Afripreneur
Women in Tech: Interview With Anna Collard, Founder Popcorn Training – A KnowBe4 Company
Anna Collard is founder and Managing Director of Popcorn Training, which promotes IT and information security awareness training using innovative, story-based techniques. Collard has been working in the information security field for 15 years assisting corporates across South Africa, Europe and the US keeping their information assets safe. Collard is a Certified Information Systems professional, an ISO 27001 Implementation & Lead Auditor consultant, and a business analyst. At one time a Visa/Mastercard Qualified Security Auditor. In this interview with Heath Muchena, Collard discusses leadership, information security, challenges women face in the IT sector, and shares insights on how to establish a successful career in the tech ecosystem.
Heath: How do you balance the need for technical security solutions with the potential friction it can create for businesses?
Anna: Security’s ultimate goal is to help business stay in business and is an enabler rather than a “restrictor”. This requires security to sit at the decision maker table from day one and not just be invited as an after-thought. Many technology trends, such as mobile, cloud, AI etc will only deliver the value if the solution has been built with adequate protection. It’s a bit like the analogy of the sports-car, it can only really race fast if it has good breaks.
Where it becomes difficult is when compliance or security starts to stifle business objectives. In those cases, the business needs to make the ultimate decision, which includes taking full responsibility for and accepting any risks highlighted by the compliance or security team.
Heath: How important is it to take a business-focused view of technology in your sector? Do you recommend a business first, IT/security second approach?
Anna: I believe in applying a risk-based approach to security. This means prioritizing security controls that help protect and enable the business’s critical business processes, rather than just following a compliance drive or the latest technology trend. Sun Tzu’s Art of War “If you know the enemy and know yourself, you need not fear the result of a hundred battles” is a great analogy for this.
The first step in defending against cybercrime is getting to know both the possible threats as well as the organization’s weaknesses. Understanding what specific criminal motives might drive someone targeting your organization makes it easier to defend against. Think about the value of personal information you store, what opportunities exist to commit financial fraud or to extort a ransom payment? Who is the ideal victim within your organization and which channels might work best? What would the impact be? Questions like these allow you to identify and prioritize risks related to cybercrime.
Heath: How should IT leaders align their businesses with the need for security solutions?
Anna: The first step here is to raise awareness both amongst the IT leaders themselves as well as business decision makers and other executives about potential threats impacting their business processes. This will allow for more informed decision making when weighing up security versus functionality for example.
Heath: What’s your approach to providing information security guidance to organisations? How should risks be conveyed to boards who are not necessarily security experts?
Anna: As a security awareness company, we take internal awareness seriously. Every new joiner undergoes a rigorous induction training program, which includes all our policies and a lot of security awareness. We conduct frequent phishing simulations internally – meaning every employee will get at least one random simulated phishing email per week. People who fall for any of those have to undergo remediation training. Anyone who doesn’t take their remediation training within a week gets reported all the way up to the CEO.
In other organizations where security is not necessarily on the board’s agenda yet, I assisted in giving awareness sessions to the executives as a VIP target audience. This serves two purposes: Firstly, it raises the awareness level of the executives themselves, who are attractive targets for spear-phishing attacks. Secondly, it allows the Security team to get executive buy in and if lucky, even their involvement in further awareness campaigns across the rest of the organization. Having senior support is absolutely crucial in creating effective awareness, so this is usually the first step before starting anything else.
Heath: What KPIs or metrics do you use to measure the effectiveness of an information security program?
Anna: Measuring effectiveness of an overall security program should include different metrics for different audiences; as for example management may not necessarily understand the context of technical metrics such as vulnerabilities found, whereas they may be of value to the IT team. The metrics I’ve seen used in practice include:
- Heatmapof current threats and how the Security rates their confidence to defend against these (i.e. DDOS attacks, Advanced Persistent Threats etc.);
- Risks identified vs remediated;
- Audit findings % complete;
- Security standards assessments and health checks (i.e. against ISO 27001 standards or ISF framework or similar);
- Security Incidents and time to resolve / mitigate;
- Technical metrics, such as phishing, spam and malware blocked (in numbers), vulnerabilities found;
- Human behavior metrics.
Heath: How do you keep up with the latest security issues and methods?
Anna: I subscribe to cyber security blogs by experts such as Brian Krebs, Stu Sjouerman, and Bruce Schneier. I also follow many interesting thought leaders on LinkedIn. I’m also fortunate enough to be part of a few industry WhatsApp groups where latest news or incidents are shared. As part of our content creation process I need to research latest scams, threats or technology trends.
Heath: Is Africa ready for the exponential nature of the change and impact of the 4IR? How should ICT leaders foster this change and ready their organisations and consumers for the fast-paced change presented by technologies?
Anna: The KnowBe4 African Cyber Security Survey 2019 has shown that African’s are not prepared for cyber threats. Since security is a prerequisite for any of the new technologies that will take us into the 4IR, more work needs to be done to not just address the security skill shortage on the continent (we only have about 10000 security professionals across the whole of Africa) but to also educate the public on the potential pitfalls and risks they are exposed to, ranging from sharing too much information to being aware of mobile malware and social engineering attacks.
Heath: Women in the technology ecosystem are definitely in the minority, so why did you decide to pursue a career in tech?
Anna: I got into the cybersecurity field coincidentally, I was lucky to get a student-job at Siemens while I studied economics in Munich, Germany. They paid better than waitressing and I enjoyed the diversity and learning opportunity. Siemens also allowed me to write my thesis on the importance of information security from a business perspective back in 2001, when security was still very much a nice area.
I generally love learning new things and security requires you to learn every day as the landscape changes all the time. It’s such a fascinating field as security touches literally all the technology domains as well as the physical and human factors. There are many exciting opportunities for women in cybersecurity because of its overarching applicability.
Heath: What are some of the biggest challenges that women who want to venture in the world of technology face today?
Anna: Women sometimes tend to be less assertive as well as doubt themselves more than men do. I see this often in interviews, women too quickly highlight their shortcomings, whereas male counterparts display more confidence in tackling new challenges, even if they are not qualified yet.
As employers, we need to be aware of these subtle differences and encourage women more to take risks and trust their abilities. I always tell women who have self-doubts that if they mastered how to apply a smoky eye from watching it on YouTube, they can learn anything. Security might be complex, but it’s not rocket science and there are many areas in the field that are really interesting.
Heath: What do you think are the biggest misconceptions about working in the tech sector as a woman today?
Anna: That it is a male dominated industry. I know many successful women in the tech sector and it’s an exciting field to get into for young girls and boys alike. Women, especially mums, are generally great jugglers- a skill that is needed in a demanding industry. This is a bit of a generalization, but a lot of women have great communication and creative skills, something that is absolutely key in running security awareness programs, project or change management programs.
Empathy and listening skills, another typical female trait comes in handy when trying to communicate technology or security to end users, upper level management or executives.
Heath: What influences your leadership style and what values are important to you?
Anna: I love learning, research and innovation and I’m not a typical people’s person. This makes me a more distanced leader as I leave my team to do what they do best. I strongly believe in hiring great people and giving them the freedom to become high performers by providing the vision and some guidance but not interfering in the way they do things. Unless they need assistance of course.
Heath: Who are your role models for women in tech?
Anna: I once was lucky enough to sit next to Cathy Smith, CEO of SAP Africa on a flight. She really inspired me to remain authentic. We don’t have to be highly extroverted and loud alpha type personalities to be good leaders. Being soft-spoken, calm and relying on our female intuition is an often-underestimated superpower. Cathy reminded me of that, it was a very inspiring conversation for which I’m very grateful for.
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Afripreneur
Jesse Benedict on addressing climate change and environmental degradation
Jesse Benedict is a medic, business and a tech entrepreneur. He’s the founder of Ozone Energy – an energy company incorporated in Nigeria and the United States, leading the tide against climate change mitigation. Jesse obtained a Masters of Business Administration (MBA) from the University of Cumbria, UK through exclusive partnership with Robert Kennedy College, Zurich with distinction. With his footprints in Google, UNICEF, and as the Assistant Programme Coordinator at Save the Children International and other international giant organizations, he has decided to also pursue an interest in football with the launch of Football Club, Krypton Football Football Club to compete against prominent figures like Don Jazzy, D’banj and others. In this exclusive interview with Alaba Ayinuola of Business Africa Online (BAO), Jesse shares his entrepreneurship journey, passion for humanity and creating a more sustainable future by developing innovative solutions for cleaner transportation. Excerpts.
Alaba: What sparked your interest in cleantech, and what problem does your startup aim to solve?
Jesse: My interest in cleantech was sparked by a growing awareness of the urgent need to address climate change and environmental degradation. The transportation sector, in particular, is a major contributor to greenhouse gas emissions and air pollution. I saw an opportunity to create a more sustainable future by developing innovative solutions for cleaner transportation.
My startup aims to solve this problem by offering a comprehensive approach to clean transportation solutions, including:
- CNG conversion: Which allows drivers to retrofit their existing gasoline or diesel vehicles to run on compressed natural gas (CNG), a cleaner-burning fuel that reduces emissions and fuel costs.
- Liquid Tree biofuel: This advanced liquid tree biofuel is derived from sustainable microalgae and offers a high-performance, low-carbon alternative to traditional fossil fuels. It has the ability to absorb atmospheric carbon and it’s 10 – 50 times more potent than natural trees.
- Electric vehicles (EVs): Through our partnership, we’re developing a range of electric buses that are affordable, efficient, and environmentally friendly, helping to reduce reliance on fossil fuels, improve air quality and ultimately allow commuters to save money on the go.
By offering a variety of clean transportation options, we aim to empower individuals and businesses to make a positive impact on the environment while enjoying the benefits of cleaner, more affordable, and reliable transportation solutions.
Alaba: Can you share your personal experience with environmental issues and how it influenced your decision to start a cleantech/sustainability company?
Jesse: Growing up in a city plagued by air pollution, I witnessed firsthand the devastating impact of fossil fuel-powered vehicles on our environment and health. The smog-filled skies, respiratory illnesses, and the constant struggle for clean air were a stark reminder of the urgent need for change. Just last year in Abuja, Nigeria, a particular incident where a thick smog enveloped the city for days, forcing schools to close and people to stay indoors. It was during this time that I realized the severity of the problem and the urgent need for sustainable solutions.
As a medic, I can tell you that air pollution leads to over 7 million deaths yearly (according to WHO) – this is more than the number of deaths caused by Tuberculosis, HIV and Malaria combined. The thought of this all time reminds of the need to do something in sustainability.
Above all, I’m passionate about humanity, and I thought the best way I could contribute immensely would be through the heart of the economy – an alternative to traditional fuel which is CNG.
Alaba: Describe your startup’s mission, services and what sets your solution apart from existing cleantech solutions?
Jesse: Our mission is to accelerate the transition to a sustainable future by providing innovative and affordable clean solutions. We aim to empower individuals and businesses to reduce their carbon footprint and contribute to a healthier planet.
We offer a comprehensive suite of clean solutions, including:
- CNG Conversion: Our advanced CNG conversion enables drivers to retrofit their gasoline or diesel vehicles to run on CNG, reducing emissions and fuel costs.
- Liquid Tree Biofuel: We produce and distribute high-quality, low-carbon biofuel derived from sustainable feedstocks, offering a cleaner alternative to natural trees for a healthier environment.
- Electric Vehicles: With our partnership with an EV manufacturing company, we redistribute a range of affordable and efficient electric vehicles (especially buses), catering to diverse needs and preferences.
Alaba: What are your thoughts on the economics of cleantech and its potential for returns on investment?
Jesse: The economics of cleantech are complex, with both significant potential for return on investment (ROI) and challenges. Government incentives, long-term cost savings, and emerging markets can drive strong ROI. However, high initial costs, technological risks, market uncertainty, and regulatory hurdles can pose challenges. Special thanks to Mr. President, Bola Ahmed Tinubu for launching the Presidential CNG Initiative through which he has subsidized the cost of CNG installation and conversion kits.
Also, the specific economics of cleantech vary widely depending on the technology, market, and business model. So careful consideration of these factors, along with strong partnerships and effective risk management, is crucial for maximizing ROI in the cleantech sector.
Alaba: What have been the biggest challenges you’ve faced as a cleantech startup founder?
Jesse: One of the biggest challenges I’ve faced as a cleantech startup founder is securing adequate funding. Cleantech is often considered a high-risk, long-term investment, and traditional investors may be hesitant to support early-stage ventures. This can limit access to capital, hindering our ability to scale operations, conduct research and development, and acquire necessary resources.
Another significant challenge is navigating complex regulatory landscapes. Cleantech solutions often involve innovative technologies that may not be fully understood or regulated. This can lead to bureaucratic hurdles, delays in approvals, and increased compliance costs. Additionally, the rapidly evolving regulatory environment can create uncertainty and make it difficult to plan for the long term.
Alaba: How has your entrepreneurial journey impacted your perspective on sustainability?
Jesse: My entrepreneurial journey in cleantech has significantly deepened my understanding of sustainability. Initially, I was primarily focused on the technological aspects and market potential of our solutions (Ozone). However, as I’ve navigated the complexities of the industry, I’ve realized the broader implications of sustainability.
I’ve come to appreciate the interconnectedness of environmental, social, and economic factors. It’s no longer just about developing clean technologies (like Ozone Energy); it’s about creating sustainable business models that address systemic issues like climate change, inequality, and resource scarcity. This holistic perspective has shaped my approach to decision-making, inspiring me to prioritize long-term impact over short-term gains.
Alaba: How do you see the cleantech landscape evolving in the next 5-10 years?
Jesse: The cleantech landscape is poised for significant evolution over the next 5-10 years. We can expect to see rapid advancements in renewable energy technologies, particularly solar and wind power, driven by falling costs and increasing efficiency. Energy storage solutions, such as batteries, will become more affordable and reliable, enabling greater integration of renewable energy into the grid. And CNG/EVs replacing traditional fuel powered vehicles rapidly.
Additionally, emerging technologies like green hydrogen and carbon capture, utilization, and storage (CCUS) will gain traction, offering low-carbon alternatives for hard-to-abate sectors. The electrification of transportation will continue to accelerate, with electric and CNG becoming more affordable and accessible. Furthermore, innovative solutions in areas like sustainable agriculture, circular economy, and green building will emerge, contributing to a more sustainable future.
The future is green.
Alaba: Lastly, What advice would you give to aspiring cleantech entrepreneurs?
Jesse: For aspiring cleantech entrepreneurs, I would advise them to focus on developing innovative solutions that address real-world problems and have a significant impact on sustainability. It’s crucial to build strong partnerships with investors, policymakers, and industry leaders to accelerate the adoption of clean technologies. Staying updated on the latest technological advancements and market trends is essential to remain competitive.
Moreover, I would encourage aspiring entrepreneurs to prioritize sustainability throughout their business operations, from sourcing materials to manufacturing processes and end-of-life management. Like Ozone’s mission, by adopting sustainable practices, they can reduce their environmental footprint and build a strong brand reputation.
Finally, I believe it’s important to cultivate a culture of innovation and resilience within their teams, as the cleantech industry is constantly evolving and facing new challenges. Always remember, nothing but the best is enough.
Afripreneur
Lola Eniolorunda: A Formidable Force In Global Business, Turning Ideas Into Scalable Success
Lola Eniolorunda is a dynamic global strategy and operations executive with 15+ years of experience driving transformative growth in the tech sector. As Chief Operating Officer at VG Platforms, she has led market expansions, optimized operations, and engineered cultural shifts that have dramatically increased revenue and market share for organizations. Known for her visionary leadership and relentless pursuit of excellence, Lola turns bold ideas into scalable success, making her a formidable force in global business. Her expertise in agile methodologies and strategic execution consistently pushes organizations to the forefront of their industries. In this cover interview with Alaba Ayinuola of Business Africa Online (BAO), Lola shares her career journey, from humble beginnings to international success, highlighting the challenges she overcame and the lessons she learned along the way. Her commitment to building impactful businesses, empowering women and fostering inclusive business practices is a beacon of hope for the next generation of entrepreneurs. Excerpts.
Alaba: What inspired you to venture into startups?
Lola: Right from college, I have had an unwavering passion for building businesses. I organized the 1st student trade fair in Obafemi Awolowo University as a student and it was so successful with students from regional universities attending and getting recognized by national newspapers. There’s something magical about seeing an idea turn to a full blown business. The ability to build something from scratch, solve real-world problems, and make a tangible impact is something I craved.
After building and scaling multi business, we founded Exequi to help executives and professionals, like me, venture into tech without abandoning their day jobs. I believe that’s where the magic lies.
Alaba: How did your corporate experience prepare you for the challenges of startup life?
Lola: I will say I’ve been privileged to join a company when it had less than 10 employees and grow with it to over 500 employees – watching that transition happen from startup to corporate. So I’ve now come full circle, going back to help corporate executives transition to start-up founders. My growth through the years gave me a strong foundation in understanding strategy, operations, and managing cross-functional teams. It also taught me how to navigate complex organizational structures, drive initiatives at scale, and manage stakeholder expectations, which are invaluable when you’re building a startup from the ground up. are key.
Alaba: What drives your passion for entrepreneurship, and how do you stay motivated?
Lola: My passion for entrepreneurship is driven by the potential to create solutions that have a real and lasting impact on people’s lives. There’s something exciting about bringing ideas to life and watching them grow into something meaningful. I stay motivated by the possibility of creating change, learning from challenges, and staying connected with my community of founders, innovators, and leaders. Their stories inspire me to keep pushing forward, no matter the obstacles.
Alaba: How do you utilize emotional intelligence and active listening to create an inclusive environment in your team or organization?
Lola: By making every effort to always be empathetic, I try my best to ensure that everyone feels heard and valued. I say I have two core values – Love and Courage. This means I approach everything I do with a clear intent to help and support and ensure I can stand through whatever challenges come through. In practice, this means taking time to understand different working styles, being open to feedback, and creating a safe space where team members can express their thoughts and ideas without judgment. It’s important to empower people to bring their full selves to work and create a culture of belonging.
Alaba: What’s the most significant lesson you’ve learned about transitioning from a structured corporate environment to the unpredictable startup world?
Lola: The biggest lesson I’ve learned is the importance of flexibility. In the corporate world, decisions are often guided by well-established processes, but in a startup, unpredictability is part of the journey. You have to be agile, make decisions quickly, and pivot when necessary. There’s also a lot more ambiguity, so you need to get comfortable with taking calculated risks and moving forward with imperfect information.
Alaba: As a female business executive, what were some of the biggest challenges, risks you have taken and lessons learnt thus far?
Lola: As a female executive, one of the biggest challenges has been navigating expectations around bringing my entire femininity to the workplace. I’ve gotten pretty comfortable with that now. The risk I’ve often taken is stepping into roles or projects where I wasn’t fully comfortable or didn’t have all the answers, but that’s where the most growth happens. I once took on the role of Group Head, People Ops with zero HR experience. But I grew tremendously through the experience. I’ve learned to trust my instincts, build strong support networks, and advocate for myself in spaces where women’s voices may not always be heard.
Alaba: What are the most significant challenges facing startups, especially in the tech space? How do you see the role of women evolving in the startup ecosystem?
Lola: One of the biggest challenges for tech startups is building sustainable business models. Additionally, the fast-paced nature of technology requires startups to stay ahead of innovation cycles while balancing the pressure of scaling. For instance, AI is eating up the world right now. The role of women in startups is evolving rapidly. We’re seeing more female founders, investors, and leaders in tech. However, there’s still a long way to go in terms of equity and representation. Women bring unique perspectives and leadership styles, and as more women enter and lead in the tech space, we’ll continue to see a positive shift in how startups operate and innovate.
Alaba: What advice would you give aspiring female leaders, especially in the technology and financial industry?
Lola: My advice is to be bold and unafraid to take up space. It’s easy to feel outnumbered in male-dominated industries, but your perspective is valuable, and the world needs diverse voices. Build a strong network, find mentors, and continuously learn these will be your biggest assets. Don’t be afraid to take risks or make mistakes, as those are often the most powerful learning experiences. Finally, advocate for yourself and for other women around you. Together, we can reshape industries.
BIOGRAPHY
Lola Eniolorunda is a dynamic global strategy and operations executive with 15+ years of experience driving transformative growth in the tech sector. As Vice President of Strategy & Operations, she has led market expansions, optimized operations, and engineered cultural shifts that have dramatically increased revenue and market share for organizations. Known for her visionary leadership and relentless pursuit of excellence, Lola turns bold ideas into scalable success, making her a formidable force in global business. Her expertise in agile methodologies and strategic execution consistently pushes organizations to the forefront of their industries.
Lola has an MBA in strategic planning from Edinburgh Business School, UK. She’s an alumnus of the Stanford Graduate School of Business, where she completed her coursework in innovation and operational excellence, and also an alumnus of the Lagos Business School where she completed her coursework in Strategy Implementation. She’s a certified Agile Product Manager and Product Owner (APMPO). She’s a mentor at Founders Institute, and she sits on the board of two high growth technology companies in Africa.
Lola is passionate about venture building and coaching founders. She is the co-founder of Hacer Leaders, an initiative that prepares undergraduates to become global leaders and professionals in the technology industry, a co-sponsor of Hacer Foundation, an initiative focused on showing love to the less privileged and minorities in our society, project lead with Compass Pro-bono and a Red Clay Dance Company, Chicago Board Member.
Afripreneur
Adekunle Adeyeye: Bridging the gap in reliable construction management
Adekunle Adeyeye is the founder and CEO of Urbex Africa, a software company working to improve the standards of construction in Africa’s real estate sector by enabling project owners and stakeholders have access to adequate supervision on their building projects, allowing them monitor and keep track of progress, spending and documentation on their devices and from anywhere in the world. In this interview with Alaba Ayinuola of Business Africa Online (BAO), Adekunle shares his entrepreneurship journey and how he is addressing the need for transparent, trustworthy project management in construction in Africa. Excerpts.
Alaba: What inspired you to start a project management software company, and what problem is Urbex Africa solving?
Adekunle: I met someone randomly at an airport in 2022 and we got talking about the lack of transparency and adequate supervision in the space particularly for individuals embarking on personal building projects. That conversation jogged my memory about my experience growing up, having to visit an uncle’s site regularly to send him pictures and update him on what they were currently doing on site. Many times, the contractor was behind schedule even though he had released money to him. My inspiration came from the desire to bridge the gap in reliable construction management for Africans, especially those in the diaspora.
We are addressing the need for transparent, trustworthy project management in construction, allowing clients to confidently manage and monitor their projects back home, even from a distance. By providing real-time updates on project progress, financials and regulatory documentation through our App and further assigning professionals who reside close to the site to visit the site regularly for quality control. In this process, we not only solve the issue of fraud in construction but we also provide job opportunities for these professionals who get to supervise multiple building projects going on around them.
Alaba: What sets your product apart from existing project management tools?
Adekunle: We have launched two products so far, Urbex PRO & Urbex Enterprise. Urbex PRO caters to the needs of individuals embarking on their personal building projects allowing them to safely carry out building projects in Nigeria regardless of whether they are in the country or not. I stand to be corrected, we are the first to launch a solution of this kind into the market that not only eases the process of building remotely but also promotes investor confidence in our real estate sector as opposed to the traditional way of doing things which is to engage a friend or relative (Who are mostly not professionals in construction) and have them supervise the project on your behalf with no way of tracking, verifying & authenticating progress until years later.
Urbex Enterprise is an all-in-one project management software that caters to the needs of construction companies, real estate developers and project managers with features designed to make all aspects of their projects run seamlessly. What sets Urbex Enterprise apart is the ability to collaborate with teams, external individuals such as clients and investors ensuring everyone involved has real-time access to project updates, fostering a collaborative and transparent environment.
Alaba: Who is your target audience, and how are you reaching them?
Adekunle: Our target are Nigerians in the diaspora, working class Nigerians back home who are unable to adequately supervise their projects to their busy schedules, real estate developers, construction companies and enterprise project managers. Anyone conversant with the real estate space will tell you it’s all about collaborations and partnerships and so that’s what we are doing. We have established partnerships with key players in the realtor community, Nigerian diaspora communities and large scale real estate developers so as to give us more direct access to our target market.
Alaba: How do you measure customer success, and what metrics do you track?
Adekunle: Customer success for us is defined by the satisfaction and comfort we are able to provide for all our users. It is in them knowing they don’t have to be on site to know what’s happening on their sites. We track metrics like project completion rates, adherence to timelines, cost control effectiveness, regulatory compliance and user feedback. These metrics help ensure that our platform continuously meets user expectations for transparency and reliability.
Alaba: How do you differentiate your product from established players in the market?
Adekunle: We stand out by focusing specifically on the construction needs of African clients, especially those abroad. Urbex Africa uniquely addresses the regulatory and currency exchange challenges faced by these clients. Our platform is tailored to provide more localized solutions, such as access to verified contractors and on-ground professional supervision, unlike more general project management tools. Project owners who live in the UK for example but are building in Nigeria don’t have to source for naira or any other currency. Instead you can fund projects across various African countries in whatever currency you earn.
Alaba: What have been some of the biggest challenges you’ve faced as a founder?
Adekunle: One major challenge has been building trust among clients, particularly those overseas, who have faced issues with transparency in past projects. Additionally, navigating regulatory requirements across different African countries and ensuring our solution fits the various regional needs have required significant effort and adaptation.
Alaba: What are your thoughts on bootstrapping versus seeking venture capital?
Adekunle: The aspect of funds raising for companies is not a “one size fits all”. I have started 2 companies before Urbex Africa and I can say some solutions require you to raise external funds while some you can bootstrap, Some require funding at pre-seed while others may be at later stages. So as a founder, it’s all about understanding your product and your vision for your company. It is also important to note that neither of them should be seen as “easy”.
Alaba: Are there any strategic partnerships or collaborations that have helped drive growth?
Adekunle: Yes, our partnerships with property developers and realtors have been very instrumental. They help us reach a broader audience and add value to our offerings by bringing more visibility and credibility. These partnerships are particularly beneficial in connecting us to clients in the diaspora who are looking for reliable ways to manage projects back home.
Alaba: Lastly, what advice would you give to budding entrepreneurs?
Adekunle: My humble advice is to start with a problem that truly resonates with you, approach it with a clear purpose and avoid distractions. Challenges will arise, but a strong sense of mission and commitment to your vision will keep you moving forward. Also, listen to your customers as they’re your best resource for refining and growing your product.
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