Tony Elumelu sur 15 ans, Lancé en marge de la 81e Assemblée générale des Nations unies à New York, ce rapport retrace notre parcours et met en lumière l'impact des investissements à grande échelle en faveur de l'entrepreneuriat africain.

Depuis 2010, la Fondation Tony Elumelu soutient des entrepreneurs dans l'ensemble des 54 pays africains, contribuant ainsi à créer des opportunités pour des personnes qui, sans cela, seraient restées en marge des systèmes traditionnels de financement et d'opportunités économiques.

Au final, les témoignages présentés dans ce rapport vont bien au-delà du simple nombre d'entrepreneurs accompagnés ou du montant des capitaux mobilisés.

Il s'agit de ce qui se passe lorsque les entrepreneurs africains ont la possibilité de se développer.

Il s'agit d'entreprises nées d'idées.

Il s'agit d'entrepreneurs qui emploient du personnel.

Il s'agit de permettre aux familles de bénéficier de nouvelles sources de revenus.

Il s'agit pour les communautés de trouver des solutions aux problèmes locaux.

Il s'agit de montrer que les entrepreneurs africains peuvent être à la fois les bénéficiaires et les artisans de la transformation économique du continent.

Les 15 années d’existence de la Fondation Tony Elumelu nous enseignent une leçon importante : lorsque l’investissement en faveur de l’entrepreneuriat est durable, inclusif et adapté aux réalités des entreprises africaines, son potentiel dépasse largement le cadre des entreprises individuelles.

Si nous voulons créer des emplois, nous devons investir dans ceux qui en créent

Le défi de l'emploi en Afrique rend cette question d'autant plus urgente.

Ce continent compte l'une des populations les plus jeunes au monde, et des millions de jeunes Africains vont faire leur entrée sur le marché du travail dans les années à venir. La création d'emplois productifs à l'échelle requise exigera davantage que ce que les gouvernements et les grandes entreprises peuvent offrir à eux seuls.

Cela nécessitera que des millions d'entreprises se créent, survivent, se développent et embauchent.

Cela signifie que les entrepreneurs doivent être reconnus comme faisant partie intégrante du tissu de l'emploi en Afrique.

Le débat doit donc évoluer.

Au lieu de nous demander uniquement comment créer davantage d'emplois, nous devrions également nous demander :

Comment faire pour qu'il y ait davantage de créateurs d'emplois ?

• Au lieu de nous demander uniquement comment attirer des capitaux en Afrique, nous devrions nous demander :

Comment faire en sorte que les capitaux parviennent aux entrepreneurs suffisamment tôt pour avoir un impact ?

• Et plutôt que de mesurer le soutien à l'entrepreneuriat uniquement à l'aune du nombre de personnes formées, nous devrions nous demander :

Qu'advient-il des entreprises, des emplois, des recettes et des collectivités qui se développent par la suite ?

Ces questions font évoluer le débat, qui passe d'une intervention à court terme à une transformation économique à long terme.

Le prochain chapitre appartient à ceux qui sont prêts à investir dans les ambitions de l'Afrique

L'Afrique ne manque pas d'idées.

L'ambition ne manque pas.

Et les entrepreneurs ne manquent pas.

Un défi majeur reste à relever : veiller à ce que les systèmes financiers, les institutions et les partenaires de développement du continent soient prêts à soutenir cette ambition suffisamment tôt — et avec suffisamment de constance — pour qu’elle puisse réaliser pleinement son potentiel.

L'éditorial publié dans *Fortune* nous rappelle à juste titre pourquoi ces questions sont importantes. Mais le débat ne peut se limiter à la simple prise de conscience du problème.

Elle doit passer à l'action.

Pour les pouvoirs publics, cela implique de créer des conditions propices à la création et au développement des entreprises.

Pour les établissements financiers, cela implique de mettre au point des modèles de financement qui tiennent compte des réalités des entreprises africaines en phase de démarrage.

Pour les investisseurs et les partenaires de développement, cela implique de ne pas se limiter aux entreprises déjà bien établies et de s'intéresser également aux entrepreneurs qui sont encore en phase de création.

Et pour des organisations telles que la Fondation Tony Elumelu, cela signifie continuer à montrer ce qu’il est possible de réaliser lorsque les entrepreneurs africains disposent des capitaux, des connaissances et des réseaux nécessaires pour se développer.

Ces quinze années d'expérience ont renforcé une conviction qui reste tout aussi pertinente aujourd'hui qu'à la création de la Fondation :

Lorsque nous investissons dans des entrepreneurs africains, nous investissons dans l'avenir de l'Afrique.

L'opportunité qui s'offre à l'Afrique ne consiste pas simplement à former davantage d'entrepreneurs.

L'objectif est d'offrir à un plus grand nombre d'entre eux une véritable chance de réussir et, ce faisant, de créer les entreprises, les emplois et les opportunités économiques qui façonneront le prochain chapitre de l'histoire du continent.

Lire l'intégralité de l'article Tribune libre publiée dans *Fortune*.

Lire l'article de la Fondation Tony Elumelu Rapport d'impact sur 15 ans.

The post Africa Has the Entrepreneurs. What It Needs Is the Capital to Back Them appeared first on The Tony Elumelu Foundation.

Ce contraste l'a marqué.

Plutôt que de considérer les déchets comme un simple problème environnemental, Haroun Mahamat Adoum a vu là une opportunité de mettre en place un service susceptible d'améliorer l'assainissement urbain tout en créant des emplois et en jetant les bases du recyclage.

Cette vision est devenue La première entreprise de gestion des déchets, une entreprise de services environnementaux en pleine expansion qui assure la collecte des déchets ménagers à N'Djamena et œuvre en faveur d'une approche plus durable de la gestion des déchets au Tchad.

Transformer un problème quotidien en une entreprise

La gestion des déchets ne semble peut-être pas, à première vue, un domaine propice à l'entrepreneuriat, mais pour Haroun, le besoin était évident.

À mesure que les villes s'agrandissent, le volume de déchets qu'elles produisent augmente également. En l'absence de systèmes de collecte fiables, les déchets peuvent s'accumuler dans les quartiers résidentiels, ce qui nuit à la propreté des quartiers et soulève des préoccupations plus larges en matière d'environnement et de santé publique.

L'expérience acquise par Haroun à l'étranger lui a fourni un point de référence concret sur ce à quoi pourrait ressembler une gestion organisée des déchets.

Il en est revenu avec la conviction que le Tchad avait besoin d'entreprises capables de fournir des services structurés, plutôt que de se contenter d'approches informelles ou irrégulières.

Le résultat a été La première entreprise de gestion des déchets, qui repose sur un principe simple : rendre la collecte des déchets plus accessible, mieux organisée et plus fiable pour les ménages.

D'une simple idée, sans aucun équipement, à un service de collecte des déchets pleinement opérationnel

L'entreprise First Waste Management a vu le jour grâce à la vision d'Haroun, qui était à l'origine de ce projet.

Avant de rejoindre le Programme d'entrepreneuriat de la Fondation Tony Elumelu, l'entreprise avait pas de recettes, ni de matériel, ni d'infrastructure opérationnelle. La transformation de ce concept en un service opérationnel a donc nécessité à la fois des ressources financières et une expertise commerciale afin de mettre en place un modèle d'exploitation viable.

Aujourd'hui, l'entreprise propose collecte des déchets ménagers en porte-à-porte dans 4e arrondissement de N'Djamena.

Les habitants peuvent s'abonner à ce service pour 500 CFA par foyer, leur permettant ainsi de disposer d'un système plus structuré pour se débarrasser de leurs déchets ménagers.

L'entreprise a également créé ses premiers emplois, et son équipe compte désormais cinq employés, dont une femme.

Si la collecte auprès des ménages constitue le point de départ de l'entreprise, les ambitions de Haroun vont bien au-delà. Il s'efforce en effet de mettre en place initiatives de recyclage qui permettent de récupérer des matières utiles à partir des déchets collectés, de réduire la pollution environnementale et de créer une valeur économique supplémentaire à partir de ressources qui, autrement, seraient mises au rebut.

Comment la Fondation Tony Elumelu a aidé Haroun Mahamat Adoum à passer de la vision à l'action

Pour Haroun, transformer une idée en faveur de l'environnement en une entreprise viable ne se limitait pas à identifier un problème. Il avait besoin de capitaux, de connaissances en matière d'entrepreneuriat et d'un réseau de soutien pour jeter les bases de son entreprise.

Dans 2021, il a rejoint le Programme d'entrepreneuriat de la Fondation Tony Elumelu, recevant US$5 000 en capital d'amorçage, ainsi que des formations en gestion d'entreprise, un accompagnement par des mentors et l'accès au réseau panafricain d'entrepreneurs de la Fondation.

Ce soutien a permis à « The First Waste Management » de passer du stade du concept à celui de la mise en œuvre.

Haroun a utilisé ce capital d'amorçage pour acquérir le matériel indispensable, mettre en place un service de collecte des déchets ménagers et recruter ses premiers employés. La formation dispensée par la Fondation lui a également permis d'approfondir ses connaissances en matière de planification d'entreprise, de gestion des opérations et de gestion de la croissance.

L'intérêt du programme allait bien au-delà du simple financement. Grâce au mentorat et aux liens tissés avec une communauté plus large d'entrepreneurs africains, Haroun a pu découvrir des points de vue et acquérir des connaissances qui l'ont aidé à relever les défis liés à la création d'une entreprise émergente dans le secteur des services environnementaux.

Créer une entreprise au service de l'assainissement des collectivités

L'importance de « The First Waste Management » va bien au-delà de la collecte des déchets ménagers.

Pour les communautés, un service de collecte des déchets fiable peut faciliter l'organisation du quotidien et contribuer à un environnement résidentiel plus propre. Pour l'entreprise elle-même, ce modèle offre des opportunités de développer un secteur émergent des services environnementaux au Tchad.

L'emploi est un autre élément de cette équation.

À mesure que l'entreprise se développe, des opportunités peuvent se présenter dans les domaines de la collecte, de la logistique, de l'administration, du recyclage et d'autres secteurs liés à la gestion des déchets. La décision prise très tôt par Haroun de créer une entreprise à part entière spécialisée dans les services de gestion des déchets jette ainsi les bases d'une activité économique qui va de pair avec ses objectifs environnementaux.

Son projet de se lancer dans le recyclage pourrait pousser ce modèle encore plus loin en considérant les déchets non pas simplement comme quelque chose à éliminer, mais comme une ressource pouvant être récupérée, traitée et réutilisée.

Cette évolution — passer de l'élimination des déchets à la valorisation des ressources — est au cœur de l'opportunité à long terme que Haroun entrevoit pour l'entreprise.

Une vision plus ambitieuse pour la gestion des déchets au Tchad

L'ambition d'Haroun Mahamat Adoum ne se limite pas à un seul quartier de N'Djamena.

Il prévoit de se développer La première entreprise de gestion des déchets into other major cities across Chad while developing recycling facilities and community education programmes around responsible waste disposal and waste segregation.

The objective is to build a more integrated waste management model—one that combines collection, environmental awareness and resource recovery.

For a country where structured waste management remains an emerging area, that represents an opportunity to build the sector alongside the growth of its cities.

Haroun’s journey also illustrates how entrepreneurship can emerge from personal experience. His exposure to organised sanitation systems abroad did not simply change his perspective on waste; it helped him recognise a service gap that could be addressed through a locally built business.

The road ahead for Haroun Mahamat Adoum

The First Waste Management is still at an early stage, but its direction is clear.

Haroun wants to expand household collection, introduce recycling and build systems that can serve communities at a larger scale. His longer-term ambition is to contribute to sustainable urban sanitation across Chad and position the country as a stronger example of environmental entrepreneurship in Central Africa.

For Haroun Mahamat Adoum, cleaner cities are not an abstract environmental goal. They are the result of practical systems, reliable services and people willing to build them.

Through The First Waste Management, he is turning that belief into a business—one household, one employee and one cleaner community at a time.

The post Haroun Mahamat Adoum Is Transforming Waste Management in Chad for a Cleaner Future appeared first on The Tony Elumelu Foundation.

Cameroon grows cocoa, but for Christian, producing the raw ingredient was only part of the opportunity. The bigger question was what could happen if more of that cocoa was transformed locally into premium products carrying an African identity.

That question led him to create Royal Chocolate, a Cameroonian confectionery company producing handcrafted chocolates that combine locally inspired ingredients, artisanal techniques and contemporary branding.

Founded in Yaoundé in 2018, Royal Chocolate is building a premium chocolate brand while demonstrating how African entrepreneurs can capture more value from the continent’s agricultural resources.

From cocoa production to African-made luxury

Pour Christian Donfack Djoumessi, chocolate represents more than an indulgent product. It is an opportunity to connect agriculture, manufacturing, creativity and African identity.

Cameroon is a major cocoa-producing country, yet much of the value associated with cocoa is generated after the raw commodity leaves the continent. Christian saw an opportunity to change that equation by developing finished chocolate products closer to the source.

At Royal Chocolate, cocoa is transformed into handcrafted products designed for consumers who value quality, distinctive flavours and thoughtful presentation.

The company also incorporates African-inspired ingredients such as moringa, creating products that give familiar chocolate experiences a distinctly local character.

This approach places value addition at the centre of the business. Instead of stopping at cocoa production, Royal Chocolate takes the product further—from raw agricultural commodity to finished, branded consumer product.

Royal Chocolate is growing a premium confectionery brand from Cameroon

Royal Chocolate began as a relatively small operation.

Before joining the Tony Elumelu Foundation Entrepreneurship Programme, the company generated approximately US$20,000 in annual revenue, employed five people and primarily served customers in Yaoundé. Much of its production was manual, limiting how quickly the business could respond to growing demand.

Christian recognised that building a stronger chocolate brand would require more than a good product. Production capacity, packaging, branding and distribution would all have to evolve alongside the business.

Today, Royal Chocolate’s portfolio includes artisan chocolate bars, chocolate-covered treats and premium chocolate collections designed for corporate gifting, celebrations and special occasions.

Its distribution footprint has also expanded beyond Yaoundé. The brand has secured placements in major supermarkets and extended its reach to Douala, Nigeria and Equatorial Guinea, while also working with a distributor in Maroc.

The expansion reflects a broader ambition: to build a chocolate company from Cameroon that can compete in regional and international markets while retaining its African identity.

How the Tony Elumelu Foundation helped Royal Chocolate scale

For an early-stage manufacturing business, moving from artisanal production towards a more structured operation requires capital, knowledge and the right business networks.

Dans 2019, Christian Donfack Djoumessi joined the Programme d'entrepreneuriat de la Fondation Tony Elumelu, receiving US$5 000 en capital d'amorçage, ainsi que des formations en gestion d'entreprise, un accompagnement par des mentors et l'accès au réseau panafricain d'entrepreneurs de la Fondation.

The support gave Royal Chocolate an opportunity to strengthen several areas of the business at the same time.

Christian used the seed capital to invest in improved production equipment, enhanced packaging and a more structured distribution model. The programme’s training also strengthened his approach to financial management, branding and business strategy, while mentorship provided additional guidance as the company worked towards greater scale.

The change was reflected in the company’s performance.

Royal Chocolate’s annual revenue grew from approximately US$20,000 to US$45,000, while its workforce increased from five employees to ten. Women now make up the majority of the company’s team, creating additional employment opportunities within the local economy.

For Christian, the growth represents more than increased sales. It demonstrates what can happen when a locally developed product is supported with the resources and business capabilities needed to move from small-scale production towards a stronger commercial operation.

Building value beyond the chocolate bar

The significance of Royal Chocolate extends beyond confectionery.

Chocolate sits at the intersection of agriculture and manufacturing, making it an example of how African economies can create greater value from commodities produced on the continent.

By processing cocoa into finished products in Cameroon, Christian Donfack Djoumessi is participating in a value chain that creates opportunities in production, packaging, sales, distribution and branding.

The company’s journey has also attracted international attention. Royal Chocolate was selected by UNIDO/ITPO as one of Africa’s most scalable businesses and represented Cameroon at the World Entrepreneurship Forum in Dubai.

These milestones have helped place the company within a wider conversation about African businesses moving beyond raw material production and building globally competitive consumer brands.

For Christian, the opportunity is ultimately about changing perceptions—both of what African businesses can produce and of where premium products can come from.

A chocolate brand carrying an African story

The global chocolate industry has traditionally placed considerable emphasis on European craftsmanship and branding, even though cocoa is predominantly grown in tropical regions, including Africa.

Royal Chocolate offers a different proposition.

Its identity is rooted in Cameroon, its primary raw material is cocoa, and its products incorporate ingredients and ideas drawn from the African context. The result is a brand that does not simply participate in the global chocolate market but seeks to bring an African perspective to it.

That distinction matters.

For consumers, it creates an opportunity to discover chocolate through flavours and stories connected to the continent. For African entrepreneurs, it demonstrates the commercial possibilities of transforming locally available resources into finished products with higher value.

What comes next for Christian Donfack Djoumessi and Royal Chocolate

Christian’s ambition is to establish Royal Chocolate as one of Africa’s leading luxury confectionery brands.

The company plans to strengthen automation, improve production efficiency, expand sustainable cocoa sourcing and develop strategic partnerships that can support growth across African and international markets.

The long-term opportunity is significant. As consumers increasingly seek products with distinctive origins, authentic stories and responsible supply chains, African-made premium foods have an opportunity to compete on more than price.

Christian Donfack Djoumessi is building Royal Chocolate around that possibility.

His journey shows that Africa’s cocoa story does not have to end when the beans leave the farm. It can continue through manufacturing, creativity, branding and entrepreneurship—creating products that carry African value from the farm to the finished product and, ultimately, to consumers around the world.

Through Royal Chocolate, Christian is not simply making chocolate in Cameroon. He is building a case for what African value addition can look like when local resources, entrepreneurial ambition and premium branding come together.

The post Christian Donfack Djoumessi Is Redefining Luxury Chocolate in Cameroon: A 2019 TEF Success Story appeared first on The Tony Elumelu Foundation.

Fashion can preserve history without being confined to the past.

Across Africa, designers are drawing on traditional fabrics, silhouettes and craftsmanship while creating clothing designed for contemporary consumers. For Adama Bologo, that balance is at the heart of his work.

From his base in Ouagadougou, Burkina Faso, Adama has built Bologo Tunique, a fashion brand creating bespoke tunics, contemporary shirts, ceremonial attire and reimagined traditional garments.

The brand draws inspiration from African craftsmanship and fabrics including bogolan, handwoven cotton and linen, while giving traditional influences a distinctly modern expression.

For Adama, fashion is therefore more than a commercial product.

It is a way to carry culture forward.

Adama Bologo sees fashion as a language of identity

Clothing has always communicated something about the person wearing it.

In African societies, traditional garments and textiles can carry associations with community, history, occasion and status. Patterns, fabrics and silhouettes can communicate identity without a single word being spoken.

Adama Bologo’s approach starts from this cultural significance but looks towards the present.

He founded Bologo Tunique with the ambition of creating clothing that allows customers to engage with African heritage while dressing for contemporary life.

The brand’s collections include bespoke garments for men and women, ceremonial pieces, modern and classic shirts, reimagined traditional suits and themed collections.

Among its distinctive creations is Dynastie Guerrière, a collection that explores African heritage through a contemporary fashion lens.

The objective is not to reproduce tradition exactly as it was.

It is to reinterpret it.

Bologo Tunique is building a fashion brand around African craftsmanship

At the centre of Bologo Tunique’s aesthetic is an appreciation for African materials and craftsmanship.

The brand incorporates fabrics such as bogolan, alongside handwoven cotton and linen, into contemporary garments.

That choice gives the clothing a connection to African textile traditions while allowing Adama to experiment with modern cuts, styling and presentation.

The result is a fashion proposition built around two ideas that are sometimes treated as opposites: heritage and modernity.

For Bologo Tunique, they can coexist.

Traditional inspiration can inform contemporary design.

Cultural identity can become part of a modern brand.

And craftsmanship can become a commercial skill that creates livelihoods.

That final point is particularly important to Adama’s entrepreneurial journey.

From US$10 a month to a growing fashion business

The scale of Adama Bologo’s ambition becomes clearer when measured against where Bologo Tunique began.

Avant de rejoindre le Programme d'entrepreneuriat de la Fondation Tony Elumelu, Adama operated the business alone with basic equipment.

Monthly revenue was approximately US$10.

Limited resources restricted production capacity, consistency and the number of customers the business could serve.

Yet the small operation contained the foundations of a larger fashion enterprise: a clear creative identity, a commitment to African craftsmanship and an ambition to reach audiences beyond Ouagadougou.

Adama’s challenge was turning those foundations into a business capable of producing consistently and competing for a wider market.

That required investment.

It also required business knowledge.

The Tony Elumelu Foundation helped Adama Bologo build capacity

Dans 2019, Adama Bologo participated in the Programme d'entrepreneuriat de la Fondation Tony Elumelu, recevant US$5 000 en capital d'amorçage, des formations en gestion d'entreprise, un accompagnement par des mentors et l'accès au réseau entrepreneurial panafricain de la Fondation.

The funding allowed him to invest directly in the productive capacity of Bologo Tunique.

He purchased industrial sewing equipment, cutting tables and premium fabrics, strengthening the infrastructure required to produce garments at a higher standard and greater volume.

Adama also recruited two apprentices, creating an opportunity for young people to develop practical tailoring skills through hands-on training.

The programme’s business training complemented that investment.

Adama strengthened his financial planning, business management and strategic approach to growing the brand.

The results were measurable.

Monthly revenue increased from approximately US$10 to US$500, while the team grew from one employee to four.

For a small fashion business, that shift represents more than increased sales.

It represents increased capacity to create.

Adama Bologo is turning craftsmanship into opportunity

Fashion businesses are often judged by their finished garments.

But behind every garment is a chain of skills.

Designers need tailors. Tailors need technical expertise. Apprentices need opportunities to learn. Businesses need people who understand cutting, sewing, finishing, styling and production.

That makes fashion an important part of the wider creative economy.

Through Bologo Tunique, Adama Bologo is creating opportunities for young people to develop practical skills while building a commercial enterprise around African design.

The two apprentices recruited as the business expanded are part of that story.

Rather than treating craftsmanship as something that exists only as cultural heritage, Adama is using it as a pathway to professional development and employment.

The value of the work is therefore found not only in what customers wear, but also in the capabilities being built behind the brand.

Taking African fashion beyond Ouagadougou

A strong fashion brand needs more than good garments.

It needs an audience.

Adama has worked to expand Bologo Tunique’s visibility through professional photography, social media, collaborations with stylists and engagement with members of the African diaspora.

The brand has also used cultural events, fashion showcases and regional exhibitions to introduce its work to wider audiences.

The launch of Dynastie Guerrière became one of the brand’s notable moments, attracting attention during a fashion showcase featuring Burkinabè designers.

These efforts point to an important shift in how African fashion brands can grow.

The customer base does not have to be limited by the location of the workshop.

Digital platforms can make collections visible to audiences elsewhere, while exhibitions and cultural events can create physical connections between designers and new markets.

For Bologo Tunique, this creates a pathway from a local fashion business towards a regional brand.

Why Adama Bologo’s work matters

Africa’s fashion industry sits at an interesting intersection of culture and commerce.

The continent has deep textile traditions, distinctive aesthetics and generations of craftsmanship. At the same time, a younger and increasingly connected consumer base is reshaping how African fashion is designed, marketed and consumed.

Entrepreneurs such as Adama Bologo are operating within that transition.

His work shows that cultural heritage does not have to be preserved by leaving it unchanged.

It can also be preserved through reinterpretation.

A traditional textile can become part of a modern silhouette.

A ceremonial garment can influence contemporary design.

A tailoring skill can become a source of employment.

And a local fashion label can aspire to compete beyond its home market.

That is where the commercial and cultural dimensions of Bologo Tunique meet.

Building a Burkinabè brand with a regional ambition

Adama’s next ambition is to take Bologo Tunique beyond Burkina Faso.

He plans to expand into Mali, Côte d’Ivoire and Benin, building a wider West African customer base for the brand.

Regional expansion will bring new challenges, from production and distribution to branding and customer acquisition.

But West Africa also offers a natural environment for a fashion business rooted in shared cultural influences while maintaining a distinct Burkinabè identity.

For Bologo Tunique, the opportunity is to demonstrate that a brand can be locally grounded and regionally ambitious at the same time.

The clothes can carry the story of where they come from while speaking to customers across borders.

The future of African fashion will not be defined solely by international recognition.

It will also depend on the strength of the businesses, skills and creative ecosystems being built across the continent.

Adama Bologo is contributing to that ecosystem from Ouagadougou.

Through Bologo Tunique, he is building a business where African fabrics meet contemporary design, where craftsmanship creates employment and where cultural identity becomes part of a modern commercial proposition.

The journey from US$10 to US$500 in monthly revenue shows what can happen when creative ambition is matched with investment in equipment, skills and business management.

His next challenge is scale.

If Bologo Tunique can successfully take its aesthetic and craftsmanship into new West African markets, Adama will be doing more than expanding a fashion label.

He will be showing how a designer can take something deeply rooted in African heritage and give it a place in the future.

For Adama Bologo, the goal is not simply to preserve African fashion. It is to keep evolving it.

The post Adama Bologo: Redefining African Fashion Through Heritage appeared first on The Tony Elumelu Foundation.

Philanthropy is changing. 

Across the world, organisations working to advance the public good are confronting a rapidly shifting landscape shaped by technological disruption, climate change, economic inequality and changing social realities. For philanthropic institutions, the question is no longer simply how to respond to these challenges, but how to rethink the models, partnerships and instruments through which lasting impact can be created. 

It was against this backdrop that leaders from across the philanthropic sector gathered in São Paulo on 27 August for the Brazilian Philanthropy Forum 2026, convened under the theme “Philanthropy: Between Essence and Reinvention.” 

Representing the Tony Elumelu Foundation (TEF), CEO Somachi Chris-Asoluka brought an African perspective to the conversation, sharing lessons from the Tony Elumelu Foundation’s work supporting entrepreneurs across the continent and making the case for a more inclusive, locally rooted, and partnership-driven approach to development. 

For Somachi, reinvention must not mean losing sight of philanthropy’s fundamental purpose. 

It must mean finding better ways to advance it. 

Shift from philanthropy to agency 

Speaking during a panel discussion at the Forum, Somachi reflected on the origins of the Tony Elumelu Foundation and the philosophy of Africapitalism, a word coined by our Founder, Tony O. Elumelu, CFR. 

Established in 2010, the Tony Elumelu Foundation was built around a clear conviction: African entrepreneurs can and must play a leading role in transforming the continent. 

That conviction is rooted in our founder’s philosophy of Africapitalisme: the belief that the private sector has a critical role in Africa’s development by investing in strategic sectors not only for profit, but for shared prosperity.  

The philosophy challenges the traditional separation between commercial success and social impact. 

Businesses can generate returns for shareholders while creating opportunities for employees, communities and wider economies. Philanthropic capital, similarly, can do more than address immediate needs; it can help unlock the potential of individuals who can go on to create value for others. 

This philosophy sits at the heart of TEF’s approach to entrepreneurship. 

"We believe that the transformation of the African continent will not come from the private sector, the corporate, government, and it will not come from international development agencies, but it will come from our entrepreneurs,” Somachi Chris-Asoluka 

Africa is the world’s youngest continent, with a median age of 17. For its rapidly growing young population, the need for economic opportunity is immediate. 

"These young people need economic opportunities. They need jobs, and they cannot wait for these jobs to come,” she said. 

The implication is clear: Africa’s young people cannot simply be positioned as beneficiaries of development. They must be recognised as builders of it. 

Investing in entrepreneurs, investing in economies 

Since 2015, the Tony Elumelu Foundation Entrepreneurship Programme has sought to turn this philosophy into action by providing entrepreneurs with the combination of capital, knowledge, mentorship and networks required to build sustainable businesses. 

The scale of the intervention is significant. 

Through its programmes, the Foundation has trained 2.5 million young Africans, funded 27,000 entrepreneurs with more than US$130 million in direct funding, and supported businesses that have collectively created 1.5 million jobs and generated more than US$4 billion in revenue. 

For TEF, these figures represent more than programme outputs. 

They demonstrate what can happen when philanthropic capital is deployed to unlock entrepreneurial agency. 

"This is revenue that did not exist before we intervened in these young people,” she said. 

The point speaks directly to the Forum’s central conversation about reinvention. 

The question is not only how much capital philanthropy deploys, but what that capital makes possible after it is deployed. 

When an entrepreneur receives funding, develops a business, employs people, and generates revenue, the impact can extend far beyond the original intervention. Capital begins to circulate through communities and economies, creating additional opportunities along the way. 

This is the catalytic potential of philanthropy: using relatively targeted interventions to unlock much broader economic and social value. 

Technology Should Widen Opportunity, Not Deepen Divides 

Our CEO Somachi Chris-Asoluka also reflected on one of the defining forces reshaping development today: technology. 

As a last-mile implementer, The Tony Elumelu Foundation works directly across all 54 African countries. This requires both a deep understanding of local realities and the ability to connect entrepreneurs across vast geographical, economic, and cultural contexts. 

Technology has become an important part of that equation. 

The Foundation developed TEFConnect, its proprietary digital platform connecting African entrepreneurs and members of the diaspora to business tools, knowledge, mentors, investors, partnerships, marketplaces and one another. 

But Somachi stressed that digital transformation must be approached with intentionality. 

"We don’t want to use technology to deepen divides that already exist, to deepen inequalities that already exist,” she said. “We want to make sure that we’re using technology to make opportunity more inclusive and more widespread." 

That principle has shaped the evolution of TEFConnect. 

The platform has been designed to accommodate entrepreneurs living with disabilities, who represent 15% of TEF’s entrepreneurs, ensuring that accessibility is embedded into the digital experience rather than treated as an afterthought. 

The Foundation has also adapted the platform in response to the experiences of women entrepreneurs. 

When TEF first launched its entrepreneurship programme, applications were initially being completed by young men and women in roughly equal numbers. Yet while 70 per cent of male applicants completed their applications, fewer than 30 per cent of women did. 

The disparity prompted a closer examination of the barriers women were facing. 

The answer was not simply to encourage more women to participate. It was to redesign the system around their realities. 

Women entrepreneurs explained that they were balancing entrepreneurship with childcare, household responsibilities, and other demands on their time. A training platform designed primarily around conventional working hours therefore created an additional barrier. 

TEF responded by making its learning content self-paced, enabling entrepreneurs to access training around their lives rather than requiring their lives to conform to the platform. 

It is a small but powerful illustration of human-centred thinking in development: sometimes the barrier is not a lack of ambition or willingness to participate, but a system that has been designed without sufficiently understanding the people it is meant to serve. 

The same principle applies to entrepreneurs in rural and underserved communities. 

Where digital penetration and affordability remain challenges, technology must not become another mechanism for exclusion. TEFConnect has therefore been designed to be low-data and accessible, helping entrepreneurs in remote communities participate in the digital economy. 

Scale Should Not Come At The Expense Of Context 

Operating across 54 countries presents another challenge: how can an organisation achieve continental scale while remaining responsive to local realities? 

There is no single African entrepreneurial experience. 

Markets differ. Regulations differ. Infrastructure differs. Languages, cultures and economic conditions differ. 

Yet the need for opportunity is remarkably universal. 

“African entrepreneurs are no different from the entrepreneurs here in Brazil and in Latin America,” Somachi observed. “All entrepreneurs need the same things.” 

They need funding. 

They need people willing to believe in them. 

They need opportunities to demonstrate what they can do. 

And they need ecosystems that allow their businesses to grow. 

This creates an important distinction between standardisation and scale. 

Scale does not necessarily require every entrepreneur, community or country to receive the same intervention in exactly the same way. Rather, it can mean creating systems and infrastructure that are sufficiently strong to operate at scale while remaining adaptable enough to respond to local realities. 

For organisations working across different contexts, flexibility becomes essential. 

As Somachi later noted, organisations should remain committed to their missions while being willing to adapt how they pursue them. 

“What I think is important is that you should be flexible, you should be adaptable,” she said. “I don’t think that it’s as important as how you get there, as long as the results are identical to what you want to see for your community.” 

The principle is particularly relevant to philanthropy, where complex social problems rarely have neat or linear solutions. 

Impact Must Be Built Into The DNA 

Somachi also offered a practical message for smaller organisations working to create change. 

Impact measurement and communication should not be treated as something reserved for organisations that have already achieved scale. 

“Impact should be in the DNA of the organisation,” she said. “Everything that you do, you should create the data, create the records, and create the visibility platforms to show the world the impact that you’re creating in your own small corner.” 

The advice speaks to an increasingly important reality within the philanthropic sector. 

Impact is not only about what an organisation achieves. It is also about its ability to understand, demonstrate and communicate that achievement. 

Building these systems from the beginning enables organisations to learn from their work, strengthen accountability and make a stronger case for future investment and partnerships. 

But Somachi paired this emphasis on evidence with another principle: humility. 

Organisations must continue to learn. 

“Never be satisfied or complacent with what you know,” she urged, encouraging smaller organisations to remain open to other experiences, perspectives and approaches. 

Expertise in a particular community or terrain is valuable. But it becomes even more powerful when combined with the willingness to listen, adapt and learn from others. 

Africa is open for partnership 

As the Forum explored the balance between philanthropy’s enduring purpose and the need for reinvention, Somachi’s message offered a distinctly African proposition. 

Africa does not need to be viewed solely through the lens of its challenges. 

It is a continent of young people, entrepreneurs, markets, ideas and possibilities — and its development will increasingly be shaped by Africans themselves. 

“Africa is the future for the world,” Somachi said. “And we’re open for business, open for partnerships, open for investment, open for dialogue.” 

That openness extends beyond the continent. 

The future she envisages is one in which Africa and Latin America, alongside other regions of the Global South, can build stronger relationships, exchange knowledge and create new pathways for shared prosperity. 

It is also a future in which philanthropy is not defined solely by the act of giving, but by its ability to catalyse agency, unlock potential and build systems that allow people to create lasting value for themselves and their communities. 

That may ultimately be what reinvention means. 

The essence remains the same: advancing the public good. 

But the tools, partnerships and people at the centre of that work are evolving. 

And as Somachi reflected at the Brazilian Philanthropy Forum, the opportunity is not to build that future in isolation. 

“We can achieve much more by coming together than doing it in isolation.” 

For the Tony Elumelu Foundation, that means continuing to invest in Africa’s entrepreneurs while building bridges with partners and institutions around the world. 

Because the future of philanthropy may be global. 

But the solutions will be stronger when they are locally rooted, entrepreneur-led and built together. 

 Watch her session here : https://youtu.be/7-jZzq4G9DM?si=8cno8HUQZ-ufCcy9

The post Rethinking Philanthropy: TEF CEO, Somachi Chris-Asoluka Calls for Greater Global South Collaboration at Brazilian Philanthropy Forum appeared first on The Tony Elumelu Foundation.

Every harvest brings a window of opportunity.

For farmers growing mangoes, bananas and pineapples in Benin, that window can also be a race against time. Fresh fruit is highly perishable, and when it cannot be sold, stored or processed quickly enough, its value can disappear.

Pour Ivette Biokou, that loss presented a business opportunity.

Instead of allowing surplus fruit to become waste, she began transforming it into products with a longer shelf life and new commercial possibilities.

Par le biais de Ewatomi Market, founded in Parakou, Ivette is processing locally grown fruits into dried snacks and fruit-based products while building a business around sustainability, employment and local agricultural value.

Her approach is simple but consequential: if fresh produce cannot always reach the market in time, the market can find another way to preserve its value.

Ivette Biokou saw opportunity in what others might discard

Benin has a strong agricultural base and produces a variety of tropical fruits.

But producing food is only one part of building a resilient food system.

Farmers also need ways to preserve, process, distribute and sell their harvests. Without those systems, seasonal abundance can become a liability. When supply temporarily exceeds demand or processing capacity, fresh produce can spoil before it generates income.

It was this challenge that caught Ivette Biokou’s attention in Parakou.

She saw that fruit that might otherwise be lost could be transformed into products that remain useful and marketable for longer.

That insight became the foundation of Ewatomi Market.

The business was designed not simply as a food-processing venture, but as a way to create more value from agricultural produce while responding to the environmental and economic costs associated with food waste.

What does Ewatomi Market do?

Ewatomi Market is a Beninese food-processing business that transforms locally grown fruits into value-added products.

Its product range includes dried fruit snacks as well as pineapple and mango fruit liqueurs, giving the company multiple ways to turn locally available produce into products for different consumer markets.

The business supplies products to restaurants, hotels and student communities in Parakou, connecting locally processed food with everyday consumers.

The model has an important advantage.

Instead of relying entirely on the short commercial life of fresh fruit, processing creates products that can remain available for longer and reach customers through different channels.

For farmers and agricultural communities, this creates another potential route to market.

For consumers, it creates access to locally processed fruit products.

And for the business itself, it creates an opportunity to build a brand around an abundant local resource.

From a one-person operation to a growing food business

The scale of Ewatomi Market today is difficult to understand without looking at where it started.

Before participating in the Programme d'entrepreneuriat de la Fondation Tony Elumelu, Ivette operated the business alone with basic equipment.

Monthly revenue stood at approximately US$300.

Limited storage and rudimentary processing methods constrained both production capacity and product consistency, making it difficult to respond to increasing demand.

The challenge was therefore not simply finding more customers.

Ivette needed the capacity to serve them.

That meant investing in better equipment, improving production processes and developing the business systems needed to move from small-scale production towards a more structured enterprise.

The transformation has been significant.

Ewatomi Market’s monthly revenue increased from US$300 to US$4,821, while the business expanded from a one-person operation to a team of cinq employés.

The growth represents more than a fifteen-fold increase in monthly revenue.

It also illustrates how improving production capacity can change the possibilities available to a small agricultural business.

The Tony Elumelu Foundation helped Ivette Biokou build capacity

Dans 2024, Ivette Biokou joined the Programme d'entrepreneuriat de la Fondation Tony Elumelu, recevant US$5 000 en capital d'amorçage, ainsi que des formations en gestion d'entreprise, un accompagnement par des mentors et l'accès au réseau panafricain d'entrepreneurs de la Fondation.

For Ewatomi Market, the capital addressed one of its most immediate constraints: equipment.

Ivette invested in industrial-grade drying and storage equipment, strengthening the company’s production capacity and helping improve consistency across its products.

The business training provided another layer of support.

Ivette developed her knowledge of financial management, business planning and operational growth, while mentorship provided guidance around food safety and market positioning.

The combination was important.

Equipment could increase what the business was capable of producing. Business knowledge could help determine how that increased capacity should be managed.

Together, they helped create the conditions for Ewatomi Market’s next stage of growth.

Why processing matters as much as production

Agricultural development is often measured by how much a farmer can produce.

But there is another question worth asking:

How much of that production becomes economic value?

A kilogram of fresh mango that spoils before reaching a customer creates little or no income.

The same fruit, when processed into a product with a longer shelf life, can potentially reach a different market, at a different time and in a different form.

This is the economic logic behind Ewatomi Market.

By processing fruits locally, Ivette Biokou is adding another layer of value between farm and consumer.

That creates opportunities for activity beyond agriculture itself, including processing, packaging, sales, distribution and employment.

It also demonstrates why agro-processing can be an important part of strengthening local food systems.

The goal is not simply to produce more.

It is to lose less and create more value from what is already produced.

Ivette Biokou is building a business with women at its centre

For Ivette, the impact of entrepreneurship does not stop with her own company.

The expansion of Ewatomi Market has created employment opportunities for women and young people, but she also wants to extend the business’s knowledge beyond its immediate workforce.

Her plans include developing training programmes that teach young women practical food-processing skills alongside the fundamentals of entrepreneurship.

That combination matters.

Technical skills can create the ability to produce a product. Business skills can provide the knowledge required to price, market and manage it.

Together, they can create a stronger foundation for people seeking to build their own livelihoods.

For Ivette Biokou, sharing those skills is part of the wider opportunity embedded in Ewatomi Market: turning local resources into businesses while helping more people develop the capacity to create businesses of their own.

From food waste to economic value

There is a tendency to discuss food waste primarily as an environmental problem.

It is one, but it is also an economic problem.

When food is lost, farmers lose potential income, businesses lose potential revenue and the resources used to produce that food generate less value.

Food processing offers one way of changing that equation.

By converting perishable agricultural products into products with different shelf-life and market characteristics, entrepreneurs can create additional opportunities within the food value chain.

That is the space Ewatomi Market occupies.

The company is still growing, but its trajectory illustrates what can happen when an entrepreneur treats a seemingly familiar agricultural challenge as a product and business opportunity.

Perspectives d'avenir

Ivette Biokou wants Ewatomi Market to become one of Benin’s leading sustainable food brands.

The immediate ambition is to expand distribution across Benin before exploring opportunities in neighbouring West African markets.

The company also plans to invest in eco-friendly packaging, digital marketing and distribution partnerships, with the aim of reaching more consumers and strengthening the brand’s market presence.

That expansion will require more than production.

It will require reliable supply chains, consistent quality, strong branding, efficient distribution and the ability to compete across increasingly sophisticated consumer markets.

But Ewatomi Market has already demonstrated the value of building capacity around a clear problem.

Ivette Biokou is not simply preserving fruit. She is preserving the economic value inside it.

By turning Benin’s seasonal abundance into products that can travel further, last longer and reach new customers, she is building a business that connects sustainability with commercial opportunity.

And her journey points to a wider possibility for African agriculture: the next opportunity may not always be found in growing more—it may be found in making more of what is already grown.

The post Ivette Biokou Is Turning Benin’s Fruit Surplus Into Opportunity appeared first on The Tony Elumelu Foundation.

Every harvest creates a question.

What happens next?

For tomatoes, that question is particularly important. Fresh produce has a limited shelf life, and when markets, storage or processing systems cannot absorb a harvest quickly enough, part of its economic value can disappear through spoilage.

Pour Louis Wilfried Yehouessi, the opportunity was therefore not simply to grow more food.

It was to preserve and transform more of what was already being grown.

Drawing on his background in genetics and food biodiversity conservation, Louis established CEVADEL-BENIN, an agro-processing company transforming locally grown tomatoes into tomato purée under the SWEETOUNVI brand.

From its base in Porto-Novo, the company is demonstrating a fundamental principle of agricultural development: sometimes the greatest opportunity is not in producing another crop, but in creating more value from the harvest already available.

Louis Wilfried Yehouessi saw value beyond the harvest

Agriculture plays an important role in Benin’s economy, supporting livelihoods and supplying food to communities across the country.

But agricultural production is only the beginning of the value chain.

Between a farmer harvesting a tomato and a consumer buying a finished food product are several opportunities to create additional economic value: aggregation, preservation, processing, packaging, distribution and retail.

When those capabilities are limited, fresh produce can become vulnerable to post-harvest losses.

Louis Wilfried Yehouessi saw an opportunity within that gap.

His background in genetics and food biodiversity conservation had given him an appreciation for the value of agricultural resources. Entrepreneurship offered him another way to protect that value—not simply by conserving biodiversity, but by turning locally available raw materials into marketable products.

That thinking became the foundation of CEVADEL-BENIN.

What does CEVADEL-BENIN do?

CEVADEL-BENIN is a food processing company that transforms locally sourced agricultural produce into value-added food products.

Its flagship product, SWEETOUNVI, is a tomato purée produced from locally cultivated tomatoes for consumers in Benin.

The business addresses a simple imbalance.

A fresh tomato has a relatively short commercial life. Processing it into another food product can extend the ways in which that agricultural output reaches consumers while creating additional economic activity around manufacturing, packaging and distribution.

CEVADEL has since expanded its portfolio with SWEETEPICES, a range of spice blends that further diversifies the company’s presence in the processed food market.

Its products are available through retail outlets including Nol Market, La Divine and Le Chariot de Damiaky, giving more consumers access to food products processed within Benin.

For Louis, this is about more than putting another brand on a supermarket shelf.

It is about capturing more of the agricultural value chain locally.

The economics of turning tomatoes into products

A tomato sold immediately after harvest generates value for the farmer.

But when that tomato becomes an input for a locally manufactured product, the economic chain becomes longer.

Someone processes it.

Someone manages quality.

Someone packages it.

Someone distributes it.

Someone sells it.

Each stage represents another point at which skills, employment and commercial activity can be created.

This is what makes agro-processing strategically important for economies seeking to generate more value from agriculture.

Pour Louis Wilfried Yehouessi, CEVADEL-BENIN sits within this opportunity.

By sourcing agricultural produce and transforming it locally, the company can contribute to a system in which more of the value associated with food production remains within the domestic economy.

The Tony Elumelu Foundation helped Louis Wilfried Yehouessi scale production

Before participating in the Programme d'entrepreneuriat de la Fondation Tony Elumelu, CEVADEL-BENIN operated on a relatively modest scale.

The business generated approximately US$1,412.92 in monthly revenue and employed two people. Limited processing equipment constrained its production capacity and created barriers to expansion.

Dans 2019, Louis Wilfried Yehouessi participated in the Tony Elumelu Foundation Entrepreneurship Programme, receiving US$5 000 en capital d'amorçage, ainsi que des formations en gestion d'entreprise, un accompagnement par des mentors et l'accès au réseau panafricain d'entrepreneurs de la Fondation.

Louis directed the capital towards one of the company’s most important constraints: production.

CEVADEL invested in modern food-processing equipment to strengthen its manufacturing capabilities and improve production consistency.

The company also began product certification processes—an important step for a food business seeking to strengthen consumer confidence and reach wider markets.

The subsequent growth was measurable.

Monthly revenue increased from approximately US$1,412.92 to US$4,415.36.

At the same time, CEVADEL’s workforce expanded from two employees to nine.

For Louis, the progression illustrates what targeted entrepreneurial capital can unlock when it is applied to a clear operational constraint.

The funding did not create the agricultural opportunity.

It helped the entrepreneur build more capacity to capture it.

Louis Wilfried Yehouessi is building beyond a single product

SWEETOUNVI may have provided CEVADEL with an entry point into food processing, but the introduction of SWEETEPICES points towards a broader ambition.

Diversification can be important for an agro-processing company.

A broader product portfolio can allow a business to serve different consumer needs, create additional revenue streams and develop a stronger brand presence.

It can also enable a company to apply existing capabilities in production, packaging and distribution across multiple products.

For CEVADEL, this means the infrastructure being developed around tomato processing can contribute to something larger: a growing locally rooted food-processing company.

That evolution matters because successful African food brands will increasingly need to compete not only on origin, but also on quality, consistency, convenience, packaging and consumer trust.

Being locally made creates an opportunity.

Building a trusted brand turns that opportunity into a business.

Why Louis Wilfried Yehouessi’s work matters for farmers

The success of an agro-processing company can have implications beyond the factory.

Processors need raw materials.

That creates potential demand for agricultural production.

By sourcing tomatoes from local producers, CEVADEL-BENIN participates in a value chain connecting farmers with processing and consumer markets.

Greater processing capacity can create additional channels through which agricultural produce reaches the market, particularly where fresh produce is vulnerable to deterioration.

For farmers, stronger domestic value chains can potentially mean more opportunities to sell what they grow.

For processors, stronger relationships with producers can improve access to raw materials.

For consumers, local processing can increase the range of domestically produced food products available in the market.

This interdependence is why Louis’s work matters beyond CEVADEL itself.

The company is part of a much larger question about how African economies can extract greater value from their agricultural resources.

From biodiversity to enterprise

There is also something distinctive about Louis Wilfried Yehouessi’s professional journey.

His background in genetics and food biodiversity conservation might initially appear separate from entrepreneurship.

In reality, the two are closely connected.

Biodiversity has ecological value, but agricultural resources can also generate economic value when they are sustainably developed into products that people need.

Louis’s journey represents a shift from understanding biological resources to building commercial systems around them.

That combination of scientific knowledge and entrepreneurship can be particularly valuable in agriculture, where questions of crop characteristics, food quality, processing and sustainability frequently intersect.

Through CEVADEL-BENIN, Louis is translating that knowledge into enterprise.

Building stronger local food systems

Across African markets, conversations about food security often begin with production.

How much food can farmers grow?

It is an essential question, but it is not the only one.

Equally important is what happens between harvest and consumption.

Can produce be stored?

Can it be processed?

Can businesses manufacture competitive food products locally?

Can those products reach consumers efficiently?

And can the value created along that journey support farmers, workers and businesses within the same economy?

Entrepreneurs such as Louis Wilfried Yehouessi operate within this often-overlooked middle of the food system.

By transforming agricultural raw materials into finished consumer products, agro-processors can help bridge the distance between farms and markets.

Perspectives d'avenir

Louis Wilfried Yehouessi wants CEVADEL-BENIN to grow beyond its current footprint.

His ambition is to build the company into a leading African agro-processing business focused on transforming locally sourced raw materials.

That next phase includes advancing product certification, increasing production capacity, strengthening logistics and pursuing opportunities for wider distribution.

The long-term opportunity extends beyond Benin.

If SWEETOUNVI et SWEETEPICES can establish stronger domestic market positions, regional expansion could open access to consumers across West Africa.

But the larger idea behind CEVADEL remains remarkably simple.

Africa does not only need to grow more.

It also needs to create more economic value from what it already grows.

Louis Wilfried Yehouessi is building his business in that space between harvest and consumption—where a locally grown tomato can become a product, a job, a brand and, ultimately, a larger economic opportunity.

The post Louis Wilfried Yehouessi Is Turning Benin’s Tomato Harvests Into Economic Value appeared first on The Tony Elumelu Foundation.

When a pipe bursts, an electrical fault disrupts a business or a home urgently needs repairs, finding the right technician can be as challenging as fixing the problem itself.

Across Cameroon, households and businesses have long relied on informal artisans for repair, maintenance and construction services. Many of these technicians possess valuable skills, yet customers can still face inconsistent pricing, limited accountability and uncertainty about the quality of work they will receive.

Pour Bamai Namata, the problem was not a lack of skilled workers. It was the lack of a trusted system connecting them to customers.

That insight led to Maibeta, a digital marketplace designed to connect customers with verified service providers while bringing greater transparency, efficiency and structure to everyday technical services.

In doing so, Bamai is tackling a deceptively simple question with significant economic implications: how do you make trust easier to access?

Bamai Namata saw the gap behind the informal economy

Across African cities, informal workers provide many of the services that keep homes, businesses and communities running.

Electricians, plumbers, carpenters, builders and maintenance technicians are essential to everyday life. Yet the systems connecting these professionals to customers have often remained informal themselves.

For customers, finding a qualified professional may depend on a recommendation from a neighbour, colleague or friend. For artisans, securing new work can depend heavily on personal networks and word-of-mouth referrals.

That creates a structural gap.

A skilled technician may have the ability to complete a job but lack the digital tools to reach more customers, manage bookings or build a professional track record. Meanwhile, a customer may need a service but have little information with which to assess who to hire.

Bamai Namata recognised that technology could address both sides of the problem.

Maibeta was built around the idea that a more organised marketplace could make skilled services easier to discover, book and manage.

What is Maibeta?

Maibeta is a digital on-demand marketplace connecting customers with verified technicians and service providers in Cameroon.

The platform covers services including:

• Electrical repairs
• Plumbing
• Carpentry
• Construction
• Home maintenance
• Corporate facility management

Rather than leaving the entire transaction to informal networks, Maibeta introduces digital tools into the process.

Customers can book services through the platform, while service providers can access a more structured way to receive and manage jobs.

The platform incorporates features such as technician verification, digital service booking, automated job matching, workflow management and secure payment channels.

Each feature addresses a different part of the trust problem.

Verification can give customers more information about who they are hiring. Digital booking creates a clearer record of the service request. Job matching can help connect demand with available professionals. Workflow tools can make service delivery more organised, while digital payments can reduce friction in the transaction.

The technology is important, but the underlying proposition is straightforward: make it easier for people to trust the service they are paying for.

Bamai Namata is bringing structure to skilled work

The formalisation of informal work is often discussed as a policy challenge.

But it can also be approached as a product and technology challenge.

For millions of skilled workers, the issue is not necessarily the absence of expertise. It is the absence of infrastructure that allows that expertise to become a more predictable business.

A technician who previously depended on referrals can potentially reach customers through a digital marketplace.

A customer who previously relied on a friend’s recommendation can access a structured service platform.

This creates value on both sides.

For artisans, digital platforms can create additional routes to customers and help them organise their work. For customers, they can make professional services more accessible and easier to navigate.

That is the opportunity Bamai Namata is pursuing through Maibeta.

The Tony Elumelu Foundation helped Bamai Namata take the idea further

Turning a marketplace concept into a functioning business requires more than technology.

It requires an understanding of customers, pricing, operations, growth and the realities of building a sustainable company.

À travers le Programme d'entrepreneuriat de la Fondation Tony Elumelu, Bamai Namata received US$5 000 en capital d'amorçage, ainsi que des formations en gestion d'entreprise, un accompagnement par des mentors et l'accès au réseau panafricain d'entrepreneurs de la Fondation.

The support provided resources to strengthen Maibeta’s development while giving Bamai access to a wider community of African entrepreneurs navigating similar challenges.

For an entrepreneur building at the intersection of technology and the informal economy, that combination matters.

Capital can help build the product. Training can strengthen the business model. Mentorship can challenge assumptions. And networks can create opportunities that are difficult to build alone.

Why Bamai Namata’s model matters beyond Cameroon

The challenge Maibeta is addressing is not unique to Cameroon.

Across Africa, informal businesses and independent service providers account for a significant share of economic activity. Yet many operate outside the digital systems that increasingly shape how customers discover, purchase and evaluate services.

This creates an opportunity for technology companies to build infrastructure around existing economic activity rather than attempting to replace it.

Maibeta does not need skilled artisans to become something entirely different.

It can give them another way to operate.

That distinction is important.

Digital transformation is often framed around sophisticated technologies. But some of its most meaningful applications can be remarkably practical: helping someone find a plumber, schedule an electrician or arrange maintenance for a business.

Pour Bamai Namata, technology becomes valuable when it solves those everyday problems.

Trust may be Maibeta’s most important product

Marketplaces succeed when both sides believe the transaction will work.

Customers need confidence that a service provider is capable and accountable. Service providers need confidence that customers are genuine and that the platform can help them access worthwhile opportunities.

This makes trust more than a feature.

It becomes infrastructure.

By combining verification, booking, matching, workflow management and payment tools, Maibeta is attempting to build that infrastructure into the service experience.

The wider implication is significant.

As African cities grow and digital adoption increases, consumers are likely to expect greater convenience from more parts of their lives. The next generation of digital marketplaces will not only sell products. They will help people access the skilled human services that keep urban economies functioning.

That creates room for businesses like Maibeta to play a larger role in the evolution of Africa’s service economy.

Building the future of everyday services

Bamai Namata’s ambition goes beyond putting technicians online.

It is about changing how customers and skilled workers interact with one another.

The traditional model relies heavily on proximity and personal connections. The digital model can make those connections more searchable, structured and scalable.

If Maibeta can continue strengthening its network of verified professionals and improving the customer experience, it could help demonstrate what happens when technology is designed around an existing economic reality rather than imposed on it.

The opportunity is especially relevant as African consumers become increasingly comfortable booking services digitally.

The same person who orders food from a smartphone or transfers money through a mobile application may eventually expect the same convenience when looking for an electrician, plumber or maintenance professional.

Perspectives d'avenir

Pour Bamai Namata, the future of service delivery is one where finding a reliable technician does not depend on who you happen to know.

Maibeta is building towards a marketplace where customers can discover and book skilled professionals through a more structured digital experience, while artisans gain new ways to access work and develop their businesses.

The larger opportunity is to help transform the informal service economy from a collection of disconnected transactions into a more connected marketplace.

Cameroon’s digital economy will not be built only through fintech, e-commerce or software.

It will also be built through the technologies that make everyday economic activity more visible, accessible and efficient.

Bamai Namata is betting that trust can be the starting point.

And through Maibeta, he is building the digital infrastructure to make that trust easier to find.

The post Bamai Namata Is Building Trust Into Cameroon’s Informal Service Economy appeared first on The Tony Elumelu Foundation.