- March 4 2025
- BM
Exclusive: Nigeria’s Central Bank names sixteen new directors in major leadership shakeup
The Central Bank of Nigeria (CBN) has appointed 16 new directors across key departments, marking one of the most significant leadership shakeups in recent years. The new appointees will oversee banking supervision, payment systems, and consumer protection, areas critical to Nigeria’s financial sector, especially as regulators tighten scrutiny on banks and fintechs. The restructuring comes one month after the reinstatement of Jimoh Musa Itopa as director of the Payments System Management Department (PSMD), a move that signaled broader changes at the central bank. The PSMD regulates cashless policies, licenses payment-switching companies, and oversees Nigeria’s open banking framework. With the appointments finalized, the CBN is doubling down on supervision, compliance, and consumer protection at a time when the financial system faces increasing fraud risks and regulatory crackdowns. The CBN did not immediately respond to a request for comments. New Directors At The CBN, New Priorities Dr Olubukola Akinwunmi Akinniyi has been named director of banking supervision, one of the most powerful roles at the CBN. Akinniyi, a PhD holder and author, is known for being “nonconfrontational and a peacemaker,” according to a source familiar with his work. His appointment places him at the heart of bank oversight, a critical role as Nigeria’s lenders prepare to power President Bola Tinubu’s ambition of a $1 trillion economy. Another powerful department is Payment System Supervision, which will now be led by Yusuf Rakiya Opeyemi. This newly created directorate was part of a broader restructuring that split the Payments System Management Department (PSMD) into two separate units: one focused on policy and the other on supervision. This change was driven by the belief that more urgency was needed in both areas, particularly in addressing the rising incidents of fraud in the industry. While Yusuf Rakiya Opeyemi now oversees the supervisory arm, a separate director has been appointed to lead the policy side. Previously, payment supervision and policy were housed under a single team, which some industry stakeholders saw as a bottleneck to effective regulation. The restructuring follows the return of Jimoh Musa Itopa as director of PSMD, a move that also affected the tenure of Oladimeji Taiwo Yisa, who had been named Acting Director of the Payments Systems Management Department. Oladimeji Yisa Taiwo has now voluntarily left the Central Bank, according to a person familiar with the matter. Another critical appointment is Aisha Isa-Olatinwo as director of consumer protection. Bank customers frequently complain about unresolved disputes with financial institutions, and the CBN has faced criticism for not holding banks accountable. Olatinwo, who has a background in audits, is expected to take a tougher stance on consumer grievances, according to an insider. A Shift in Regulatory Focus The restructuring cements the CBN’s increasing focus on new policy and enforcement, a shift from the previous years of policy-driven reforms without strict follow-through. The appointments also follow a turbulent period for fintechs, which faced licensing freezes, heightened compliance requirements, and a wave of fraud-related concerns in 2024. With new leadership in place, banks and fintech should expect even closer scrutiny. Dr Olubukola’s banking supervision team will monitor lenders’ financial health. Rakiya Yusuf’s payments supervision unit will be under pressure to crack down on fraud and ensure compliance. Aisha Isa-Olatinwo’s consumer protection office will likely be more vocal in resolving disputes. For Nigeria’s financial sector, this is not just a change in personnel, it is a signal that the CBN is doubling down on policy formulation and full-scale enforcement.
Read More- March 4 2025
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Nigeria replaces Remita after 13 years, launches new e-payment platform
The Nigerian government has shut Remita payment platform which has powered its Treasury Single Account (TSA) for 13 years. The government will replace the e-payment platform with a new Treasury Management & Revenue Assurance System (TMRAS). The switch means Nigerians will now interact with a new platform for government payments and potentially delivering a massive blow to Remita’s payment company, Systemspecs, the fintech firm that built its business around Remita’s central role in revenue collection. The new platform will be rolled out in two phases—first for all naira payments, then by June for foreign currency transactions—to ensure a smooth transition without disrupting government revenue collection . During a two-month overlap ending May 4, Remita will run concurrently with TMRAS so ministries, departments, and agencies (MDAs) and banks can adapt gradually . TMRAS introduces features like real-time balance tracking and automatic tax deductions on payments, which are expected to improve revenue inflows and plug leakages in the Treasury Single Account. All government collections will be centralized through the Central Bank’s gateway, meaning banks and payment processors must be CBN-licensed and integrate with the new system. Remita’s replacement will deal a huge blow to SystemSpecs, its parent company. For over a decade, the Nigerian government has been its largest client, with Remita serving as the primary gateway for the Treasury Single Account (TSA) and processing trillions of naira in public funds. While the company offers payroll, payment processing, and enterprise solutions, the TSA contract has been its most lucrative revenue stream, generating billions in transaction fees annually. Launched in 2012 by SystemSpecs, Remita became the backbone of Nigeria’s TSA, processing over ₦34 trillion of government revenues between 2015 and 2022. The platform significantly improved financial accountability, helping the government consolidate thousands of accounts and reportedly saving about ₦132 billion yearly in bank charges and interest through TSA reforms. Despite these contributions, Remita’s use by the govenrment was not without controversy. In 2015, senators questioned a 1% transaction fee (about ₦25 billion) allegedly paid to the platform’s operators. In March 2024, lawmakers probed possible revenue leakages and an unapproved ₦15 billion paid to Remita in fees from 2016 to 2018 . These concerns over transparency and accountability likely influenced the government’s decision to replace the platform.
Read More- March 4 2025
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Kobo360 investors sell equity to ex-CEO Obi Ozor as struggles mount
Investors in Kobo360, a freight logistics startup that raised about $79 million, have sold their shares to co-founder and former CEO Obi Ozor. The deal, which will see Ozor take on existing debt of about ₦10 billion, caps a dramatic fall for the eight-year-old company, which was once heralded as Africa’s “Uber of trucks” but has struggled with leadership churn, stalled haulage operations, and financial troubles. Ozor, who stepped down as CEO in 2022 to become Enugu’s transport commissioner, is back at the helm, leading a team of less than ten people in a last-ditch effort to revive Kobo360 through traditional financing and haulage deals. The sale is a significant write-off for investors, including Juven, the African investment arm of Goldman Sachs, IFC, and TLcom Capital, who backed Kobo360 as a transformative force in African logistics. The company’s struggles highlight the brutal economics of freight tech in Africa, where businesses must balance thin margins, heavy capital demands, and unreliable working capital flows. “The challenging macroeconomic environment has created headwinds for startups across emerging markets, including in the logistics sector,” the International Finance Corporation (IFC), which backed the company through multiple equity investments, said in a statement to TechCabal. “IFC remains committed to supporting entrepreneurs driving innovation and development across the continent.” Kobo360 declined to comment on this article TLCom declined to comment on any part of this story. A former Kobo360 employee who asked not to be named as they were unauthorised to speak on the matter claimed Kobo360’s growth stalled after a bank partner cut off its credit line due to unserviced debt. The startup raised around $10 million in debt financing from unspecified lenders. 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The model promised to cut inefficiencies, reduce empty return trips, and improve pricing transparency, factors that have long made logistics one of Africa’s most expensive sectors. For a while, the bet seemed to pay off. In 2019, Kobo360 secured $20 million in Series A funding, followed by a $48 million Series B in 2021. At its peak, it aggregated over 50,000 trucks, expanded into seven African markets, and signed up corporate clients like Unilever, Dangote, and DHL. But the company’s Achilles’ heel was always working capital. Kobo360 operated on a model that paid truck drivers upfront but had to wait 30 to 90 days for manufacturers and distributors to settle invoices. This cash flow gap forced it to rely on bank credit lines, a lifeline that vanished when a financial partner cut off funding over unserviced debt. “Our partnership with these banks was three-way, so tensions on the bank’s side led to us losing access to our customers’ domiciled accounts. These were major clients, and losing their business significantly reduced Kobo360’s trip volume, revenue, and overall growth,” said a former employee who asked not to be named discussing a sensitive matter. Without working capital, Kobo360 struggled to pay truck drivers on time, leading to declining trip volumes and a downward spiral in revenue. Investors who once backed its growth began to lose faith. In October 2024, CEO Ciku Mugambi—who had replaced Ozor in 2022—stepped down. Several senior executives followed, leaving the company with skeletal staff. Kobo360’s situation isn’t an isolated case. The logistics sector has seen a drop in
Read More- March 4 2025
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Safaricom’s big fix: How M-PESA cut daily reversal requests from 12,000 to 4,000
M-PESA has reduced its daily cash reversal requests from 12,000 to 4,000, a 67% drop, after refining Hakikisha, a confirmation feature that prompts users to verify recipient details before completing transactions. The update is a significant milestone in Safaricom’s efforts to improve transaction accuracy and reduce the operational burden of processing erroneous transfers. Erroneous transactions are a pain point for M-PESA customers and a costly drain on Safaricom’s resources. Before Hakikisha’s rollout, the telco spent considerable time investigating and reversing payments sent to the wrong recipients. Initially launched in 2015, the feature was designed to curb these errors by displaying the recipient’s name before payment confirmation. However, early versions required users to dial a number within 15 seconds to cancel a transaction, a cumbersome process that led to unintended transfers rather than preventing them. “The call to action was not very clear. Customers had to dial ‘1’ to stop a transaction, and many didn’t know what to do,” said Anita Kaunga, Product Manager for M-PESA Consumer Payments. “We realized the feature wasn’t working as intended.” To fix this, Safaricom redesigned Hakikisha, replacing the previous opt-out system with a simple Yes or No pop-up message that requires confirmation before a transaction proceeds. The improved version has significantly reduced mistaken transfers, cutting reversal requests by two-thirds. The impact extends beyond M-PESA. Nearly all Kenyan banks and rival mobile money services, including Airtel Money, have adopted similar verification features to prevent misdirected payments. Banking apps now retrieve recipient details before transactions are finalised, a crucial improvement for banks where reversals can take a week or longer. However, the update has also raised privacy concerns. Some users exploit Hakikisha to verify personal details such as names without completing transactions. In response, M-PESA has capped such verification attempts at five per day, disabling Hakikisha for users who exceed this limit. M-PESA, which turns 18 on March 25, remains a dominant force in Kenya’s financial ecosystem. The service had 34 million subscribers as of November 2024 and continues to be a top revenue driver for Safaricom, recording a 16.6% year-on-year growth to KES 77.22 billion ($597 million) in the half-year ending September 2024. With fewer transaction errors and a more seamless user experience, M-PESA is reinforcing its role as Kenya’s go-to digital payment platform.
Read More- March 4 2025
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TechCabal Daily – A Goodweek for Safaricom?
In partnership with Lire en Français اقرأ هذا باللغة العربية Good morning! MTN Uganda, in partnership with payments giant Mastercard and Diamond Trust Bank and Network International, has introduced virtual cards to MoMo, its mobile money fintech arm. The cards will allow MoMo agents onboard more sticky users involved in card-based transactions. This is a strategic move for MTN Uganda to strengthen its mobile money numbers after reporting a 13.2% growth in fintech subscribers by Q3 2024. Could this development extend to other key markets, particularly Nigeria, where subscribers declined (46.6%) year-on-year in 2024? In other news, Google is bringing new features to Gemini, its AI assistant, to let users ask it questions by sharing what’s on their screen. These features will roll out to Gemini Advanced users on the Google One AI Premium plan on Android later this month. Safaricom’s legal battle with one of its dealers escalated to Kenya’s high court Over 84% of MTN Nigeria’s employees earn $666 monthly P2P crypto traders vs the world Taxis go contactless in South Africa’s North West province World Wide Web 3 Opportunities Fintech Safaricom’s legal battle with one of its dealers escalated to Kenya’s high court Image: Reuters/Noor Khamis Safaricom, Kenya’s largest telecoms operator, is facing an escalating legal battle after one of its longtime dealers, Goodweek Inter Services Limited, challenged its removal from the telecom operator’s dealership network. The dispute, now before the High Court’s Constitutional and Human Rights division, has evolved into a broader fight over Safaricom’s alleged abuse of market power. Goodweek wants to turn the case into a class action by inviting other affected dealers to join. Goodweek, which has sold M-PESA services, SIM cards, and Safaricom merchandise since 2002, lost access to Safaricom’s dealer portal in April 2024 after failing to renew its contract. The company argues that Safaricom imposed unfair contract terms that forced dealers into agreements with no room for negotiation. It claims that the telco set unrealistic sales targets to deny commissions, deliberately reduced the number of dealers, and allegedly plans to cut its dealership network from over 400 to just 38. In its suit, Goodweek has also named Vodafone Plc, Vodafone Kenya Limited, and Mobitelea Ventures Limited as respondents, which shows that the dispute is part of a broader structural issue in Safaricom’s business model. The dealer says it invested over KES 180 million ($1.4 million) to meet Safaricom’s shop standards, only to be locked out of the dealership network. On the other hand, Safaricom maintains that Goodweek’s contract simply expired and that all dealers operate under the same terms; Safaricom claims that over 400 others renewed without issue. The telco also argues that the case should have been filed in the commercial court rather than as a constitutional matter since it revolves around contract law. With accusations of market dominance, unfair contract terms, and a potentially drastic reduction in its dealership network, the case could set a precedent for how Safaricom, and potentially other dominant firms, engage with smaller business partners in Kenya’s telecom sector. Are you an Afincran? If you’re building solutions for Africa, you already are. Join Fincra’s mission to empower Africa through collaborative innovation. Together, we’re building the rails for an integrated Africa. Join the Afincran movement—let’s drive change! Telecoms Over 84% of MTN Nigeria’s employees earn $666 monthly Image Source: MTN Nigeria MTN Nigeria, the country’s largest telecom operator by subscribers, by broadband reach, and, to match its big-boy status, competes as one of the top employers among its peers in the telecom sector. With over 84% of its employees earning at least ₦1 million ($666) monthly, MTN’s salary structure is reshaping expectations in Nigeria’s telecom industry. While competitors struggle with discretionary or performance-based pay increases, MTN has created a predictable wage system that rewards stability over volatility. This approach not only improves employee retention but also strengthens the company’s negotiating power when attracting talent from tech, finance, and other high-paying sectors. However, this wage dominance comes at a cost. In 2024, MTN’s total wage bill surged by 59.5% to ₦71.7 billion ($47.7 million). Sustaining such a payroll amid fluctuating foreign exchange rates, rising inflation, and increasing operational expenses will be a long-term challenge. Unlike startups or leaner telecom operators that optimise costs, MTN is betting on a well-paid workforce as a driver of efficiency and innovation. This strategy also extends to MTN’s broader ecosystem. Vendors, contractors, and service providers working with MTN now face higher expectations when negotiating salaries or fees. In a telecom sector where cost-cutting is a survival tactic, MTN’s model forces a rethink on whether aggressive wage structures can coexist with profit margins. Yet, these may just be shallow concerns, as MTN Nigeria has already proven it can consistently be a trillion-naira business, like the banks that have mastered the art of ekeing out profits every year—perhaps the telecom operator too, can pay like the banks. But like most big businesses, MTN Nigeria’s losses are heavy, which rightly puts the question of sustainability into focus. For workers in the sector, the ripple effect is already evident. Skilled professionals in smaller telecom firms, fintechs, and IT services now have stronger bargaining power, using MTN’s salary benchmark as leverage. Competitors may not be able to match MTN naira for naira, but they will need to offer new incentives—equity, benefits, or flexible work arrangements—to stay competitive in talent acquisition. YouA startup’s guide to understanding data privacy Discover tactical tips for African startups on building a strong foundation for data privacy and protection. Learn more→ Cryptocurrency P2P crypto traders face scam threats daily but see them as “occupational hazards” Image Source: OSL On any given day, if you scroll through Bybit’s peer-to-peer (P2P) trading feature—currently the largest active crypto P2P platform following Binance’s delisting of Nigerian users—the presence of Nigerian traders is hard to miss. You’ll spot them by their bogus claims of offering the “best deal” in the market. Hundreds, if not thousands, of young Nigerians flood the platform, drawn by the promise of
Read More- March 3 2025
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Over 84% of MTN Nigeria’s employees earn ₦1 million monthly
MTN Nigeria, the country’s largest telecom operator, is also one of the most generous employers in the industry. Of its 1,912 employees, 1,609 earn at least ₦1 million monthly, a salary benchmark that competitors like Globacom and 9mobile struggle to match. Even the lowest-paid employee takes home an average of ₦458,333 per month, three times Nigeria’s minimum wage making MTN a highly competitive employer across industries. Unlike most telcos, which peg salary increases to company performance or individual achievements, MTN conducts an annual salary review regardless of naira fluctuations. This policy, unique among mobile network operators, saw the company’s total wage bill surge by 59.5% in 2024, rising from ₦42.7 billion to ₦71.7 billion. The telecom industry spans multiple segments: mobile network operators, tower companies, internet service providers, and data centers. As it rapidly expands with advancements in fiber-optic infrastructure, 5G networks, and cloud services, the demand for skilled professionals—engineers, network architects, software developers, cybersecurity specialists, and sales and marketing experts—continues to grow. This demand, however, has created a sharp divide in pay structures across the sector. Airtel Nigeria, ties pay raises to performance targets, said two employees who asked not to be named. At Globacom, salary increments are discretionary and negotiating a high starting salary is key, as raises are discretion of its Chairman Mike Adenuga, one Globacom executive who spoke anonymously said. Customer service employees at Globacom earn as little as ₦147,000 per month, a stark contrast to MTN’s pay scale. MTN’s approach to salary increases is both a retention strategy and a long-term investment in talent. The company’s annual salary adjustments are typically approved at its Annual General Meeting (AGM) in May and implemented in April, ensuring that salaries keep pace with both inflation and employee performance. For Airtel, Globacom, and 9mobile, the challenge isn’t just matching MTN’s pay—it’s justifying higher wages amid profitability concerns and market share battles. This is particularly difficult in a sector where employees frequently upskill, transition to new roles, or move to adjacent industries. “The implication is that MTN Nigeria will maintain its market leadership by retaining top talent, working with the best contractors, and managing cash flow more effectively than competitors,” said Ladi Okuneye, a telecom industry executive. For now, MTN Nigeria’s salary policy isn’t just a perk—it’s a power move, keeping the best talent in-house while making it harder for rivals to compete. Whether this model remains viable in the long run, however, will be a test of MTN’s financial muscle.
Read More- March 3 2025
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Ask an Investor: With $100,000, Antler VC enters Nigeria to back startup ideas
Many investors say they back pre-seed startups, but few rarely do. Antler, a VC firm with investments across the U.S., Europe, Africa, and Asia, is one of the exceptions. The firm invests at the idea stage before startups are founded. In 2024, PitchBook ranked Antler the fifth most active VC investor globally since 2018. Founded in 2017 by Marcus Grimeland, a former managing director at Rocket Internet, Antler expanded to Africa in 2019, opening its first office in Nairobi. The firm’s investment thesis is centred on fast-growing ecosystems like Southeast Asia and Africa, where it believes it can make a meaningful impact and support founders from ideation to scale. With 20 East African startups like Uncover and Sukhiba in its sector-agnostic portfolio, Antler has invested at least $2 million and helped founders validate ideas, find co-founders, and raise additional capital. It is now entering Nigeria, its second African market, and has appointed Anil Atmaramani as its West African partner. “We invest at the inception stage—before traction, before proven metrics—when all we have is a founder, a vision, and conviction in their ability to execute. Our focus is on scalable, high-impact businesses solving real problems, whether tech-first or tech-enabled,” Atmaramani said. Antler will invest $100,000 for a 10% stake in any Nigerian portfolio company and double down on a few startups, consistent with its approach in Kenya. The firm typically writes the first cheque for startups and can back them until Series C. Antler founders can also raise follow-on rounds at market-driven valuations. The VC firm is also developing a debt plan for portfolio startups to access working capital. “This ensures great businesses can scale without unnecessary dilution, giving founders the liquidity they need for growth,” Atmaramani said. Antler also helps founders expand across many markets by providing “soft landings” in countries where it operates. The firm facilitates partnerships and offers regulatory support to help startups navigate the complexities of entering new markets. TechCabal spoke to Anil Atmaramani, Antler’s West Africa partner, to understand the firm’s plan for its West African arm and how it plans to build startups with first-time founders. This interview has been edited for length and clarity. What convinced Antler that this was the right moment to enter the Nigerian market? Nigeria has always been on Antler’s roadmap, following its launch in Nairobi in 2019. As Africa’s largest economy and hub of innovation, it has produced global success stories like Paystack, Moniepoint, and Moove. But beyond these headline names lies a deep, untapped pool of talent with the vision to build transformative solutions. That’s where Antler thrives—identifying and backing high-potential founders at the earliest stages. Nigeria’s density of entrepreneurial talent makes it a natural fit for Antler’s investment model, and we are ready to work with West African founders looking to turn bold ideas into scalable businesses. Strategically, Lagos and Nairobi complement each other. We’re not running isolated operations; we’re building an integrated, pan-African platform that connects founders, investors, and opportunities across the continent and the world. We also bring insights from other emerging markets. With a presence in Southeast Asia and Latin America, we’ve seen what works: strong networks and a founder-first approach can yield unique innovation and market breakthroughs. That’s why our approach in Nigeria goes beyond just funding. We’re creating a community space for entrepreneurs to come and build, meet other founders, access global networks of experts and investors, and build transformative businesses from the ground up. On a personal level, I bring both investor and operator experience. I’ve spent over two decades building businesses in Nigeria, so I understand the realities of operating here. That perspective has also shaped what opportunities we are ready to back, including both tech-first and tech-enabled business models that can scale and transform the realities we live in. Will Antler Nigeria focus on any specific verticals or remain sector-agnostic? Antler is sector-agnostic but highly intentional. Nigeria is a greenfield opportunity. Fintech has led the way, but the next wave of innovation will go beyond payments. Edtech, agritech, healthtech, and even non-traditional tech solutions all have massive potential. The time to build in Africa is now, and we’re backing founders tackling Africa’s biggest challenges with bold, scalable ideas. Antler often brings together individuals who may not have met before. How do you plan on finding and vetting these prospective entrepreneurs in Nigeria? We identify founders before they even have a company. In Nigeria, we’re taking a multi-channel approach—whether they’re seasoned operators, domain experts, or ambitious problem-solvers ready to build. We are looking for deep domain knowledge, critical thinking, leadership, and resilience—non-negotiable traits for thriving in Nigeria’s dynamic market. While we’re open to all backgrounds, founders who thrive often have at least seven years of experience in the sector they’re tackling, providing an “unfair” advantage relative to others. We actively engage with top tech communities and industry networks. Founders should expect more than just applications—we’ll run events, fireside chats, and workshops to spot and back the best entrepreneurial minds before they even realise they’re ready to start. Will founders receive stipends to cover living expenses, as is done in other Antler programs? Selected founders receive stipends so they can focus 100% on building without financial pressure. Our goal is to remove barriers and give exceptional entrepreneurs the best possible runway to create an impactful and scalable business. How much weight do you place on prior entrepreneurial experience versus raw potential? We back exceptional individuals first and businesses second. Prior entrepreneurial experience helps, but it’s not a dealbreaker. What truly matters is the ability to execute, adapt, and build something transformative. We’re looking for deep problem ownership—unique insights and an obsession with solving a real problem. The founders should be resilient and adaptable because Nigeria’s market is tough and only great founders push through. We also have an execution bias as ideas are cheap; we back those who take action. We also prioritise leadership and team-building—the right co-founder can make or break a startup. While we’ve seen strong success correlations
Read More- March 3 2025
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Crypto’s dark side: How P2P traders navigate daily scams, fraud, and frozen accounts
Peer-to-peer (P2P) trading helped keep Nigeria’s crypto market alive when the government restricted exchanges from transacting with banks in 2021. Yet, as the method has become more popular, it has become a magnet for fraud. Scammers exploit the anonymity of cryptocurrency to launder stolen funds—whether from bank glitches, hacked accounts, or outright fraud—turning P2P platforms into a battleground where traders must constantly defend against threats. Many traders, hoping to stay on the right side of the law, have set up guardrails: they refuse large sums, insist that buyers’ bank account names match their P2P platform identities, and avoid transactions from third-party accounts. Some even enforce a “no Flutterwave policy,” rejecting funds sent through fintech payment processors like Flutterwave and Paystack. Despite these precautions, fraudsters continue to find ways to slip through. The Risks of Glitch Money and Money Laundering One of P2P traders’ biggest risks is receiving “glitch money,” monies obtained by customers who take advantage of bank technical glitches to withdraw more than their balances. Other times, these “glitches” are just flat-out fraud. When they happen, scammers rush to move the fraudulently obtained monies through P2P trading before the financial institution notices. Monday Osas Ogbebor, a crypto trader in Abuja, unknowingly received glitch money from a buyer who paid through Kolomoni, a fintech app. Shortly after, his bank flagged the transaction and froze his account. “My bank told me I was a second beneficiary of glitch funds and asked me to consent to a reversal,” he said. Ogbebor tried contacting the buyer, but they had disappeared. With his account locked, he was forced to open a new one just to keep his business running. A similar case in 2023 prompted many traders to refuse to receive funds from fintech platforms altogether. That year, a glitch allowed users to overdraw money from Flutterwave, and some of those funds were funneled into crypto purchases. Since then, many P2P traders have stopped accepting payments from payment processor accounts, fearing a repeat incident. The anonymity of crypto makes it an attractive option for criminals trying to clean illicit money. While there is no figure for how much has been laundered through P2P trading in Nigeria, however, officials had previously claimed the amount runs into millions of dollars. But glitch funds are only one piece of the puzzle. A bigger, more insidious problem is money laundering. A high-profile example is the case of Tijani Muiz Adeyinka, a former First Bank employee accused of diverting ₦40 billion before fleeing. The Economic and Financial Crimes Commission (EFCC) alleged that some of the stolen funds were converted into USDT, a stablecoin frequently used in P2P trading. Traders who unknowingly facilitated those transactions were later questioned. “These things are occupational hazards,” said a Web3 influencer who asked not to be named. “Crypto trading is already a high-risk venture; the strategy is to hope and pray. But it is one thing to get scammed, and another thing to receive fraudulent funds. You cannot be saved.” Scammers Keep Finding New Methods Even as traders become more cautious, fraudsters keep evolving. One method that is gaining notoriety is chargeback fraud. A buyer sends money to a merchant and provides proof of payment. But after receiving the cryptocurrency, they file a dispute with their bank, falsely claiming the transaction was unauthorised. The bank then reverses the payment, leaving the merchant with no money and no crypto. A victim of this scam recently shared their experience on social media, claiming to have lost ₦689,908. A Web3 influencer familiar with the strategy said traders now immediately move funds to another account after every transaction to reduce their exposure. Coin Locking Another scam, coin locking, exploits the escrow systems of P2P platforms. A scammer initiates a trade but delays payment, keeping the seller’s cryptocurrency locked in escrow. The goal is to pressure the seller to cancel the trade or release the crypto without payment. While P2P platforms now offer dispute resolution systems, some traders avoid initiating sell orders altogether to prevent their funds from being locked in limbo. The “Normies” Problem Aside from fraudsters, traders also have to contend with well-meaning but inexperienced buyers—referred to as “normies.” These first-time buyers, unfamiliar with crypto trading rules, can accidentally trigger red flags that lead to account freezes. To prevent this, traders set strict conditions: No using crypto-related terms in transaction descriptions No sending payments from corporate accounts No rounding transactions to the exact kobo amount (e.g., sending ₦100,000.00 instead of ₦100,000.57) These rules, while seemingly arbitrary, help traders avoid unnecessary scrutiny from banks, which have historically been quick to freeze accounts linked to crypto. “The biggest challenge isn’t scammers; any experienced trader can handle them,” said Tosin Olorundare, a crypto trader in Lagos. “The real issue is how banks restrict accounts linked to crypto transactions.” P2P Trading: Still Worth the Risk? Despite the daily risks, P2P traders keep coming back. The profit potential is too high, and those who survive long enough eventually learn to navigate the hazards. Some traders have begun using platforms like Bitget and Bybit, allowing them to check a buyer’s transaction history before engaging. Others limit their exposure by trading in smaller amounts, capping transactions at $500 to minimise losses if things go wrong. P2P platforms themselves are also evolving. Many have introduced rating systems, where traders can build credibility over time. Those with low ratings or multiple reports of fraud risk being locked out of the platform, with no access to their crypto assets. For now, traders treat the risks as part of the business. The scammers, the frozen accounts, the legal headaches—they are what they are: occupational hazards in a high-stakes game.
Read More- March 3 2025
- BM
Safaricom faces court battle over alleged strong-arming of M-PESA dealer Goodweek Limited
A contract dispute between Safaricom, Kenya’s largest telecom operator, and longtime dealer Goodweek Inter-Services Limited has escalated into a legal battle at the country’s High Court. Goodweek, which sells M-PESA services, SIM cards, and Safaricom merchandise, is challenging its removal from Safaricom’s dealership network, accusing the telecom giant of abusing its market power to impose unfair contract terms. The case, now before the Constitutional and Human Rights division of the High Court of Kenya, also names Vodafone Plc, Vodafone Kenya Limited, and Mobitelea Ventures Limited as respondents, suggesting that Goodweek sees the dispute as larger than just Safaricom. Goodweek had been trading on Safaricom’s dealer portal since 2002 but lost access in April 2024 after failing to renew its contract. Safaricom argues the suspension was automatic and procedural, triggered by the expiration of the dealership agreement. “The 1st respondent’s (Safaricom) Online Dealer Trading Portal’s automated shut-down response is a safeguard mechanism designed to ensure compliance with regulatory and contractual obligations,” the company stated in court documents. According to Safaricom, all dealers operate under similar terms, and over 400 other dealers renewed their agreements without issue. The telco maintains that Goodweek had ample notice to renew its contract but chose not to, making its claims of unfair treatment baseless. Goodweek, however, contends that its removal was anything but routine. The company claims Safaricom used its dominant market position to force dealers into signing contracts with no room for negotiation. Goodweek argues that it was effectively locked out by refusing to accept these terms. The dealer’s legal strategy includes bringing Vodafone Plc, Vodafone Kenya, and Mobitelea into the case, though Safaricom’s lawyer, Daniel Ndaba, has questioned the relevance of their inclusion. At the heart of the case is a key legal question: Did Safaricom simply enforce standard contract terms, or did it use its market power to strong-arm smaller players? Safaricom insists it did not terminate Goodweek’s contract; rather, the agreement expired naturally due to Goodweek’s refusal to sign a new deal. The telco also argues that the dispute should have gone to arbitration, as stipulated in the contract, rather than court. “The 1st respondent (Safaricom) did not terminate the contract between itself and the petitioner (Goodweek),” Safaricom stated in court documents. “The said contract lapsed by effluxion of time as parties were unable to negotiate and enter into another contract and/or extend the terms as they had previously done.” On the other hand, Goodweek sees this as a test case for the power dynamics between large telecom firms and their smaller partners. If the High Court rules in its favour, the case could set a precedent for how dominant firms engage with dealers in Kenya’s telecom sector. With arbitration clauses, market dominance concerns, and contract law all in play, the outcome of this case could have far-reaching implications for the industry.
Read More- March 3 2025
- BM
TechCabal Daily – Kenyan ISPs feel the pinch
In partnership with Lire en Français اقرأ هذا باللغة العربية Welcome to March! Fourteen years after acquiring Skype, Microsoft has announced it will discontinue the video-calling platform in May. The company is shifting its focus to Microsoft Teams, its in-house platform. Since launching in 2017, Teams has grown from just 2 million users to an impressive 320 million daily active users. The 2020 lockdown was a turning point for video-conferencing platforms like Teams and Zoom, as Skype faded into the background, becoming a relic of a bygone internet age. In other news, Nigeria’s food delivery industry is cooking up new players unafraid to go where big names like Chowdeck and Glovo will not: hyperlocal. We covered ten exciting startups that are jazzing up the food delivery industry. MTN receives $21.2 million in owed debts from banks ISPs affected in the Kenya Power, Nairobi county squabble Kenya’s inflation rises, but risks remain World Wide Web 3 Events Telecoms MTN receives $21.2 million in owed debts from banks Image Source: Google Nigerian banks and telecom operators may not see eye to eye on the Unstructured Supplementary Service Data (USSD) charges, which have kept both parties locked in a disagreement for years, but MTN Nigeria, the country’s largest operator, will take any progress it can get. After years of stalled payments and regulatory interventions, MTN Nigeria has clawed back ₦32 billion ($21.2 million) from banks, a partial recovery of the ₦74 billion ($49.3 million) owed in USSD service charges. The intervention by the Central Bank of Nigeria (CBN) and the Nigerian Communications Commission (NCC), the communications regulator, appears to be paying off—at least partially. In December 2024, the regulators ordered banks to pay 85% of their ₦250 billion ($166.3 million) debt to telcos before year-end or face fines and service restrictions. The crackdown forced banks to act, but not quickly enough for MTN, which still classifies the unpaid sum as “receivables” pending settlement in 2025. The recovered funds offer a much-needed cash flow boost, but they do little to offset MTN Nigeria’s deeper financial troubles. In 2024, the company reported an after-tax loss of ₦400.44 billion ($266.5 million)—nearly three times its ₦137.02 billion ($91.2 million) loss in 2023. The sharp decline stems from the naira’s depreciation, soaring tower lease costs, and mounting foreign currency obligations. Even with a 35.9% rise in service revenue to ₦3.3 trillion ($2.2 billion)—a record-breaking number for the operator—MTN Nigeria is still bleeding losses. The question on everyone’s minds seems to be whether the recently approved hike in telecom tariffs could help MTN strengthen its revenue streams. The telecom operator now charges higher for voice, data, and SMS services. This could help cushion the impact of rising operational costs and stabilise its financial books. As regulatory pressure continues to drive USSD debt repayment, banks are slowly settling their dues, while the telecom industry closely monitors the pace of compliance. Are you an Afincran? If you’re building solutions for Africa, you already are. Join Fincra’s mission to empower Africa through collaborative innovation. Together, we’re building the rails for an integrated Africa. Join the Afincran movement—let’s drive change! Telecoms ISPs affected in the Kenya Power, Nairobi county squabble Nairobi City Hall. IMAGE | NAIROBI COUNTY Blowbacks are a popular feature in disagreements. When two important parties clash, one of them is bound to suffer—or worse, an entirely unrelated group gets caught in the crossfire. Last week, Nairobi County officials and Kenya Power turned their dispute into a messy battle—one that featured a lot of sewage, garbage, and now, severed internet cables. Kenya Power claims the county government owes it $23.1 million (KES 3 billion) in unpaid electricity bills, while Nairobi officials counter that the utility giant has been dodging wayleave fees for years. It resulted in a cat-and-dog fight that saw county workers cut fibre optic cables carrying internet for thousands of Kenyan homes, businesses, and schools. The losers in this spat are not the warring factions but Kenya’s tech-driven economy and the affected citizens who depend on a stable internet. The Technology Service Providers Association of Kenya (TESPOK) has slammed the county’s actions, warning of the disruption’s ripple effects across hospitals, financial institutions, and essential services. Kenyan internet service providers (ISPs) are already counting losses running into millions of Kenyan Shillings, according to TESPOK. Fixing severed fibre optic cables would require the affected ISPs to retrieve the broken cables and fix new ones. This could cost anywhere between KES5,500 ($42) to KES11,000 ($86) per kilometre—an expense the organisation deems would have been unnecessary. TESPOK insists that Kenya Power’s agreements with service providers protect ISPs from unlawful disconnections, making the county government’s move both reckless and costly. It is now demanding full accountability and compensation for businesses and consumers affected by the blackout. With the Communications Authority of Kenya (CA) calling for a ceasefire, one thing is clear—this battle of unpaid bills has escalated beyond power lines and bureaucratic paperwork. If Nairobi’s leaders and Kenya Power don’t find common ground soon, the digital backbone of the city could take even more hits, leaving everyone else to pay the price. YouA startup’s guide to understanding data privacy Discover tactical tips for African startups on building a strong foundation for data privacy and protection. Learn more→ Economy Kenya’s inflation rises, but risks remain Image Source: Bloomberg Kenya’s inflation accelerated to a five-month high of 3.5% in February, up from 3.3% in January, driven by rising food and energy prices, according to the Kenya National Bureau of Statistics. Despite the increase, inflation remains below the Central Bank of Kenya’s (CBK) 5% midpoint target for the ninth consecutive month. On a monthly basis, inflation rose 0.3% as the overall consumer price index increased from 142.68 in January to 143.12 in February. Core inflation, which excludes volatile items like food and fuel, remained stable at 2%, signaling weak demand-driven price pressures. However, non-core inflation surged to 8.2% from 7.1% in January, reflecting higher food prices—especially vegetables—due to seasonal factors. While inflation remains relatively low, the
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