The first-time fund manager raising $50 million to focus on the deep-end: investing in “the missing middle”
*James, a first-time fund manager raising a $50 million fund, shares insights on finding the right investors and how to convince them to sign those cheques. Raising money is no easy feat—just ask any startup founder who has closed a funding round. These conversations can stretch on for months, sometimes years, and finding the right investors often feels like searching for a needle in a haystack. These same challenges also extend to venture capital firms when they are raising capital. While there is no shortage of stories about the difficulties of raising funds as an African startup founder, little has been said about the unique problems of African investors raising their first funds. In this two-part series, an African entrepreneur and consultant who has partnered with an accelerator manager and an experienced tech operator to launch his first fund shares his experience. While he has clear goals—developing a model that will change how African VCs return capital to their investors and investing in “overlooked” early-stage startups that have not raised growth-stage capital—the journey to achieving them has been difficult. (This interview has been edited for clarity) TC: What is the size of the fund you’re targeting? *James: We want to lead and co-invest in deals. We’re targeting a fund size of $50 to $70 million and plan to write checks ranging from $2 million to $5 million on average. This means that even for Series B rounds, we’ll be co-investing alongside other investors. TC: How did you reach that amount? James: We started by considering the number of companies we wanted to support and worked backwards. We assessed our capabilities, network, and overall resources, as well as the type of transformational support we aim to provide. We intend to have a very intentional platform strategy for our fund, offering meaningful assistance rather than spreading ourselves too thin with an overly large portfolio. By estimating the ballpark number of companies we plan to support, we conducted financial modelling and arrived at that fund size. Additionally, we’re leveraging our backgrounds, resources, and sectors of expertise based on our previous experiences. This includes the networks we can provide to the companies we invest in and the direct support we can offer. All these factors informed our ultimate choice of fund size. TC: How much of your own money did you have to put up for your fund? Yewande: 1%-3% of the fund. TC: What made you think of starting a fund? James: I have a background in entrepreneurship and strategy consulting. Although I wasn’t an entrepreneur for a long time, my experiences and some challenges with the African VC industry led me to start a VC fund. First, the VC ecosystem on this continent is quite young—venture capital as an asset class here is probably around ten years old, so it’s still in its infancy. When I looked at the number of VC firms and their focus, I noticed that many are investing in early-stage companies. However, there’s a significant dearth of growth-stage VC investing. It’s always great to hear about companies raising pre-seed and seed rounds, and we celebrate those achievements. But then we don’t hear anything about them for the next four years; they don’t seem to reach Series B funding. This could be because the companies weren’t great or because scaling ownership is hard and things happen. But it can also be due to the lack of growth-stage investors. In talking with friends who work at DFIs (Development Finance Institutions) that are LPs (Limited Partners) in many VCs on this continent, I found that when they looked at the potential returns, many funds weren’t on track to deliver the expected returns to their LPs by the end of their fund cycles, which often conclude around 2024 or 2025. This suggests that the model might be broken. There are a few things that need to change—not only in portfolio construction but also in the level of support provided to companies. That’s why we’re working on a model that we believe is different in how we approach investments. TC: How did you develop your thesis? James: We found alignment not necessarily on specific verticals or sectors, but on overarching themes that transcend individual industries. We focused on the types of companies we wanted to invest in and the attributes or “X-factors” we sought in those companies. One key theme was investing in digital infrastructure—the infrastructure for the new economy. Another was the concept of network effects across sectors, sub-sectors, or verticals. These were crucial overarching themes that could be applied to many areas. We reached this alignment by bouncing ideas off each other based on our experiences, the gaps we observed in funding certain types of companies and the kinds of businesses we wanted to support. From there, we adopted a sector approach, starting by identifying the sectors or sub-sectors we wouldn’t invest in, as well as the specific pockets within sectors we wanted to avoid. To inform these decisions, we drew upon our collective experiences—our “secret sauce.” In terms of sectors, we’re interested in HealthTech, ClimateTech, and certain areas of FinTech—especially companies building infrastructure for the new economy and enabling verticals within FinTech. Sustainable mobility is also a key area of interest for us. Initially, we focused on the growth stage, but we ultimately broadened our scope to include earlier stages—from Series D down to seed and Series A. We believe there’s a “missing middle” between seed and Series A, a gap that’s often overlooked. We find this space particularly interesting and see the potential in enabling companies within it. So, while we began by considering growth-stage investments, we expanded our focus to include early-stage companies. TC: What challenges do first-time funds face when talking to LPs? James: One of the first challenges as an emerging manager is the lack of a track record. If you don’t have a history of investing, potential LPs may ask, “Why you?” It’s crucial to clearly explain to LPs why you are the right
Read MoreStarlink suspends new subscriptions in Nairobi due to network overload
In a surprise move, Starlink has paused new subscriptions in Kenya’s capital, Nairobi, and five neighbouring regions, citing high demand straining its network capacity. The five regions are Kiambu, Machakos, Narok, Murang’a, and Nakuru. Starlink said its network capacity could not support additional customers, highlighting the company’s rising popularity in Kenya but raising questions about its capacity to scale in densely populated urban areas. “Nairobi and neighbouring areas are currently at network capacity. This means that too many users are trying to access the Starlink service within Nairobi, and there isn’t enough bandwidth to support additional residential or roaming customers now,” Starlink said. “Starlink is working to restore service in the disrupted areas and a notification will be sent once the residential plan is back.” Starlink beams internet to users using Low Earth Orbit (LEO) satellites, which are about 1,000km from the earth’s surface–increasing information speeds with rates of up to 300Gbps. Starlink did not immediately respond to requests for comment. Since its launch in Kenya in July 2023, the number of Starlink users has grown more than tenfold, driven by promotions on kits and cheaper monthly plans. For instance, in August, the company introduced a $15.15 (KES1,950) monthly kit rental plan for users who can’t afford to buy the hardware, which costs $350 (KES 45,000). Starlink’s expansion, which offers faster speeds and relatively lower prices, has upset local ISPs like Safaricom. On July 15, Safaricom asked the Communications Authority of Kenya (CA) to assess the risks of allowing satellite internet providers to operate without an agreement with local companies. Safaricom wants CA to block satellite internet providers with operations in other countries, a move that could lock out Starlink.
Read MoreBreaking: Kobo360 CEO Ciku Mugambi resigns one year after taking the reins
Ciku Mugmabi, CEO of Kobo360, a logistics startup that provides access to trucks for businesses like Dangote, Unilever, and Flour Mills, has resigned after one year. Mugambi, who joined Kobo360 in 2021 from the International Finance Corporation (IFC) as Chief Operating Officer (COO), was named CEO after co-founder Obi Ozor’s exit in August 2023. Mugambi announced her exit on a company-wide call on October 29. At least three people with knowledge of the matter claimed there was some chatter about her impending resignation in the past week. The startup had a bright start, launching in 2017 and raising $6 million in a 2018 seed round led by the International Finance Corporation (IFC). In 2019, it raised $30 million (equity and debt) from investors like TLCom, Y Combinator, and IFC in a Series A round. By 2022, the company struggled to close a Series B round after the pandemic created uncertainty for logistics companies. Cofounder Obi Ozor admitted, “We couldn’t find an investor to anchor the [2021] $50 million equity round we had in mind at the time, and we almost ran out of money, to be honest.” Two people familiar with the company’s finances claimed that under Mugambi’s leadership, the company broke even in its Nigerian business. Yet, its attempts to raise funding hit a wall, those people said. On the call announcing her exit, Mugambi also alluded to the difficulty in raising new funding. The company is expected to announce new leadership shortly. Ciku Mugambi and Kobo360 did not immediately respond to a request for comments.
Read MoreIn Botswana, drivers ask inDrive to raise fares after introducing 10% commission
inDrive operators in Botswana say they’re experiencing lower revenues because of the rising fuel costs and competition for rides after the launch of Bolt in March. More than ten drivers who spoke to TechCabal said the base fares are low and should be increased, continuing a trend across Africa where drivers believe the gig driving model unfairly favors customers. Gig drvers in Botswana are also adjusting to inDrive’s introduction of a 10% commission this year.When inDrive launched in Botswana in 2019, it was a popular choice because of its zero commission. While that was always unlikely to last forever, drivers believe that with a commission now in place, the company must raise fares for passengers. On its part, inDrive argues that charging commissions on driver earnings ensures they can make further investments in Botswana. The company says it has not received any formal complaints from drivers about the commission. “We have made it clear to drivers that monetization is essential for business sustainability,” inDrive told TechCabal. Beyond the commission, the company’s unique selling proposition which allows allows drivers and riders to negotiate prices, is also a pain point for drivers. Drivers claim that if the fee offered by a rider is already low, it’s difficult to negotiate any further. “A ride from the airport to CBD used to cost P100 ($7.5) on the app and I would agree to a counteroffer of maybe P80 ($6) from the rider,” said one inDrive operator who asked not to be named. “But now the same ride is offered for P50 ($3.7) on the app and I end up accepting P60 ($4.5).” One workaround is drivers asking riders to pay more than the quoted fare on the app but inDrive has condemned this practice. “Some customers are understanding when you ask for a bit more because they can see our struggles but others will give you a very low rating,” another driver told TechCabal. In October 2024, inDrive announced that it would launch in Francistown, Botswana’s second city, deepening its presence in the country. However, it will face competition from Estonian ride-hailing giant Bolt, setting the stage for a battle for marketshare that may just see the drivers eke out some wins.
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Next Wave: Scale is perspective
Cet article est aussi disponible en français <!– In partnership with –> First published 03 November, 2024 How big is the pie in Africa? In 2020, the International Finance Corporation and Google produced a report projecting that the digital economy would grow Africa’s GDP by $180 billion or 5.2%. Since then, around $15 billion has been invested into African technology to help bring the $180 billion of economic gains to reality. Those investments exclude investments in things like connectivity infrastructure, etc. If the report’s projections hold up, we should be near the $180 billion mark by now. Unsurprisingly, hundreds of startups have been created to chase this $180 billion internet economy, backed by more than $20 billion in venture capital investments and other forms of financing from the 2010s. The slice of this multi-billion dollar market a startup can carve out and hold on to is part of what we describe as “scale.” The way startups choose to cut their slice gives insight into how they see scale. The two dominant approaches to scale are tech geocentrism and tech-heliocentrism. The Geocentric approach refers to a situation where the company tries to grow market share by cultivating loosely coupled products that revolve around a winning primary offering. McDonalds is an example of a geocentric business; its menu is complementary to burgers and fries. Superapps like WeChat are the tech equivalent. Generally speaking, vertically integrated businesses are good examples of geocentric businesses. The Heliocentric approach is a perspective in which the business seeks to grow market share by throwing together multiple products at a big (and shiny) problem area. The goal is that the products will create a strong enough force to sustain the business as a going concern. Financial services super apps or enterprise product suites like Adobe are examples of heliocentric products. Next Wave continues after this ad. Join us at the Bluechip AI & Data Summit 2024 on December 2nd in Lagos! Explore the future of Africa through AI and data-driven solutions. Connect with industry leaders, attend expert panels, and discover innovations reshaping finance, healthcare, and beyond. Don’t miss this opportunity. JOIN US As the race for Africa’s digital economy becomes hotter and the surrounding macro-environment becomes more challenging, African companies are treating expansion and the search for “scale” as an exercise in building geocentric or heliocentric products. So you see more fundraise press releases hinting at growing the product library and geographic coverage. By choosing geocentricity, they add related product lines directly on top of their core offering. With heliocentricity, they develop almost detached product lines. Two recent examples come to mind: Rafiki, the payments API product announced after NALA’s fundraise, and Moniepoint hinting at expanding into remittances, FX and cross-border payments. When startups adopt a geocentric or heliocentric perspective of product development, it tells us how their view of the market share they can take is changing. Building geocentric products is a way of crowding in adjacent business models that will serve as tributaries and a moat in highly competitive environments. A heliocentric approach indicates the company believes it is better served by having largely independent products that each tackle a separate part of a large industry vertical. A payment fintech that houses an insurance group, a retail investment subsidiary, and a remittance product is a good way to visualise heliocentric businesses. In this instance, the company may be trying to build a business with products that tackle multiple parts of the financial services industry. Perspective changes with time and place Geocentricity or heliocentricity may work well in limited geographies. But this perspective and the localised success also makes it easier to miss the complex and external dependencies that make either approach work locally. And as companies grow they often begin to nurture the ambition to take their locally successful geocentric or heliocentric businesses to other markets. It is often a recipe for mistakes because successful local geocentric or heliocentric businesses miss the fact that perspective changes with time and place. For most of history, the universe was a plane around which the sun, moon, stars and planets revolved. It was what the farmhand and emperor observed. Ptolemy and Aristotle believed and taught this, and it became how many people in recorded history learned to understand the world they lived in and imagine the one they didn’t live in daily. The ancient Greeks imagined the universe as a series of shells with a planet embedded in each layer. Arab astronomers calculated the total radius of the universe (from the centre of the earth to the fixed stars) to be 90 million miles. This was the commonsense scale of the universe until the fresh ideas of an old Polish clergyman and astronomer began to catch on eighteen centuries after a Greek mathematician first presented a model of the universe that placed the sun at the centre with the earth in orbit. Today, we know that the universe is much larger than Nicolaus Copernicus (the Polish polymath clergyman) or Aristarchus of Samos (the Greek mathematician) even thought possible, as revolutionary as their theses were in their time. And we know this thanks to the advances in technology, mathematics, and physics that have broadened our perspective of the universe. We now know that we cannot know how big the universe is today; we can only estimate the size of the observable universe. Next Wave continues after this ad. PalmPay is a leading fintech platform focused on driving economic empowerment across Africa. Trusted by over 35 million Nigerians and 1.1 million businesses. Start enjoying a 99.9% transaction success rate with Palmpay. Sign up here. But What does an essay about technology businesses in Africa have to do with ancient astronomy or the size of the universe? Africa’s leading technology businesses are now quickly growing through geocentric and heliocentric perspectives of what scale means for them. This comes with all the chaos and missteps you can expect from anyone who navigates fluid systems. Ptolemy, the ancient philosopher and mathematician, was mistaken
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2024 fully funded university scholarship for female Nigerians
The TKM Foundation has announced its 2024 Girls Only University Scholarship, a fully funded opportunity tailored to empower young Nigerian women from financially constrained backgrounds. The scholarship programme provides comprehensive financial support, covering tuition, accommodation, essential academic resources, and living expenses to aid financially disadvantaged young women to pursue higher education without financial hurdles. Here’s a breakdown of key details, from eligibility criteria to application deadlines. Eligibility for the TKM 2024 fully funded university scholarship for female Nigerians For new applicants Financial need: Applicants must be from a low-income background, with supporting documentation. University admission: Only students with JAMB admission letters to a Nigerian federal university are eligible. Exclusivity: Must not be receiving any other academic grants. References: Applicants must submit references from credible sources attesting to their financial need. For renewal applicants (Returning Beneficiaries) Academic standards: Must maintain a GPA of at least 2.0 on a 4.0 scale or 3.0 on a 5.0 scale.you Continued financial need: Renewing applicants must still meet financial need requirements. Recent references: Proof of financial need is important, using latest references. Exclusive scholarship: Beneficiaries cannot hold any other academic grants simultaneously. Application process TKM Foundation’s 2024 fully funded University scholarship for Nigerians application involves three simple steps: Prepare documents You will need to draft a 1000-word essay explaining why you deserve this scholarship. You are encouraged to include any achievements in academics and other areas, along with personal qualities or experiences that make you uniquely deserving of this opportunity. Do not forget to show your background and financial needs. Collect admission letter, proof of financial need(your bank statements, your parent’s or guardians’, or siblings’, references, and academic transcripts (for renewal applications). Fill out online form Visit TKM’s dedicated application portal and complete the form, uploading all necessary documents. Submit application Once all materials are uploaded, submit your application via the portal. Applicants will receive a confirmation email upon submission. Selection process TKM Foundation’s review focuses on financial need and academic merit. After an initial document review, selected candidates may be invited for an interview. Successful applicants will be notified via email, with announcements also made on the foundation’s website and social media channels. Application window for the TKM 2024 fully funded University scholarship for female Nigerians The 2024 fully funded University scholarship for Nigerians 2024 application window runs from November 1st, 2024, to December 31st, 2024. Early application is strongly encouraged to enhance selection chances. Why you may want to apply This scholarship offers more than financial support. It connects beneficiaries to a supportive community committed to their success, with guidance throughout their studies and career opportunities after graduation. Final thoughts TKM Foundation’s fully funded University scholarship for Nigerians, 2024, is a transformative opportunity. For young women eager to overcome financial barriers to education, this scholarship is a gateway to academic and personal growth. To apply or learn more, visit the TKM Foundation Scholarship Application Page.
Read MoreKenya’s KCB Bank completes IT infrastructure migration to tier III data centre
KCB Group, Kenya’s largest bank with a market capitalisation of $963.3 million (KES 124 billion), has completed the migration of its IT infrastructure to iColo, a tier III data centre. The migration from on-premise infrastructure to iColo’s facilities in Karen and Gigiri, Nairobi, began in 2022. Two people familiar with the matter told TechCabal that the migration was motivated by a need to control costs. The bank had been incurring millions of shillings on power, cooling, and uptime for its in-house data centre. It is unclear what cost savings KCB will achieve through this colocation migration since no specific projections or estimates have been provided. KCB declined to comment on this story. Before the move to colocation, KCB ran all its services on-premises. However, some services, such as Exchange, which offers currency exchange, online trading, and international money transfers, are hosted on Microsoft Azure, and plans are in place to move other services to AWS. “This transition involved moving to a professionally managed colocation facility,” one person familiar with the migration process and who asked not to be named so he could speak freely told TechCabal Colocated data centres, like iColo, provide shared spaces within larger facilities where multiple companies lease space. This allows such companies to benefit from shared services and infrastructure. “Colocation offers a more cost-effective solution compared to building and maintaining an independent data centre. Banks can achieve economies of scale by sharing common resources,” a banking executive, who also wished not to be named, told TechCabal. KCB isn’t the only Kenyan bank to choose this model. According to an industry insider, Equity Bank and NCBA have been using colocated facilities over the last few years to manage costs, signalling a growing trend among local banks to favour off-site data centre solutions. Kenyan banks have also began upgrading their core banking applications. In October, Stanbic upgraded its core platform, Temenos, to version R24. KCB uses Temenos for traditional banking and recently updated it to version R21 for its Rwandan operations. However, KCB uses Sopra, a different core system for digital banking services.
Read MoreTechstars Lagos shuts down after two years and 24 investments
Two years after launching its accelerator program in Nigeria, ARM Labs Lagos Techstars, also known as Techstars Lagos has shut down. It will also discontinue the third cohort program, which began in March 2024. Techstars’ global Chief Brand and Communications Officer, Matthew Grossman, confirmed the shutdown in an email. “Techstars’ partnership with ARM Labs has ended, and we will not proceed with a third ARM Labs Lagos Techstars Accelerator Program. The first two cohorts featured outstanding companies and founders, supported by a dedicated group of mentors,” Grossman said. The 24 founders and their companies funded by ARM Labs Lagos Techstars will remain Techstars portfolio companies and continue to have access to and support from the global Techstars network. “We remain optimistic about collaborating with the local startup community to maintain our presence in this vibrant innovation hub,” Grossman said. Techstars, a global venture capital accelerator with over 4,500 portfolio companies, partnered with Nigerian-based ARM Labs to bring its three-month program to Lagos for the first time in December 2022. The program, ARM Labs Lagos Techstars, ran two cohorts, bringing 24 startups under Techstars’ portfolio. Each startup received up to $120,000 in funding. By 2024, Techstars had invested about $2.4 million in startups, including Surge Africa, Rana, PressOne Africa, Jump n Pass, GetEquity, Beauty Hut Africa, Oystr Finance, Keza Africa, Keble, and Flick, among others. “I will continue to operate in the African venture ecosystem,” wrote Managing Director Oyin Solebo in a farewell letter dated September 20, 2024. Program Manager Oluwadunmi Fanibe moved on in August to join Google as a Mentor.
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FIRS job application 2024 now officially open – Apply here now
The Federal Inland Revenue Service (FIRS) has officially launched its job application portal for 2024 as earlier announced. With a vision of empowering Nigeria’s workforce and boosting its tax administration, FIRS is actively seeking candidates for Tax Officer positions, Officer I and Officer II, across several Nigerian states. Below, we outline all essential details including the eligibility criteria, application locations, and the steps for successfully applying. Available Positions and Locations Position titles: Officer I and Officer II in Tax Administration. Locations: Applications are open for roles in Abia, Anambra, Ebonyi, Enugu, Imo, Ekiti, Lagos, and Oyo states. Candidates should select their preferred location during the application process. Eligibility criteria for FIRS job application 2024 Age Limit: Candidates must be aged 27 or younger by 31st December 2024. NYSC Completion: Candidates must have completed the National Youth Service Corps (NYSC) programme no later than 31st December 2021. Required qualifications for the FIRS job application 2024 To be eligible for the FIRS 2024 recruitment, applicants need to meet educational requirements and possess specific academic qualifications: A Bachelor’s Degree or Higher National Diploma (HND) in First Class or Second Class Upper Division. Accepted fields include, but are not limited to, Accounting, Actuarial Science, Business Information Systems, Computer Science, Economics, Engineering, Law, Management, Mathematics, and Visual Arts. Additional qualifications such as relevant master’s degrees and professional affiliations (e.g., ICAN, ACCA, ANAN, COREN, NSE) are considered advantageous. Application Process The FIRS job application 2024 process is straightforward, ensuring accessibility for all interested candidates: Application portal: Candidates should visit the FIRS official recruitment portal at firs.gov.ng/careers to submit their applications. The portal is active from 12:00 am on 2nd November 2024. Step-by-Step Guide: Register on the FIRS portal, complete the application form, and upload relevant documents as required. Candidates must choose only one location from the specified states for their application. Important considerations Fraud prevention: FIRS urges candidates to avoid unofficial recruitment channels and cautions against fraudulent platforms. Applications are only accepted on the official FIRS website. Inclusivity: FIRS encourages women, minorities, and persons with disabilities to apply, aiming for a diverse and inclusive workforce. Placement flexibility: While candidates can apply for a specified location, FIRS may place successful candidates in any of its operational locations across Nigeria. What to expect after application FIRS will shortlist candidates who meet the specified requirements. Shortlisted individuals may undergo further assessments, including aptitude tests, interviews, and medical exams. This rigorous selection process ensures that only qualified and capable individuals join the FIRS team. Final thoughts on FIRS job application 2024 The FIRS job application 2024 presents an exciting opportunity for young Nigerian professionals. With roles across diverse locations and a streamlined application process, FIRS aims to attract a broad talent pool committed to enhancing Nigeria’s tax administration system.
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