back to top
Wednesday, May 13, 2026
spot_imgspot_imgspot_imgspot_img
Home Blog

Elon Musk Eyes Liberia for Starlink Expansion

0

In a move poised to revolutionize Liberia’s technological landscape, the government of Liberia is considering the introduction of Starlink satellite Internet service, developed by SpaceX.

This follows a recent virtual discussion between President Joseph Nyuma Boakai, Sr. and Elon Musk, the visionary CEO of SpaceX.

During their conversation, both leaders underscored the transformative potential of advanced technology, particularly in enhancing access to critical sectors such as education, healthcare, and economic development in rural areas of Liberia.

Recognizing the potential impact, President Boakai extended an invitation for Musk and his team to visit Liberia, signifying a commitment to ongoing dialogue and potential collaboration.

Concurrently, Liberia is undergoing significant reforms in its telecommunications sector.

“New regulations are being introduced to support fintech companies, aiming to foster innovation and competition in a market historically dominated by a few major players. These reforms are designed to level the playing field, enabling smaller startups to enter and thrive in the mobile and Internet services arena,” reports indicates.

The regulatory shift is expected to empower Liberian entrepreneurs, particularly those developing mobile financial solutions, by providing fair access to essential telecom resources. This marks a pivotal moment in Liberia’s tech evolution, coinciding with Musk’s interest in expanding Starlink across Africa.

Together, these developments promise a dynamic transformation in Liberia’s tech and telecom landscape, paving the way for broader connectivity and innovative services. The potential introduction of Starlink, alongside progressive regulatory changes, heralds a new era of technological advancement and economic opportunity for Liberia.

As of mid-2024, Starlink, SpaceX’s satellite internet service, has actively been expanding its presence across Africa. The service is already live in several African countries, including Nigeria, Kenya, Mozambique, Rwanda, Malawi, Zambia, Benin, and Eswatini. Starlink aims to further extend its reach to additional countries by the end of 2024. Upcoming launches are planned for Gambia, Lesotho, Senegal, Tanzania, Angola, Botswana, Madagascar, and Zimbabwe, among others.

This expansion aligns with Starlink’s goal to provide high-speed, low-latency internet access to underserved regions, particularly in rural areas where traditional broadband services are lacking​.

Building effective Startups: The Role of Culture

The culture of an organization, the way that things are done, will develop whether there’s intention or not. By defining what it should be, you can influence the behavior. If you don’t define it, it’ll develop organically and you might not like the results. 

Josh Sephton, Via LinkedIn.

Culture is “the way we do things around here.” When you join a new team, you will quickly be humbled. Everybody knows everybody, everyone has a circle – or not. They know the bosses’ good and bad times -read, when to ask for favors and when not to. There’s clearly a formula on how business runs, and everybody knows it, except you. The newbie. Always saying hi to those that prefer quiet mornings, inviting to lunch the project manager that eats sandwiches at his desk, or running every step of your project by your supervisor who really prefers to just oversee and give feedback. Or, the opposite- when you meet the micromanager. Most times, teams have held on to their beliefs, rituals and behaviors for far too long, and will immediately sideline anyone who dares question “the way of doing things.”

All these things, added together, really define how teams work. And, ultimately, decide whether a team will build something great, or will jeopardize the productivity of an organization. In this article, we’ll explore the profound impact of startup culture on team dynamics and why getting it right can be the difference between success and failure.

So what then, is Culture, and Why is it so Important?

Culture isn’t just about Ping-Pong tables, free snacks and beer Fridays; it’s the underlying DNA that shapes how a team works together, innovates, and ultimately thrives. A strong culture provides a shared sense of purpose and identity, aligns team members around common goals, and fosters trust, collaboration, and resilience.

With the right culture within an organization, team members feel aligned, valued and empowered to put their best foot forward. This ultimately manifests into productivity, as there is a common and shared sense of purpose. No one is sidelined, there is no deadweight on the team, or walking on eggshells when it’s time to put a point across. And, it’s not just about productivity.

When you think of startups, the thought of challenges and tough days surely must cross your mind. The beauty of a strong and positive culture is that it carries a startup –and really any organization, through the dark days. When the product launch is a flop, or the expected funding didn’t pan out. Delayed salaries and the dreaded PR disasters that are a daily dose for most startups. A trusting, aligned, resilient and optimistic team- all *aspects* cultivated by a positive organizational culture will more often than not be willing and able to endure the tough times without backing out, cutting corners or sabotaging the organization.

Conversely, a toxic or dysfunctional culture can erode morale, hinder productivity, and drive talented team members away, ultimately spelling doom for the startup.

Cultivating a Positive Startup Culture:

Building a positive startup culture requires intentional effort and a commitment from leadership to prioritize values, behaviors, and norms that support the company’s mission and vision. Elements that define a positive culture are many. Today we discuss 3 key elements of a positive startup culture, and how Core values are the foundation on which a culture is built.

1. Aligning with the core values of your organization.

Core values are the foundation on which a culture is built. By definition, core values are “ideals you believe that determine your behavior and decisions.” They do not change with every turn or dynamics of the economy, society or organizational disruption. The point of values and mission in an organization is to define a pathway and create a guide for the team to follow in the process of executing the set goals.

When hiring, it is important to look out for people who align with your core values. If, for instance, your core value as a startup is boldness, it is crucial to be on the lookout for hires that share this core value. This means people who are not afraid of leaping on new ideas, even without full knowledge. People who don’t wait for conditions to align to act. People that are ready to try, fail and then try again.

When your core value is perseverance, team members that don’t back out when the going gets tough, that stay objective as opposed to emotional or panicked in less than favorable circumstances, are your best bet. As a startup, it is crucial to realize that a hire can have the right skills and be the best on the job, but when their core values are misaligned with yours, any attempt to “be on the same page” or “share a culture” will be futile.

Every organization explicitly outlines their mission, vision and values on their websites and walls, but it is just that- words. They do not integrate their values into their daily operations- hiring, crisis management, milestone conversations.

Deciding what values will help you achieve your goals, then integrating them in your day to day running will set a good foundation for a positive culture, even for people that join in later on, or through the dynamics that are bound to happen.

2. Empowerment and Ownership.

An empowered team isn’t just an asset; they’re the heart and soul of a productive workforce. When individuals feel empowered to take ownership of their work, supported to innovate, and encouraged to voice their ideas, they not only thrive personally, they also become catalysts for positive change and contribute to a vibrant and collaborative environment where creativity, productivity and success becomes a collective journey. And that is exactly what the goal of a positive culture should be – To be on a collective journey.

Autonomy is one of the guaranteed ways to empower a team. The degree to which a team or individual has freedom to make their own decisions and take actions independently, without excessive external control or micromanagement is consistent with the level of responsibility and ownership they have towards their work. Autonomy can manifest in various forms, such as setting their own schedules, choosing how to approach tasks, making decisions about resource allocation, and having input into strategic planning and goal-setting –as long as the goal is met.  When individuals have a sense of control over their work and are trusted to make decisions, they tend to feel more invested in their jobs and more motivated to perform at their best.

Empowering employees, however, goes beyond simply granting them autonomy; it is about unleashing their full potential to drive innovation, creativity, and productivity.

Implementing your team’s good ideas and giving them credit for it, ensuring employee satisfaction and engagement in brainstorming sessions, promoting and supporting their personal growth and development can create a culture where individuals thrive and contribute to the collective success of the company.

3. Diversity and Inclusion.

If you are a startup founder, I hate to break it to you, diversity and inclusion are not just buzzwords that corporates use to sound fancy. They are fundamental principles that drive innovation, creativity, and ultimately, the success of the company. When you talk of a positive organizational culture, diversity and inclusion must be among your to-do.

Diversity by definition is “the presence of a variety of different demographic and cultural characteristics within a group.” Most startup founders will be tempted to include their sister, a cousin, someone that looks like them, or with similar characters in the team. When it’s one or two, that might be okay. But at the very beginning stages of a startup, pulling all or most of your team members from your closest circle is as close to sabotage as you can get. Not only are boundaries shaky and blurred, but whenever a new team member from outside your circle or different from the team joins, they immediately are the outsider.

Diversity includes both visible differences, such as physical appearance, as well as invisible differences, such as cognitive styles, personality traits, and life experiences.

Embracing diversity means recognizing and valuing the unique perspectives, experiences, and contributions that individuals from diverse backgrounds bring to the table. It involves creating an environment where people feel respected, included, and empowered to be their authentic selves, regardless of their differences.

 Inclusion on the other hand, means appreciating and empowering all team members to achieve the set goals, regardless of their differences in identity and background. This means actively having inclusive practices like training and education, implementation of ideas from different team members and equity in terms of pay.

Basically, diversity and inclusion are about creating environments where individuals from all backgrounds feel welcomed, respected, and valued, and where their unique perspectives and contributions are recognized and celebrated.

5 African Women Founders: Trailblazers in a Woman’s World

In the pulsating heart of the Fourth Industrial Revolution, where innovation meets opportunity, Africa stands at the forefront of technological advancement. And in the midst of all the exciting changes happening, although not talked about as much, women have fast risen to the call of technology and become bold trailblazers who have broken through barriers, challenged norms, and transformed the tech scene in Africa.

From coding geniuses to visionary entrepreneurs, these pioneers have not only harnessed the power of technology to change lives but have also become beacons of inspiration and hope for generations of women and young girls to come.

In this article, we honor the stories of 5 remarkable African women whose indomitable spirit, ingenuity, and vision have not only transformed the tech industry but have also left an indelible mark on the very essence of African innovation.

Naadiya Moosajee

Founder of Women in Engineering (WomEng), an organization dedicated to nurturing the talents of girls and women in engineering and technology, Moosajee is best known for her commitment to gender parity, spearheading a transformative movement to bridge the gender gap.

 In 2014, Forbes recognized her as one of Africa’s Top 20 Young Power Women in Africa, while the Government of China honored her at the BRICS Summit for her outstanding contributions to STEM education for African girls. Passionate about fostering STEM education and gender equality, Moosajee is committed to shaping prosperous and equitable societies in emerging economies.

Alongside Hema Vallabh, she co-founded WomHub, further expanding their impact on the industry.

According to Moosajee, “Engineers design our world and our society, and if we don’t have women at the design table, we exclude 50% of the population.”  

Betelhem Dessie

“As a young woman, coding made me feel independent and free, and that’s something I want to give other people.”

At the age of 7, Dessie fell in love with computers. And by the tender age of 20, this visionary Ethiopian technologist had six software programs patented in her name, and was involved in the development of the world-famous Sophia the robot. Dessie founded iCog-Anyone Can Code at the age of 24, an Ethiopian-based social enterprise that offers kids and youth an opportunity at a future through coding.

Through iCog, the futures of over 30,000 youths have been positively impacted, making them more employable and skilled for entrepreneurship.

Maya Horgan Famodu

Maya believes that if you want to support women, you put them in positions to do it themselves. And she lives by her words, having founded Ingressive capital and Ingressive for Good, one a venture capital that supports early-stage African tech startups, and the other a nonprofit providing micro-scholarships, technical skills training and talent placement to African tech talents in need, respectively.

Being the youngest Black woman to launch a tech fund, Maya Horgan has been honored by Forbes before in their “Under 30 Technology” list, in 2018.

Mary Mwangi

Mary Mwangi knows too well that being a pioneer, and especially in the tech space, is no bed of roses.

Founder and CEO of Data Integrated, this Kenyan powerhouse is a pioneer in the fintech logistics space in Africa, with her company leveraging on tech to offer financial solutions to African SMEs, with a greater focus on Kenya’s public transport system.

Being a pioneer, the challenges are there, she admits, but insists that “You can do it. You have to get up.” 

Charity Wanjiku

Charity Wanjiku describes herself as a shining star and a work-in-progress all at the same time. And a shining star she is indeed, having made patented solar panels and powered the most rural parts of Kenya before solar tiles were a thing. Recognized by both Forbes and the World Economic Forum as a top woman in tech globally, Charity is the founder Strauss Energy Ltd, an off-grid solar energy startup based in Nairobi, Kenya. She lights up the lives of Kenyans in rural areas – Literally.

The uniqueness of Strauss’ solar systems lies in their special meters that can feed unused electricity back to the national grid, generating income for households. 

She is passionate about breaking STEM barriers for women and girls, as in her words, “It’s important that girls are at the forefront of this digital age, because nobody will hire you if you do not have tech skills.”  

Strategic Survival: Unveiling the Path for African Startups Amidst Funding Challenges in 2024

African startup funding has seen a significant fall from the highs of 2021 and 2022, with investments in the startup scene in Africa dropping by around 27% in 2023

Disrupt Africa’s African Tech Startups Funding Report.

Would you start a startup if there was no funding for it? African startup funding has seen a significant fall from the highs of 2021 and 2022, with investments in the startup scene in Africa in terms of funding dropping by around 27% in 2023, according to Disrupt Africa’s African Tech Startups Funding Report. The number of investors during this time, according to the same report fell by half.

Does this inform the direction that startups might take in the future, or is it an indicator that starting a startup might not be a worthy cause in 2024? In the recent live podcast hosted by Founders Factory Africa on the good and bad of funding, experts in the startup ecosystem in Nairobi came together to discuss the importance of choosing the right capital in 2024, and how to navigate the tight belt fastened by investors.

In the panel for the live podcast episode were Rology CFO Jason Musyoka; Bruce Nsereko-Lule, co-founder and general partner at Seedstars; and June Odongo, founder and CEO of Senga Technologies.

One thing from the conversation was clear; in the fight for a win, and with the current lack of sufficient funding, startup founders might feel the need to scramble for every funding opportunity that presents itself, in the process hurting their business and perhaps themselves. Therefore despite these funding challenges, the panelists unanimously agreed that it’s still critical for startups to be reasonable and careful in choosing the investors they approach for funding.

So, what are these critical play points to be addressed in the race for funding, and how to understand good and bad funding?

Shifting investor expectations

In the best way to approach investors in these tight times, the panelists highlighted that times have changed in the ecosystem, and investors are now prioritizing fundamentals and sustainability over pure potential, advising that founders should be aware of investors’ shifting priorities and adapt their fundraising strategies accordingly. This requires founders to have a clear roadmap with achievable milestones (pilot, funding rounds) and contingency plans.

“As investors, we’re looking for a plan but you also need to model in variation,” says Nsero- Luke. “Aim to go with the plan but let’s model it if we need to spend a little bit more, for example.”

Additionally, investors are emphasizing due diligence and seeking ventures with strong fundamentals and realistic growth plans, moving away from solely chasing high-growth potential. That makes it important that they do everything they can to impress in the due diligence process.

“From an investor perspective, it’s important that you do your due diligence very well whilst you’re investing in a company so that, when you’re putting in the money, you don’t get unexpected surprises,” he adds.

Choosing the right investor

Even within this shifting environment, the panelists agree that it’s still important for startup founders to be discerning in the investors they approach for funding. More particularly, they say, founders must consider whether choosing local investors makes more sense than international ones. While international investors might have deeper pockets, local investors often have a greater contextual understanding of local environments and may therefore be better positioned to guide founders to success.

“The beauty about local investors is that we understand context,” says Musyoka. “And not just context but we also have networks. There are doors that the senior-level executives and CEOs that they introduce you to can open for you or businesses that they can enable for you that they can enable for that you wouldn’t be able to open for yourself.”

Another strategic considerations when choosing which investors to approach is your business goals. Founders should define their business goals (lifestyle vs. scaling) and align their investment strategy accordingly, potentially utilizing local angel investors and then seeking international capital for further growth.

Even with these considerations in mind, it’s still important that founders pay attention to the investment offers in front of them. “If you’ve got two competing term sheets in front of you, always go for the one that offers the least dilution,” says Musyoka, who has a unique perspective as an investor turned operator. “It gives you flexibility and allows you to operate in your known business framework.”  That may mean accepting a smaller investment but, Musyoka believes that this isn’t always a bad thing.

“A small amount is not necessarily bad for you,” he says. “You just have to recalibrate and work with what you have.”

According to Odongo, getting to the right investor also means knowing when to pause, when to move and when to stop, as Senga has had to do a couple of times over the past few years.

“At one point, we were going to raise money when we had validated our idea and it was growing well. Then we got a lot of competition that was emulating some of what we were doing and they were raising tones of money, so I decided not to raise because it was clear to me that things were not going to turn out well. So we retreated and pivoted to a new niche.”

Planning for an exit (or not)

In the long run, more and more startups taking this approach may also change how we think about exits on the continent.

“Exit opportunities exist in Africa,” says Nsereko-Lule. “We have local exchanges, we have big corporations, etc. The effective exit opportunities exist here, but the types of companies that local players want to buy are very different to the ones internationals want to buy.”

“As we contextualize venture capital to the local market, it will help,” he adds. “Then we can build businesses where founders have the necessary skill sets and build businesses capable of achieving exits on the continent.”

In conclusion, depending on how a founder goes about it, funding can be one of two; a blessing or a bad thing for a startup.  Even with the funding drought that the African startup system is facing, it is important for a startup to be wisely selective with choosing the right investor, lest they risk losing their soul and business in the fight.

Sony Unveils Xperia 1 VIII with AI Camera, Prices Start at $1,499

Sony on Wednesday launched its latest flagship smartphone, the Xperia 1 VIII, featuring an AI-powered camera system and upgraded telephoto lens as the company sharpens its focus on mobile photography.

The device introduces a new “AI Camera Assistant,” powered by Xperia Intelligence, which analyzes scenes in real time and suggests optimal color tones, lenses and bokeh effects to help users capture enhanced images with minimal effort.

Sony also upgraded the phone’s telephoto camera with a 1/1.56-inch sensor—around four times larger than its predecessor—aimed at improving detail and low-light performance. The handset’s triple-lens setup (16mm, 24mm and 70mm) uses RAW multi-frame processing to boost dynamic range and reduce noise, delivering clearer images in high-contrast and dark environments.

The Xperia 1 VIII features a redesigned “ORE” aesthetic inspired by natural gemstones, with color options including Graphite Black, Iolite Silver, Garnet Red and Native Gold. It retains hallmark Sony features such as a dedicated camera shutter button and a 3.5mm headphone jack, alongside upgraded stereo speakers for enhanced audio performance.

Powered by Qualcomm’s Snapdragon 8 Elite Gen 5 processor, the device offers a 20% performance boost and up to two days of battery life, according to the company.

The smartphone will be available for pre-order starting May 13, priced at approximately $1,499 for the 256GB model, with a 1TB version priced at $1,999. Pre-order customers will receive Sony’s WH-1000XM6 headphones as part of the launch offer.

HewaSafi by two Kenyan Teenagers Wins $100,000 at African Regional Earth Prize Award

0

HewaSafi, a low-cost vehicle emissions filter developed by two Kenyan teenagers using maize waste, coconut shells and algae, has won the Africa regional award in the 2026 edition of The Earth Prize.

The project, created by 17-year-olds Fredrick Njoroge Kariuki and Miron Onsarigo, received $12,500 in funding after being selected from entries across the continent in the global environmental competition for young people aged 13 to 19.

Designed for matatus and motorcycle taxis widely used across East Africa, the HewaSafi prototype uses locally sourced agricultural waste and algae to capture particulate emissions and reduce carbon monoxide and carbon dioxide output, according to the team.

The students said the idea was inspired by worsening air pollution in Kenyan urban centres including Nairobi, Naivasha and Kisumu.

“I didn’t choose this problem, it chose me,” Fredrick said in a statement issued by The Earth Foundation, the Geneva-based nonprofit behind the competition.

Air pollution contributed to an estimated 1.1 million deaths across Africa in 2019, according to the World Health Organization, with vehicle emissions a major contributor in rapidly growing cities.

The HewaSafi prototype cost about KES 16,288 ($125) to build, making it significantly cheaper than conventional emissions-control systems that often rely on expensive metals and imported components.

The team said pilot tests had already been conducted with a local matatu association and that the next phase would focus on scaling the technology with transport operators, beginning with the Eastleigh Matatu SACCO in Nairobi.

Now in its fifth year, The Earth Prize says the competition has reached more than 21,000 students across 169 countries and territories.

Public voting to select the global winner opens on May 18, with the final winner expected to be announced on May 29 through The Earth Prize.

Africa Tech Summit London 2026 Selects 13 Startups for Investor Showcase

0

Africa-focused startups spanning fintech, mobility, healthtech, creator economy, climate tech, AI and travel infrastructure have been selected to pitch investors at the 10th edition of Africa Tech Summit London 2026, set for May 29 at the London Stock Exchange.

The summit, regarded as one of the leading African tech ecosystem gatherings in Europe, will bring together more than 350 founders, investors, corporates and policymakers to discuss investment, innovation and cross-border expansion opportunities across Africa’s startup ecosystem.

Organizers said the showcase attracted over 200 applications, underscoring the growing maturity and competitiveness of African startups seeking international capital and partnerships.

The 13 selected ventures reflect the continent’s widening innovation landscape, with Nigerian startups dominating the cohort.

Among the selected companies is Aktivate, which is building infrastructure for African creators to collaborate with brands, manage campaigns and receive cross-border payments. Also selected is Bunce, a startup helping businesses personalize customer engagement using data-driven tools.

Health financing startup 10mg Health was chosen for its embedded credit platform that allows clinics and pharmacies to purchase medicines using buy-now-pay-later financing powered by AI underwriting.

In mobility and energy, Orbit Electric is assembling IoT-enabled electric motorcycles in Lagos while offering pay-as-you-go financing for delivery riders, while Koolboks is expanding access to solar-powered refrigeration through flexible financing models aimed at reducing food spoilage for small businesses.

Travel startup Mowoki is building infrastructure for cross-border travel and curated African experiences, while Workspace Global Ltd provides subscription-based creative production services for businesses.

The fintech category featured strongly. Redbiller Technologies Inc. is building financial infrastructure for neobanks, fintechs and crypto exchanges, while UltraPay enables users to spend crypto, stocks and fiat currencies globally through a single payment card.

Meanwhile, Zynta is developing regulated stablecoin payment rails for businesses operating across African markets.

The showcase also includes enterprise and AI startups such as Scandium Systems, which develops AI-powered software testing tools, and ProDevs, focused on helping companies hire software engineers more efficiently.

Restaurant technology startup Reisty was also selected for its guest management platform aimed at improving customer experience and profitability for restaurants.

According to Marc Mugenwa, the evolution of the showcase mirrors the rapid growth of Africa’s startup ecosystem over the last decade.

“Ten years ago, Africa’s startup ecosystem was still finding its feet, with only a handful of investor-ready ventures getting global attention. The ecosystem is far more mature now, and the quality of ventures applying for the Investment Showcase continues to rise,” he said.

Over the past decade, Africa Tech Summit London says it has showcased more than 100 African startups to international investors and ecosystem stakeholders, helping founders secure partnerships, visibility and investment opportunities across global markets.

Stream Raises $5.2 Million to Build MENA’s Billing Infrastructure Layer

0

Saudi fintech startup Stream has secured a $5.2 million seed extension led by BECO Capital, bringing its total seed funding to $9.2 million as the company positions itself as a core financial infrastructure provider for businesses across the Middle East and North Africa (MENA).

The round also drew participation from STV, Flourish Ventures, Arab Bank, alongside existing investors Outliers and BYLD.

Founded in 2024 in Riyadh, Stream is building infrastructure that combines billing, payments and post-payment operations into a unified platform aimed at helping businesses automate collections, reconciliation, subscriptions and reporting.

The company says the funding comes amid growing demand from businesses in MENA that are scaling rapidly but still rely on fragmented financial systems ill-equipped for modern revenue models such as subscriptions, installment plans and recurring payments.

“Billing is evolving faster than most businesses realise,” said Ibrahim Aldlaigan, founder and CEO of Stream. “As our region is realizing its potential, infrastructure needs are changing. Stream is focused on removing any friction that slows or blocks businesses from getting paid.”

Stream has been expanding its platform beyond basic payment processing into broader financial operations tooling. The startup recently launched subscription management APIs that allow businesses to build recurring billing models and introduced support for MCP (Model Context Protocol), which it describes as a step toward AI-native payments infrastructure.

The platform also integrates with Saudi Arabia’s tax authority system, ZATCA, helping businesses remain compliant with local invoicing and tax regulations.

According to the company, Stream initially gained traction in the education sector before expanding into SaaS and service-led businesses. It now processes millions of dollars in payments monthly and serves hundreds of businesses, including organizations such as Atyab and Riyadh Schools Group.

BECO Capital founder and managing partner Dany Farha said the investment thesis centered on Stream’s potential to create an entirely new category between payment processors and accounting software.

“Our conviction in Stream was rooted in backing a resourceful exceptional founder, Ibrahim, who has deep local payments expertise and sharp product vision,” Farha said.

The fundraising reflects increasing investor appetite for infrastructure-focused fintech startups in MENA, particularly as businesses across the region digitize operations and adopt more complex online revenue models.

ASUS Showcases AI-enabled Commercial Devices at First-ever GITEX Kenya 2026

ASUS will participate at the first edition of GITEX Kenya, taking place in Nairobi from May 19-21, 2026 and will showcase its portfolio of AI PCs designed to support the country’s national digital economy agenda.

“We’re excited to be a part of the inaugural edition of GITEX Kenya. The country plays an important role in ASUS’s commercial long-term vision for the African market,” said Tolga Özdil, Regional Commercial Director, Middle East, Turkey & Africa (META) at ASUS. “As the region undergoes a significant shift with industry trends like AI, cloud and sustainability, GITEX Kenya gives us the platform to show our latest innovations to customers in the enterprise, SMB and government sectors.”

“ASUS’s line of PCs integrates AI support at the hardware level, allowing professionals to take advantage of AI tools without the need to connect online. In addition to that, our devices demonstrate the highest level of security fit for organizations where data protection is a must.”

ASUS will showcase its strong lineup of commercial devices that includes the ExpertBook series and workstation PCs at the exhibition. Visitors will get a chance to try out the recently released ExpertBook Ultra (B9406), the company’s flagship device that weighs less than a kilogram and measures 10.9 mm thin. Designed for next-generation professionals, the B9406 features up to 50 TOPS NPU, which enables it to perform AI tasks on-device without affecting the performance or battery life. All of this is packed in a lightweight device that also features robust durability and enterprise-grade security. Other devices in the ExpertBook series, the B5405, P5405, as well as the P440 All-in-One and the P500 Expert Centre Mini Tower, will be on the stand.

ASUS will also highlight its AI-driven solutions that enhance productivity, such as AI ExpertMeet, a powerful AI-powered collaboration tool that helps simplify meetings with real-time transcriptions and summaries.

Building on national initiatives such as the Kenya AI Strategy 2025-2030, which positions the region as a hub for AI research, ASUS will support its ambitions with innovative AI-ready solutions. The company has designed its entire commercial portfolio focusing on key factors that help drive digital transformation priorities, such as AI-first design, cloud-ready devices and sustainability.

Attendees can visit ASUS’s booth at Hall 2, Stand B45, to experience their latest products.

France Deepens Digital Partnership With Kenya as AI and Cybersecurity Agenda Expands

0

Kenya and France have agreed to deepen cooperation in artificial intelligence, cybersecurity and digital infrastructure as Nairobi strengthens its position as East Africa’s leading technology and innovation hub.

The agreement was among 11 bilateral deals signed during French President Emmanuel Macron’s visit to Kenya ahead of the Africa Forward Summit.

President William Ruto said the partnership will support Kenya’s broader digital transformation strategy, including flagship projects such as Konza Technopolis and the country’s Digital Superhighway initiative.

The cooperation framework covers digital infrastructure, digital public services, cybersecurity systems, artificial intelligence, data governance and regional digital integration.

“Kenya is building a dynamic digital economy that is driving innovation, competitiveness and regional integration,” Ruto said.

The agreement comes as African governments race to modernize public services and position themselves for the rapidly evolving global AI economy.

Kenya has emerged as one of Africa’s strongest technology ecosystems, attracting global investors, startups and multinational technology firms seeking expansion into East and Central Africa.

French interest in Kenya’s digital sector also reflects Europe’s growing effort to strengthen strategic technology partnerships in Africa amid increasing competition from China and the United States.

Analysts say the collaboration could create opportunities for French firms in cloud infrastructure, cybersecurity systems, digital identity management and AI research partnerships.

The partnership may also strengthen Kenya’s role as a regional technology gateway serving neighboring markets across East and Central Africa.

The two countries additionally discussed cooperation in digital health systems, laboratory infrastructure and epidemic preparedness through the use of real-time health data systems capable of improving outbreak detection and emergency response capabilities.

Airtel Africa Profit Jumps to $813 Million as Mobile Money & Data Drive Growth

0

Airtel Africa plc reported a sharp rise in annual profit to $813 million for the year ended March 31, 2026, driven by strong growth in its mobile money and data businesses across sub-Saharan Africa.

Revenue increased 29.5% to $6.42 billion, while constant currency revenue rose 24.0%, supported by strong demand in Nigeria and Francophone Africa and continued expansion in data services.

Earnings before interest, tax, depreciation and amortisation (EBITDA) rose 37.2% to $3.16 billion, with margins improving to 49.3% from 46.5% a year earlier.

Basic earnings per share rose to 18.6 cents from 6.0 cents in the previous year.

The company said its customer base grew 10.5% to 183.5 million, while data customers increased 14.8% to 84.2 million. Average data usage per user rose to 8.9 gigabytes per month, supporting a 35.2% rise in data revenues in constant currency.

Mobile money platform Airtel Money also recorded strong growth, with customers rising 21.3% to 54.1 million. Annualised transaction value exceeded $215 billion in the fourth quarter, reflecting increasing adoption of digital financial services across the region.

The mobile money business has become a key growth pillar for Airtel Africa alongside data services as telecom operators expand into financial technology across Africa.

Capital expenditure rose 31.9% to $884 million during the year, with the company rolling out more than 3,250 new sites and expanding its fibre network by 3,200 kilometres.

The group expects capital expenditure of about $1.1 billion in the 2027 financial year as it invests in network expansion, home broadband and data infrastructure.

Net debt leverage improved to 1.8 times from 2.3 times a year earlier, supported by stronger earnings and cash generation.

The board proposed a final dividend of 4.26 cents per share, bringing total dividends for the year to 7.1 cents, up 9.2% year-on-year.

Chief Executive Officer Sunil Taldar said the performance reflected strong demand for digital services, but warned that rising energy costs could create margin pressure in the near term.

Airtel Africa operates in 14 countries across sub-Saharan Africa, providing mobile voice, data and mobile money services.

Threadbare Wants to Turn Africa’s Young Gamers Into the Next Generation of Digital Creators

0

Across Africa, millions of young people are growing up immersed in digital culture of playing games, consuming online content, and engaging with technology daily. Yet for many, there is still no structured pathway that turns that interest into recognized skills, meaningful work, or economic mobility.

Threadbare, an open-source game-based learning initiative by Endless Access, wants to change that.

Rather than treating games as distractions, the initiative positions game creation itself as a gateway into the broader digital economy—one capable of producing designers, storytellers, artists, developers, coordinators, and future digital professionals across Africa.

“We’re solving for the gap between curiosity and credential, and between credential and participation in a digital economy,” Heather Drolet, Director of Learning Programs at Endless Access told TechMoran, days after the Games & SDG Summit in Nairobi.

From player to creator

At the center of the initiative is Threadbare, an open-source adventure game built using the Godot engine. But unlike traditional games designed purely for entertainment, Threadbare is intended to function as both a learning environment and a production ecosystem.

Learners begin by simply playing the game. From there, they are encouraged to modify it by changing characters, writing dialogue, designing levels, and eventually contributing original assets back into the game itself.

The journey follows what Endless Access describes as a Consumer to Creator to Contributor to Career pathway.

A learner starts as a consumer interacting with a digital world. Over time, they transition into creators experimenting with modifications and eventually contributors producing original work such as pixel art, sound design, quests, and gameplay systems.

At every stage, learners accumulate experience points, badges, and measurable milestones tied to skill progression.

“The game is the vehicle. The skills are the destination,” Drolet explained.

The model is designed to address one of the most persistent problems in digital skills development: proving capability in ways employers can recognize.

Solving the “proof problem”

For many young people across Africa, access to learning opportunities has improved dramatically over the last decade. What remains difficult is translating learning into employability.

Threadbare attempts to solve that challenge through three interconnected layers.

The first is credentials. Learners who complete the programs earn industry-recognized microcredentials issued in partnership with Arizona State University.

The second is portfolio development. Because learners contribute to a real open-source game environment, they leave with verifiable proof of work rather than theoretical exercises.

The third is career visibility. Endless Access says the platform is designed to make digital and future-ready skills “visible and hirable” by helping learners demonstrate practical collaboration, technical literacy, creative thinking, and project participation.

“We’re building the infrastructure for digital and future-ready skills to become visible and hirable,” Drolet told TechMoran after her presentation at the Games & SDG Summit in Nairobi.

While the gaming industry itself is growing across Africa, Endless Access says the skills developed within Threadbare are intentionally broader than game development alone.

Building a broader digital workforce

The initiative’s skills framework spans art and creative production, engineering and technical systems, game design, go-to-market and community development, as well as management and production.

That multidisciplinary structure reflects a deliberate strategy.

Not every learner will become a game developer. Some may discover strengths in visual storytelling, digital design, project coordination, operations, content creation, or community management.

“We’re building a broad digital workforce that happens to know how games are made,” Drolet said.

In many ways, Threadbare treats game creation less as the final destination and more as a highly engaging environment for building transferable skills.

Designed for Africa’s infrastructure realities

One of the biggest challenges facing digital learning initiatives across Africa remains infrastructure—limited device access, inconsistent internet connectivity, and unreliable power supply.

Rather than assuming ideal conditions, Endless Access says Threadbare was intentionally built for low-resource environments.

The Explore: Threadbare program runs directly in a web browser, reducing installation requirements and allowing it to function on lower-spec devices. Activities are also structured around shared-device learning models, enabling group participation where hardware availability is limited.

For more advanced learning tracks, learners use accessible open-source tools such as Godot, allowing them to continue experimenting even outside formal learning environments.

“Our philosophy is to meet learners where they are, not where we wish they were,” Drolet noted.

That philosophy has become increasingly important as African countries push to expand digital literacy while still facing major infrastructure and affordability gaps.

Shifting perceptions around games and careers

Beyond infrastructure, Threadbare is also confronting another challenge: perception.

In many African households, traditional career paths still dominate conversations around education and economic security. Digital creative careers especially those linked to gaming are often viewed with skepticism.

Endless Access says one of its goals is to reframe gaming from passive entertainment into a valid learning and workforce development context.

By combining portfolio work, structured progression, and recognized credentials, the organization believes families can begin to see participation differently.

“The narrative shift from ‘just playing games’ to ‘learning real-world skills’ can be a concrete next step for families looking at opportunities for their children,” Drolet said.

The initiative also places strong emphasis on measurable growth in creative thinking, analytical reasoning, collaboration, and technology literacy.

Measuring outcomes beyond engagement

Unlike many education technology platforms that prioritize engagement metrics, Endless Access says its focus is on measurable skill development and long-term opportunity creation.

The organization points to outcomes from programs already implemented in multiple countries.

In Jordan, learners participating in the program reported a 108% increase in self-assessed Godot proficiency and a 71% increase in GitHub and GitLab literacy across approximately 1,375 learners in 50 schools.

At Universidad Tecnológica del Perú, more than 90% of learners cited mentors and facilitators as key motivators for sustained participation, while microcredentials played a significant role in keeping learners engaged despite external personal pressures.

In programs run with Black Girls Code in the United States, interest in careers within the gaming industry increased by 15% after participation.

“Engagement matters to us, but it’s not the metric,” Drolet said. “The metric is whether learners leave with verified skills, a credential, and a clearer path forward.”

From consuming technology to building it

For Endless Access, the transformation Threadbare aims to create is not only technical—it is psychological.

The organization believes the shift from consumer to creator fundamentally changes how young people relate to technology and to their own potential.

“A consumer asks ‘what does this do?’ but a creator asks ‘what could this do?’” Drolet said.

The organization says it has already seen this transformation emerge in programs across multiple countries.

In El Salvador, learners who had never used the Godot engine reportedly began creating custom pixel art assets and experimenting with game mechanics within weeks. In Jordan, high school girls participating in the initiative went on to script projects and develop original characters and story worlds.

“When a young person realizes they can build the thing, not just use it, something changes,” Drolet added.

The long-term vision

As Africa’s digital economy continues to expand, Endless Access believes the continent will need more visible and accessible pathways into creative and technical work.

For Threadbare, success would not simply mean more players or more learners. It would mean a generation of young Africans entering the digital economy through pathways that previously did not exist.

It would mean employers recognizing portfolio-based credentials alongside traditional qualifications. It would mean African studios and digital companies being able to hire from local talent pipelines. And it would mean more young people—especially young women—seeing themselves as builders rather than just users of technology.

“We’re not building this to sell it,” Drolet said. “We’re building it to hand it over.”

In that vision, Threadbare becomes more than a game or a learning platform. It becomes infrastructure for the next generation of African digital creators.

CEO Weekends: Heather Drolet On How Threadbare is Turning Africa’s Young Gamers into the Next Digital Workforce

The Threadbare programme sits at the intersection of education, game development, and workforce inclusion, designed to help young people move from consuming digital content to actively creating it. Built by Endless Access, it uses open-source game environments to teach creative and technical skills while simultaneously producing real, usable digital assets. Instead of separating learning from application, the programme embeds skill development directly into the process of building and modifying a game world.

This approach has become increasingly relevant in the context of Africa’s growing digital economy and persistent youth unemployment. Across the continent, there is a rising demand for creators, designers, and digital collaborators, but traditional education systems often do not provide structured pathways into these roles. Threadbare attempts to bridge this gap by combining microcredentials, portfolio-based learning, and hands-on contribution to live game projects, making skills both visible and verifiable.

The interview also comes in the context of broader regional conversations around games, technology, and development. At the recent Games & SDG Summit held in Nairobi, stakeholders from across Africa’s game development, education, and innovation sectors gathered to explore how games can contribute to the United Nations Sustainable Development Goals. Discussions focused on how interactive media can be used not just for entertainment, but for learning, economic empowerment, and social impact—an agenda closely aligned with the philosophy behind Threadbare. Heather Drolet, Director of Learning Programs at Endless Access, the team behind the Threadbare programme takes us through the programme.

1. What problem is Threadbare actually solving for young people in Africa?

Across Africa there are millions of young people with genuine creative talent. But many of these future visual storytellers, world-builders, collaborators and technical innovators don’t have access to a structured pathway from that talent to recognition and a paycheck. Traditional tech education tends to be focused on a singular discipline, and often assumes a level of prerequisite knowledge and skill. We start by asking learners to play Threadbare and ask themselves: what if I made part of this? We’re solving for the gap between curiosity and credential, and between credential and participation in a digital economy.

2. Youth unemployment across Africa remains high despite strong creative talent. How does your model translate that into real income?

We think about this in three layers. The first is the credential. Learners who complete our programs earn industry-recognized microcredentials issued in partnership with Arizona State University. The second is the portfolio. Because learners contribute real assets to a real open-source game, they leave with verifiable proof of work. The third is the pipeline. Our platform is explicitly designed as a Consumer to Creator to Contributor to Career journey. We’re building the infrastructure for digital and future-ready skills to become visible and hirable. The games industry in Africa is growing. The broader digital workforce – UX, asset creation, project coordination, community management – is growing faster. We’re building for both.

3. Infrastructure gaps are a reality across the continent. How does Threadbare function where access to devices, internet, or power is limited?

Endless Access has always been focused on providing opportunities for learning digital skills in low-resource contexts, whether that is through our flagship offline operating system, Endless OS, or our accessible learning programs and the open-source tools that support them. Our Explore: Threadbare program is built to run in a web browser, which means no installation, lower hardware requirements, and compatibility with lower-spec machines. We also design our curriculum to function in a shared-device model, with activities structured around group work and rotation. In our Core: Threadbare and More: Threadbare programs, we lean on accessible tooling, like the free and open-source game engine Godot. We won’t pretend that we have a solution for every infrastructure challenge, but our philosophy is to meet learners where they are, not where we wish they were.

4. Many African families prioritize traditional career paths. What makes you confident this model can gain real acceptance?

Families are making rational decisions under real economic pressure. We aim clarify the workforce readiness outcomes of participation in programs that promote digital skill growth. When a young person finishes our program, they have a microcredential from ASU, a portfolio of contributed work, and measurable skill growth across creative thinking, analytical thinking, and technology literacy. The narrative shift from “just playing games” to “learning real-world skills” can be a concrete next step for families looking at opportunities for their children.

5. How does a user move from playing a game to acquiring skills the job market will pay for?

The journey runs from Consumer to Creator to Contributor to Career. A learner starts by playing Threadbare – an open-source adventure game built in Godot. From there, they begin modifying it: changing characters, writing dialogue, designing levels. That’s the Creator stage. As skills develop, they begin contributing original content, like pixel art, story quests, and sound, back to the game itself. That’s the Contributor stage. At every step, they’re earning experience points, unlocking badges, and building toward a microcredential. The skills acquire along the way – game design principles, collaborative production, version control, creative problem-solving – are directly transferable to roles in game development, digital media, UX, and project management. The game is the vehicle. The skills are the destination.

6. Are you building a pipeline for game developers, or a broader digital workforce?

Both, and we’re deliberate about that. Our skill framework covers five domains: Art, Engineering, Game Design, Go to Market, and Management and Production. Not everyone who goes through our programs will become a game developer, and we don’t need them to. A learner who discovers a talent for pixel art might end up in digital design. Someone who thrives in the project coordination side might end up in production or operations. Someone who engages deeply with the community and storytelling layer might end up in content or marketing. The game-making context is the common thread. It’s a rich, multi-disciplinary environment that maps naturally onto a wide range of real-world roles. We’re building a broad digital workforce that happens to know how games are made.

7. What changes when a young person shifts from consumer to creator, and why does that matter in this context?

A consumer asks “what does this do?” but a creator asks “what could this do?” That’s a fundamentally different orientation toward the world, and in contexts where young people have largely been on the receiving end of technology – using apps, platforms, and tools designed elsewhere – that reorientation is significant. We see it in the data and we see it in rooms. In El Salvador, we watched a student who had never opened Godot go from uncertainty to building custom pixel art assets and experimenting with game mechanics within a few sessions. In Jordan, high school girls who were told by their environment that this wasn’t for them went above and beyond, scripting entire projects and creating original characters and lore. When a young person realizes they can build the thing, not just use it, something changes. That’s the foundation everything else is built on.

8. What proof do you have that this leads to measurable outcomes, not just engagement?

We measure across three layers: platform analytics, experience point and progress data, and pre/post program surveys. In Jordan, learners showed a 108% increase in self-reported Godot proficiency and a 71% increase in GitHub/GitLab literacy over the course of the program – across roughly 1,375 learners in 50 schools. At Universidad Tecnológica del Perú, mentors and facilitators were rated a motivating factor by 92.9% of learners, and the microcredential drove 91.8% of learners to stay engaged even when personal obligations were their biggest external challenge. In our Black Girls Code programs in the US, career interest in the games industry rose 15% post-program. Engagement matters to us, but it’s not the metric. The metric is whether learners leave with verified skills, a credential, and a clearer path forward.

9. What needs to happen at policy and industry level to scale this across Africa?

We actually had this conversation directly – at an Endless Access convening in Nairobi in April, with 23 games industry professionals from across the continent. We talked about how studios can collaborate to develop capacity. What actually happens to kids after they get the skills? Are internships enough? The industry is asking great questions. What needs to follow is action on three fronts. First, recognition – microcredentials and portfolio-based credentials need to be accepted by employers and institutions as legitimate proof of skill. Second, infrastructure investment – not just devices and connectivity, but formal curriculum space in schools for digital skills and game making as a valid learning context. And third – studios and employers on the continent need to actively define what the pipeline looks like and be ready at the other end of it.

10. If this works, what does success look like in terms of jobs and economic mobility over the next decade?

Success is a generation of young people across Africa who entered the digital economy through a door that didn’t exist before – not through a traditional CS degree, not through luck, but through a structured, credentialed, community-supported pathway that started with a game. It’s hundreds of thousands of learners with verified portfolio work and industry-recognized credentials. It’s game studios and digital media companies on the continent that can hire locally because the talent pipeline is real and visible. It’s young women who were told this wasn’t for them, building careers that contradict that. And it’s the infrastructure – the platform, the open-source game, the contributor community – becoming something the next generation inherits and builds on. We’re a nonprofit. We’re not building this to sell it. We’re building it to hand it over.

Safaricom Profit Tops $770 Million as Ethiopia Expansion Boosts Growth

Kenya’s biggest telecom operator Safaricom PLC posted annual net income of more than $770 million on Thursday, helped by strong growth in its mobile money and data businesses as losses from its Ethiopia expansion narrowed.

The company said net income for the year ended March 31 rose to 100 billion Kenyan shillings ($772 million), while group service revenue climbed 11.5% to 414.1 billion shillings ($3.2 billion).

Safaricom declared a total dividend of 2 shillings per share, amounting to 80.1 billion shillings ($618 million), up 66.7% from a year earlier.

“We have shown strong execution in the first year of our five-year strategy,” Group CEO Peter Ndegwa said in a statement, adding that the company exceeded guidance despite currency reforms and market repair measures in Ethiopia.

Safaricom’s Kenyan business remained its largest earnings driver, with service revenue rising 10% to 400.8 billion shillings ($3.1 billion), while earnings before interest and tax grew 15.3% to 182.3 billion shillings ($1.4 billion).

The company’s Ethiopia unit, launched in 2022, continued to gain traction, with subscriber numbers increasing to 13.6 million customers. Service revenue from Ethiopia jumped 86.6% to 14.1 billion shillings ($109 million), supported by network expansion to 3,504 sites covering 60% of the population.

Chairman Adil Khawaja said the group was beginning to see benefits from scale in Ethiopia as startup costs eased.

“This balance in growth, investment and discipline is exactly what the board expects at this stage of our journey,” he said.

Revenue from M-PESA, Safaricom’s mobile money platform, rose 13.4% to 182.7 billion shillings ($1.4 billion), while mobile data revenue increased 18.3% to 92.9 billion shillings ($717 million).

Safaricom said its total customer base across Kenya and Ethiopia grew to 71.6 million users.

iGaming AFRIKA Summit Opens in Nairobi with Focus on Regulation, Taxation & Growth

The inaugural iGaming AFRIKA Summit opened in Nairobi on Monday, bringing together regulators, operators, investors and technology firms to discuss the future of Africa’s fast-growing gaming industry.

Held at the Sarit Expo Centre, the three-day event runs from May 4–6 and is focused on opportunities, regulation and taxation in a sector seeing rapid expansion across the continent.

Jeremiah Maangi, chief executive of iGaming AFRIKA, said Africa’s gaming market had evolved into a key growth sector driven by rising mobile penetration, a young population and increasing consumer spending.

“Africa’s gaming industry is no longer a frontier market; it is a growth market,” Maangi said, adding that the summit aims to promote structured and inclusive development.

Kenya’s regulator struck a similar tone, positioning policy as central to industry expansion. Peter Karimi, director general of the Gambling Regulatory Authority, said effective regulation was essential to ensure sustainability and investor confidence.

“Effective regulation is not the enemy of growth. It is the foundation upon which sustainable growth is built,” Karimi said, pointing to reforms aimed at strengthening licensing, tackling illegal operators and enhancing consumer protection.

Karimi also highlighted ongoing changes under Kenya’s new regulatory framework, noting that updated laws would prioritise player safety while adapting to rapid technological shifts.

Joseph Kirui Limo, chairperson of the Gambling Regulatory Authority, warned that poorly designed tax regimes could undermine the sector’s potential.

“When tax structures are punitive or unpredictable, they drive operators underground and deprive governments of revenue,” Limo said, calling for competitive and transparent taxation frameworks across African markets.

Data from the Kenya Revenue Authority shows the government collected about $240 million from betting and gaming in the 2024/25 financial year, reflecting the sector’s growing economic significance.

Panel discussions at the summit highlighted regulatory fragmentation across Africa as a key challenge. Denis Mudene Ngabirano, head of Uganda’s National Lotteries and Gaming Regulatory Board, said countries with clear regulatory and tax policies were more likely to attract investment.

Speakers also called for greater harmonisation of licensing and tax reporting standards across the continent to reduce compliance costs and support cross-border operations.

The summit comes as African governments seek to balance revenue generation with consumer protection in a sector increasingly shaped by digital platforms and mobile technology.

OPay Hires Banks for Potential $4 Billion U.S. IPO

0

OPay Digital Services Ltd. has hired Citigroup, Deutsche Bank and JPMorgan Chase to work on a potential U.S. initial public offering that could value the Nigerian fintech at about $4 billion, people familiar with the matter said.

The listing could take place later in 2026, the sources said, cautioning that the timing and size of the offering remain subject to market conditions.

OPay, backed by SoftBank, operates a payments and financial services platform with tens of millions of users in Nigeria, offering mobile money, transfers and other digital banking services.

The company has not yet filed publicly with U.S. regulators. Citigroup, Deutsche Bank and JPMorgan declined to comment, while OPay did not immediately respond to a request for comment.

A successful listing would rank among the largest by an African technology company in recent years and could pave the way for other fintech firms on the continent, including Flutterwave and Moniepoint, to tap international capital markets.

Africa’s digital payments sector has grown rapidly in recent years, driven by rising smartphone adoption and demand for financial services, although companies continue to face regulatory and macroeconomic challenges.

OPay has also strengthened its leadership team with senior international hires, including a former Citigroup executive as chief financial officer, as it prepares for the governance and disclosure requirements of a public listing.

Bfree Raises $3.1 Million to Expand AI-driven Loan Recovery Across Africa

Nigerian credit management startup Bfree has raised $3.1 million from undisclosed investors to scale its artificial intelligence-powered platform for recovering and restructuring defaulted digital loans across Africa.

The fresh funding comes after a $2.95 million equity round in 2024 led by Capria Ventures, alongside participation from Angaza Capital, GreenHouse Capital, Launch Africa, Modus Africa and Axian CVC. The company has also secured debt financing, including $3 million from TLG Capital and $3 million from Verdant Capital Hybrid Fund, bringing total funding to more than $12 million since its 2020 launch.

Bfree, founded by Julian Flosbach, Chukwudi Enyi and Moses Nmor, focuses on managing rising volumes of non-performing digital loans across African markets, where rapid growth in online lending has outpaced recovery infrastructure.

The company replaces traditional collections processes with machine learning-based systems that assess borrower repayment capacity and offer tailored restructuring options via chatbots, automated calls and self-service portals.

Bfree said it has processed more than $740 million in distressed loans and worked with over 30 financial institutions across Nigeria, Ghana and Kenya, engaging about 6.6 million borrowers.

The startup plans to use part of the new funding to expand its strategy of purchasing delinquent loan portfolios directly from lenders, effectively turning distressed credit into tradable assets for institutional investors.

It is also exploring blockchain-based systems to support secondary trading of distressed debt portfolios, aiming to improve liquidity and pricing transparency in the market.

As digital lending expands across Africa, defaults have risen, increasing pressure on lenders and regulators to improve recovery mechanisms and consumer protection.

Proparco Commits $17.25 Million to the Alterra Africa Accelerator Fund

French development finance institution Proparco has committed $17.25 million to the Alterra Africa Accelerator Fund LP (AAA Fund), a pan-African growth equity fund managed by Alterra Capital Partners.

The commitment underscores Proparco’s confidence in Alterra’s strategy of backing high-quality African businesses with strong growth potential, job creation capacity, and long-term value creation across the continent.

The AAA Fund targets profitable, growth-stage, market-leading companies across Africa, with a focus on East and Southern Africa. It invests in domestic-facing businesses serving essential consumer and business needs, working closely with management teams to support scale-up and operational expansion.

Current portfolio companies include Chill Beverages, Java House, ARP Africa Travel Group, and Cobra Group, spanning South Africa, Kenya, Tanzania, Uganda, and Rwanda. Collectively, these firms support more than 4,000 direct jobs, with 48% of employees female and 60% under the age of 35.

Proparco said the investment aligns with its mandate to support private sector-led development and its three impact priorities: building a sustainable and resilient economy, protecting the planet, and reducing inequalities. The institution also highlighted its approach of backing experienced fund managers with strong local expertise and disciplined investment processes.

“Proparco is very pleased to support Alterra at this important moment for the Fund. We were attracted by the quality of the team, the clarity of its strategy, and its strong on-the-ground understanding of African markets,” said Tibor Asboth, Head of Private Equity Division, Africa and Mediterranean at Proparco.

“Alterra has built a compelling platform to back ambitious businesses that are creating jobs, expanding access to essential goods and services, and contributing to more resilient growth across the continent.”

Genevieve Sangudi, Partner at Alterra Capital Partners, welcomed the investment, saying it validates the firm’s strategy and execution.

“We are delighted to welcome Proparco to the AAA Fund at final close. Their commitment is a strong endorsement of what we have built at Alterra: an Africa-rooted firm, a high-quality portfolio, and a disciplined investment strategy,” she said.

“With final close completed, Alterra will continue executing its strategy of backing businesses that can scale with the right capital and active partnership,” the firm added. “Our approach is rooted in close engagement with management teams, disciplined value creation, job creation, skills development, women’s empowerment, and climate mitigation and adaptation.”

CEO Weekends: Maria Buza on How Digital Policy Alert Tracks Global Digital Regulation

Digital Policy Alert, an independent, public repository tracking policy changes shaping the digital economy is quickly becoming an essential infrastructure in a regulation-driven tech landscape.

Launched in 2021, Digital Policy Alert (DPA), is available in more than 50 jurisdictions and covers areas such as artificial intelligence, data governance, online safety, and digital markets. Guided by a mission to build a more interoperable, transparent, and accessible regulatory ecosystem, DPA is not just tracking rules but is helping shape how the world understands and navigates digital governance.

Speaking to TechMoran, Maria Buza, Senior Policy Analyst at Digital Policy Alert, said the DPA transforms complex regulation into actionable intelligence for decision-makers. Through tools like “Topical Threads,” “Digital Digests,” and comparative reports, users can analyze global trends, compare cross-border regulations, and quickly understand new markets.

”The Digital Policy Alert database, which has recently expanded to include Kenya, provides a repository of impartial evidence on how the digital economy is regulated. It covers both policies currently in force, how they are implemented, and those under deliberation across approximately 60 jurisdictions,” she said.

DPA’s legal analysis suite, Clairk, simplifies dense legal texts into clear, actionable insights, supported by a verified-source chatbot, cross-country comparison tools, and privacy-first infrastructure.

With real-time alerts, data tracking tools, and a growing footprint across African markets including Kenya, Nigeria, Rwanda, Ethiopia, Ghana, Morocco, Egypt, and Algeria, DPA positions regulatory awareness as a strategic advantage. For founders and CEOs scaling across borders, it shifts compliance from a reactive burden to a proactive growth strategy. One perfect example is the Kenyan government probe into meta Ray-Ban smart glasses over privacy and surveillance concerns. Cross-border processing of data can create security and misuse risks.

”Differences in legal frameworks and oversight mechanisms may further increase compliance and accountability risks,” Buza told TechMoran. ”Where data is collected in one jurisdiction and subsequently stored or processed in another, the applicable safeguards depend on the legal basis for the transfer and the protections available in the receiving jurisdiction.”

The Digital Policy Alert database indicates ongoing regulatory activity in this area across a range of jurisdictions. Several governments are updating their cross-border data transfer frameworks to ensure that personal data transferred abroad remains subject to an equivalent level of protection, relying on mechanisms such as adequacy decisions, appropriate safeguards, or consent. In addition, some jurisdictions restrict or prohibit the transfer or sharing of certain categories of sensitive data altogether.

Here is the rest of the interview on the Kenyan government probe into meta Ray-Ban smart glasses and what it means for other tech giants.

Are existing global data protection frameworks equipped to handle emerging wearable technologies like smart glasses, or are regulators fundamentally playing catch-up?

The data protection frameworks, including Kenya’s Data Protection Act, apply in principle to wearable technologies, as they regulate the processing of personal data regardless of the device used. The challenge lies in their level of specificity. These frameworks were not designed with always-on, body-worn, ambient data-capture devices in mind, which continuously generate and infer data in ways that extend beyond traditional processing contexts.

In particular, wearable devices may process different categories of personal data, including sensitive personal data, such as biometric data, or behavioural patterns inferred from movement, voice, or facial characteristics. While such data typically requires explicit consent and is subject to additional safeguards, the practical application of these safeguards becomes complex when data is collected passively and continuously, including in public or semi-public environments of other individuals.

Existing consent mechanisms are generally built on the assumption of a clear, informed, and relatively stable relationship between the data subject and the controller. This model may be less directly applicable where wearable devices collect data passively and continuously, including data relating to individuals other than the device user. In such situations, individuals who are not users of the device may be unaware that their personal data is being processed, and obtaining consent from all affected individuals may not always be feasible.

In these contexts, controllers may rely on a combination of legal bases such as legitimate purposes, depending on the applicable framework, and may implement additional safeguards such as transparency measures, data minimisation, purpose limitation, and technical and organisational measures aligned with data protection by design and by default. Transparency may be supported through user-facing disclosures, visible indicators of recording, or other context-appropriate notifications.

In response to these developments, some jurisdictions have begun to issue guidance or consider legislative proposals addressing wearable technologies. For example, in March 2026, Switzerland’s Federal Data Protection and Information Commissioner adopted guidelines on connected wearable devices that explicitly address risks associated with cameras and microphones capturing data relating to third parties, not only the device user. The guidelines emphasise data protection by design, transparency, and consent for secondary uses, and note that covert recording through such devices may, in certain circumstances, constitute an offence under Swiss law. Similarly, Brazil introduced a bill in February 2026 addressing AI-enabled glasses, proposing requirements such as visible or audible recording indicators, default-off facial recognition, and data protection impact assessments prior to market entry. In the United States, a bill introduced in the California Senate in the same period proposes restrictions on the use of wearable recording devices in contexts where individuals have a reasonable expectation of privacy, including provisions relating to consent and recording indicators.

Overall, while existing frameworks provide a baseline, current developments indicate that regulators are adapting the regulatory landscape to address the data processing of these technologies.

What risks arise when data captured in one country is processed or reviewed in another, especially when it may include sensitive or non-consensual recordings?

Cross-border processing of data can create security and misuse risks. Differences in legal frameworks and oversight mechanisms may further increase compliance and accountability risks. Where data is collected in one jurisdiction and subsequently stored or processed in another, the applicable safeguards depend on the legal basis for the transfer and the protections available in the receiving jurisdiction.

The Digital Policy Alert database indicates ongoing regulatory activity in this area across a range of jurisdictions. Several governments are updating their cross-border data transfer frameworks to ensure that personal data transferred abroad remains subject to an equivalent level of protection, relying on mechanisms such as adequacy decisions, appropriate safeguards, or consent. In addition, some jurisdictions restrict or prohibit the transfer or sharing of certain categories of sensitive data altogether.

Within African jurisdictions, the African Union Convention on Cyber Security and Personal Data Protection provides a regional framework for addressing these issues, although implementation at the domestic level varies. Kenya’s Data Protection Act and the Data Protection General Regulations, for example, establish four mechanisms for cross-border transfers of personal data. 

  1. Proof of appropriate data protection safeguards, based on legal instruments, such as binding corporate rules, and the circumstances in the recipient country. Transfers based on such safeguards must be documented. 
  2. An adequacy decision from the Office of the Data Protection Commissioner, confirming sufficient protection levels in the recipient country. In May 2024, Kenya and the European Union launched an adequacy dialogue, the first such dialogue in Africa.
  3. Necessity, including for the performance of a contract, the protection of vital interests, or the pursuit of legitimate interests that do not override the rights of data subjects. 
  4. Explicit informed consent from the data subject. Consent is always required for transfers of sensitive personal data.

How should policymakers redefine consent when recording devices are embedded in everyday objects and are not easily detectable?

The data protection frameworks generally require a legal basis for processing personal data. The legal basis based on consent assumes that a data subject is aware of the presence of a device, understands what data is being collected, and is able to make an informed choice. These assumptions may be less applicable where devices such as smart glasses operate continuously and are not readily noticeable, particularly for bystanders who may be recorded without direct interaction.

Controllers may rely on alternative legal bases for processing personal data, such as legitimate interest, which are increasingly subject to stricter interpretation in case law. Where processing is based on a legal basis other than consent, safeguards remain relevant. In regimes that require a legal basis and those that do not, transparency and user control measures, such as clear disclosures, visible recording indicators, and opt-out or equivalent mechanisms where feasible, can support awareness and help mitigate risks to individuals.

Regulatory developments reflected in the Digital Policy Alert database suggest that some policymakers are exploring complementary approaches. For example, Brazil’s proposed bill on AI-enabled glasses introduces requirements for visible or audible signalling by default. The bill introduced in California similarly addresses the use and visibility of recording indicators. In Switzerland, guidance on connected wearable devices highlights that users may bear certain responsibilities in ensuring that others are informed when data is being captured.

These developments indicate a gradual shift towards supplementing the legal basis of processing data based on consent with additional safeguards, including transparency measures based on signalling by default and limits of its use in public spaces. 

Could investigations like this influence how regulators in other regions approach AI training data and wearable surveillance technologies, particularly for companies like Meta?

Past developments suggest that investigative reporting and civil society engagement can play a role in shaping regulatory responses over time. For example, in early January of 2026, reports emerged that the Grok AI chatbot on the X platform was used to generate and disseminate non-consensual sexualised images, including undressed images of individuals and sexualised images of children, prompting investigations in several jurisdictions into the same conduct and access restrictions. The reports and investigations led to an increase in the number of legislative proposals to address the AI-generated non-consensual sexual and child abuse content. Regarding the processing of sensitive data, including biometric information, several authorities have investigated Worldcoin. These investigations found that offering cryptocurrency tokens in exchange for biometric data does not meet the threshold for valid and freely given consent, leading to measures such as bans on data processing and orders to delete the data collected in several jurisdictions.

In this context, emerging investigative findings, particularly those concerning non-consensual recordings or data collected via wearable devices, may give rise to further enforcement actions and legislative proposals addressing the risks associated with such technologies. These may cover both the use of such technologies by private individuals and obligations on companies that develop or provide them to introduce appropriate safeguards, such as user-facing disclosures, visible indicators of recording, or other context-appropriate notifications.

CEO Weekends: Gaming is a Young Industry in Africa, But it’s Promising-Leti Arts’ Wesley Kirinya

“Gaming is a young industry in Africa, but it’s promising,” Leti Arts CTO and Co-Founder Wesley Kirinya told TechMoran on the sidelines of the recent Games & SDG Summit in Nairobi. “It’s still a young industry in Africa, but it’s promising especially because the continent has rich stories and content that can be turned into compelling games.”

He added that while infrastructure gaps persist, shifts in technology and work culture are beginning to level the playing field for the industry.

“Remote and online work now allows teams to collaborate across the continent, which lowers the barrier for talent regardless of geography,” Kirinya said. Kirinya added that rising smartphone adoption and improving internet access are expanding both the player base and the developer pipeline.

Equally important is the rise of local esports events.

“We’re seeing more esports events being organized, and that visibility will bring more people into the industry,” he said, adding that each event, tournament, and community initiative adds momentum gradually transforming gaming from a niche interest into a recognized sector.

TechMoran caught up with Wesley and here is what he told us.

Esports is often viewed as entertainment. What does it practically mean to position it as a force for global good, and where are we already seeing real impact?

One of the effective ways to educate is through entertainment because that catches and maintains attention. E-sports is one additional entertainment option where gamers meet online or physically to play their favorite games as well as compete. Besides the gamers there’s also the audience. E-sports therefore brings together people from different countries and cultures to share something they have in common, and from that gathering friendships, cultural exchanges and better understanding of each other takes place. That results in global good and impact.

Leti has a couple of games that have been part of e-sports events such as the MTN sponsored Conquest e-sports event.

Why haven’t we had more gaming companies or startups in Kenya or Africa?

Games are complex to make. They require a diverse skillset which up until recently was difficult to find in Africa. There are still some challenges e.g. monetization options (mobile money) that are not subscription capable.
It’s still a young industry in the continent but looks promising in the coming years especially because Africa has great stories and content that can be made into games.

Infrastructure and access remain key barriers. How do we build an inclusive esports or gaming ecosystem where talent can emerge regardless of geography or resources?

Remote and online working allows teams to work together across the continent. Infrastructure and internet access is largely in place, at least significant enough, so are smart phones. I see more and more esports events being organized in the coming years, and this should lift the popularity of such events and gaming in the continent. The increased popularity brings with it more people who want to work in the industry. Building games is not resource intensive, rather it just needs people with the right skillset. There are also collaborations with game developers in Europe and U.S. These collaborations are valuable in building local skills.

From a policy and investment lens, what should the Kenyan government and stakeholders prioritize to unlock growth and legitimacy in the sector?

This is difficult for me to give a genuine answer because over the years I’ve come to realise there are complexities and bureaucracies when talking about governments and stakeholders. Rather than give a specific “wishful thinking” answer, I’d say, if the existing policies and the economy is at a good place then all industries, not just gaming, will thrive.

Some parents claim gaming is addictive and toxic, how do we use gaming for good like education, inclusion, and well addressing concerns like addiction and toxicity?

Anything that is abused will give a negative result. I’d encourage parents to seek out games that add value to their children’s lives. It’s more for people/parents to resist manipulative and false marketing of games that don’t add value. If educational and inclusive games have a larger audience the game developers will make games for the audience.

Looking ahead, what needs to be done to unlock gaming’s full potential in Kenya?

This is complicated to answer. First I don’t know what that full potential is, but at least I know it can be much bigger than what it is now. I’d say higher quality production skills, subscription-based monetization options and localized game content.

OneBio Secures $6 Million First Close for African Biotech Fund

0

OneBio Venture Studio has raised 100 million rand ($6 million) in a first close of its second fund, as the South Africa-based investor bets on the long-term potential of Africa’s underdeveloped biotechnology sector.

The firm is targeting a final close of 300 million rand by mid-2027, it said, as it looks to expand beyond its home market into countries including Nigeria, Kenya and Egypt.

The fundraising marks a rare push into “deep tech” in Africa, where venture capital has largely concentrated on fintech, e-commerce and logistics due to their faster returns and lower capital intensity.

“OneBio operates at the intersection of biology and technology,” the firm said, positioning itself as both an investor and a builder of startups through a venture studio model.

Unlike traditional venture capital firms, which primarily invest in external startups, OneBio develops companies internally, a strategy similar to that of U.S.-based Flagship Pioneering.

However, replicating such a model in Africa presents challenges, including limited laboratory infrastructure, fragmented regulation and a lack of mature exit markets.

Biotechnology ventures typically require significant upfront investment and long development timelines, with product validation cycles often spanning several years.

OneBio said it has made 16 investments to date, recording eight exits, although six portfolio companies were shut down, reflecting the high failure rates typical of early-stage science ventures.

Some investments have gained traction. LifeQ, a wearable health technology firm, has raised more than $47 million, while CapeBio has generated revenue from diagnostic products.

The firm continues to build its pipeline, including a recent pre-seed investment in Altera Biosciences, which is developing a universal donor cell platform.

OneBio’s fundraising comes as venture studio models gain traction across Africa, with investors seeking more control over company creation in markets where experienced founders are scarce.

Firms such as Delta40 and Adanian Labs are expanding similar approaches across multiple sectors.

Analysts say the key test for OneBio and its peers will be whether these science-led startups can scale internationally and deliver returns in a region where exits remain limited.

Amazon, WomHub Launch 9-month Incubator for Women-led Ventures in S.A

Amazon and South African enterprise advisory firm WomHub have launched a nine-month incubator programme aimed at supporting 35 women-led manufacturing businesses in South Africa to scale sustainable, export-ready enterprises.

The programme, called the Amazon Sustainable Sellers Incubator, will provide selected entrepreneurs with training in circular economy principles, sustainable product design, ethical sourcing, eco-friendly packaging, and environmental impact measurement, alongside core business skills including financial management, marketing, quality control and e-commerce operations.

Participants will also receive mentorship, access to potential grant funding and low-interest financing, and support in setting up and optimising online storefronts through Amazon’s Seller Central platform, including product listings, brand registration, catalogue photography and fulfilment services.

In addition, entrepreneurs will gain access to co-working and innovation spaces in Johannesburg, Cape Town and East London to support collaboration and business development.

Amazon said the initiative is designed to help early-stage businesses scale globally while embedding sustainability into their operations from the outset.

“By empowering South African women entrepreneurs to build businesses rooted in environmental responsibility from day one, we are contributing to businesses’ success and a more sustainable future,” said Robert Koen, Amazon sub-Saharan Africa managing director.

WomHub said the programme reflects a growing convergence between sustainability and commercial viability in Africa’s startup ecosystem.

“Sustainability and profitability can go hand-in-hand,” said Naadiya Moosajee, WomHub co-founder and chief innovation officer. “We are building a new generation of South African brands that compete globally while protecting our planet.”

The initiative comes as global technology and e-commerce firms deepen their investment in Africa’s small business ecosystem, with a growing focus on women-led enterprises and climate-conscious production models.

Apple Rolls Out New Subscription Model: Monthly Payments with 12-Month Commitment

Apple has introduced a new App Store subscription option that could reshape how users pay for digital services: monthly subscriptions with a 12-month commitment period.

The update gives developers a fresh way to offer more affordable entry pricing while still securing long-term revenue stability across Apple’s ecosystem.

A new hybrid subscription approach

Under the new model, users pay monthly but commit to a full 12-month subscription cycle. They are allowed to cancel at any time, but the subscription remains active until all committed payments are completed.

This effectively introduces a flexible installment-style subscription system, blending affordability with predictable billing.

More transparency for users

Apple says it is adding clearer visibility into subscription commitments inside users’ Apple accounts. Subscribers will now be able to see:

  • Payments completed so far
  • Remaining payments in the 12-month cycle
  • Upcoming renewal details

To reduce surprise charges, Apple will also send email notifications and optional push alerts before renewal dates.

Developer rollout via App Store Connect

Developers can now configure the new subscription type through App Store Connect and test it using Xcode.

The feature will roll out globally (excluding the United States and Singapore) starting with:

  • iOS 26.4
  • iPadOS 26.4
  • macOS Tahoe 26.4
  • tvOS 26.4
  • visionOS 26.4

A wider expansion is expected with iOS 26.5 and related updates in May 2026.

Why this matters

This shift signals Apple’s continued push to refine subscription economics across its ecosystem. For developers, it means stronger revenue predictability. For users, it introduces lower upfront costs—but with clearer long-term commitment visibility.

It also reflects a broader industry trend toward structured subscription financing models rather than traditional monthly cancellation-heavy plans.

How to Make Your Phone Unreachable Without Switching It Off

0

In Kenya’s fast-moving mobile world, your phone is always active. Whether it’s calls from work, spam promotions, or constant check-ins, staying reachable 24/7 can become overwhelming.

Networks like Safaricom, Airtel Kenya, and Telkom Kenya keep millions of users connected every second but sometimes, what you really need is a break from calls by making your phone unreachable without switching it off.

The good news? You can stay online (WhatsApp, browsing, emails) while making your phone unreachable.

Here are 20 practical ways to do it.

Why You May Want Your Phone Unreachable

This is not about avoiding people but it’s about control over your time.

  • Focus during work or study
  • Avoid spam and promotional calls
  • Reduce digital stress
  • Protect personal privacy
  • Stay online without interruptions

1. Turn On Airplane Mode

The most effective method.

Result:

  • Calls and SMS stop completely
  • Caller hears “not reachable” or “switched off”

👉 Turn Wi-Fi back on to stay connected to the internet.

2. Disable Wi-Fi Calling

Some phones still allow calls over Wi-Fi.

Turn it off in settings to ensure full disconnection.

3. Manually Switch Mobile Network

Switch between Safaricom, Airtel, or Telkom networks manually.

Effect: Temporary network failure = unreachable status.

4. Call Forwarding to an Inactive Numbe

Forward calls to an unused or inactive line.

Result: Caller hears “number not reachable.”

5. Disable or Remove SIM Card

No SIM = no network connection.

Still allows Wi-Fi use for apps.

6. Activate Call Barring

Blocks incoming calls at network level.

Useful for full control via carrier settings.

7. Change Network Mode (2G/3G/4G/5G)

Weak or unstable network modes can disrupt calls.

8. Use AI Call Screening

Smartphones can filter unknown or spam callers automatically.

9. Block Specific Numbers

Stop specific people from calling you completely.

10. Use Voicemail Divert

Redirect calls to voicemail with a message like:

“The number is currently unavailable.”

11. Enable Do Not Disturb / Focus Mod

Silences calls without disconnecting your phone.

Only selected contacts can reach you.

12. Turn On Battery Saver

Limits background activity and may reduce call connectivity.

13. Use Spam Blocking Apps

Apps like Truecaller are widely used in Kenya to detect and block spam calls.

14. Mobile Data-Only Usage

Use WhatsApp, Telegram, or browsing while ignoring normal calls.

15. Use Signal Blocker Pouch

A Faraday bag blocks all signals completely.

Used for privacy or security situations.

16. Disable SIM via Settings

Modern smartphones allow SIM deactivation without removing it.

17. Force Weak Network Conditions

Staying in low-signal areas can temporarily make your phone unreachable.

18. Remove Battery (Old Phones Only)

Works only on feature phones still used in some areas.

19. Schedule Do Not Disturb

Set automatic quiet hours during sleep or work.

20. Contact Your Telco for Call Restrictions

You can request network-level blocking from your provider:

  • Safaricom
  • Airtel Kenya
  • Telkom Kenya

They can temporarily restrict incoming calls on your line.

Best Method Based on Your Need

SituationBest Option
Total silenceAirplane Mode
Stay online but avoid callsAirplane Mode + Wi-Fi
Avoid spamTruecaller or filters
Block one personCall blocking
Scheduled quiet timeDo Not Disturb

Pro Tip (Works Best in Kenya)

If you want internet but no calls:

  1. Turn on Airplane Mode
  2. Enable Wi-Fi

You can still use:

  • WhatsApp
  • YouTube
  • Email

But calls will not come through.

In Kenya’s always-connected mobile ecosystem, controlling your availability is essential.

You don’t need complicated hacks but just smart use of built-in features.

The three most powerful tools are:

  • Airplane Mode
  • Do Not Disturb
  • Call Blocking

Used correctly, they give you full control over your time without switching off your phone.

Rockefeller Foundation Unveils Africa Big Bets Fellows to Scale Energy, Health & Climate Tech

The Rockefeller Foundation has launched its inaugural Africa Big Bets Fellows cohort, selecting 10 innovators from six countries to scale solutions addressing energy access, food security, healthcare, climate resilience and financial inclusion.

The fellows were announced at the AfricaXchange Summit in Nairobi, where leaders, funders and policymakers gathered to discuss locally driven development across the continent.

The five-month fellowship brings together innovators from Ghana, Kenya, Malawi, Nigeria, South Africa and Tanzania, each working on community-led solutions ranging from mobile healthcare and clean energy to AI-powered agriculture and climate intelligence tools.

“This fellowship backs a new generation scaling ideas that expand opportunity and resilience,” said Rajiv J. Shah.

The launch comes as Africa continues to face major development gaps. Around 600 million people on the continent still lack access to electricity, while climate financing remains disproportionately low despite Africa’s growing exposure to climate risks. Experts say up to 76% of Africa’s energy needs could be met by renewable sources by 2040 with the right investments.

According to William Asiko, the selected fellows demonstrate how locally rooted innovation can deliver scalable and globally relevant solutions.

The cohort includes Kenya’s Rosinah Mbenya, who is linking school feeding programmes to regenerative agriculture; Nigeria’s Stanley Anigbogu, building solar-powered hubs for off-grid communities; and Tanzania’s Careen Joel, developing real-time climate data tools to support migration decisions.

Other fellows include Ghana’s Osei Kwadwo Boateng (mobile primary healthcare), Malawi’s Nthanda Manduwi (AI-driven agriculture systems), South Africa’s Sydelle Willow Smith (solar-powered mobile cinemas), and several Nigerian innovators working across financial inclusion, clean energy and climate-smart farming.

The fellowship coincides with the 60th anniversary of the foundation’s Africa Regional Office in Nairobi, underscoring a long-standing presence on the continent. Established in 1913, The Rockefeller Foundation now allocates roughly one-third of its global funding to Africa, focusing on energy access, nutrition and health systems.

The Africa Big Bets Fellows programme builds on similar initiatives previously launched in Latin America, Asia-Pacific and the United States, positioning African innovators at the center of solving some of the world’s most pressing challenges.

AXIAN to Acquire Letshego Africa in Pan-African Expansion Deal

AXIAN has signed binding agreements to acquire 100% of five Letshego Africa Holdings subsidiaries across East and West Africa, in a strategic move aimed at accelerating its expansion into inclusive digital financial services.

The proposed acquisition covers Letshego Ghana Savings and Loans PLC, Letshego Faidika Bank Tanzania Limited, Letshego Microfinance Bank Nigeria Limited, Letshego Rwanda PLC Limited, and Letshego Uganda Limited.

If completed, the transaction will mark a significant milestone in AXIAN’s ambition to build a leading pan-African financial services platform, strengthening its presence in high-growth markets and expanding access to affordable financial services for underserved populations.

AXIAN operates in 21 countries across five sectors—telecommunications, financial services, real estate, energy, and digibank & fintech—and has positioned financial inclusion and digital transformation at the core of its strategy.

“This agreement represents an important step in advancing AXIAN’s long-term strategy to expand our financial services footprint across high-growth African markets,” said Erwan Gelebart, CEO of AXIAN Digital Venture Holding and Management Limited.

He added that AXIAN brings experience operating regulated financial institutions at scale, currently serving more than 24 million consumers and 860,000 SMEs across its ecosystem.

The group said it will leverage its digital and operational capabilities to modernize the acquired businesses and accelerate the delivery of innovative financial services across the five markets.

The transaction remains subject to regulatory approvals and applicable stock exchange requirements. AXIAN said it will issue further updates as the process progresses.

Advisors on the transaction include White & Case, KPMG, and EFG Hermes.

Novastar Ventures Closes $147m Africa People and Planet Fund III

0

Novastar Ventures has closed its third fund, Africa People and Planet Fund III (NVIII), at $147 million, strengthening its position as one of the largest Africa-focused venture capital firms investing in climate-aligned innovation.

The fund, supported by international investors including French development finance institution Proparco, targets startups combining commercial growth with measurable environmental impact across Africa.

Proparco has committed $5 million through its Choose Africa Venture Capital programme, backing the fund’s pan-African investment strategy focused on early- and growth-stage companies.

With more than a decade of activity and over $350 million in assets under management, Novastar Ventures has become one of the continent’s established venture capital players. The firm invests between $1 million and $8 million per deal, spanning sectors such as delivery services, electric mobility, smartphone access, and sustainable agriculture.

NVIII has already supported six portfolio companies aimed at improving access to essential goods and services while driving climate outcomes such as reduced greenhouse gas emissions, improved soil health, and enhanced biodiversity.

“At Proparco, we believe that venture capital is a vital tool for driving the green transition in Africa,” said Oliver Game, Lead PE & VC at Proparco’s East Africa office. “Our commitment reflects confidence in Novastar’s ability to scale tech-enabled solutions addressing the continent’s most pressing challenges.”

The investment forms part of the EU-backed Choose Africa VC programme under the European Fund for Sustainable Development Plus (EFSD+), aligned with the EU’s Global Gateway strategy and the Team Europe Initiative IYBA, aimed at expanding access to early-stage financing and supporting entrepreneurship across Africa.

Samsung Posts Record Q1 2026 Profit of $41.8 Billion on Surging AI Memory Chip Demand

Samsung Electronics Co Ltd reported record quarterly revenue and operating profit in the first quarter of 2026, driven by strong demand for artificial intelligence (AI) memory chips used in data centres and advanced computing systems.

The South Korean tech giant said consolidated revenue rose to 133.9 trillion won ($97.8 billion) for the quarter ended March 31, up 43% quarter-on-quarter, marking an all-time high. Operating profit climbed to 57.2 trillion won ($41.8 billion), also a record, boosted primarily by its semiconductor business.

Samsung’s Device Solutions (DS) division, which houses its chip operations, posted 81.7 trillion won ($59.7 billion) in revenue and 53.7 trillion won ($39.2 billion) in operating profit, accounting for the bulk of group earnings. The company said its memory business achieved record results, supported by strong pricing and limited supply amid booming AI infrastructure demand.

The memory unit saw strong sales of high-value AI products including DDR5, SOCAMM2 modules and PCIe Gen6 solid-state drives, and began mass production of HBM4 chips for NVIDIA’s next-generation AI platforms. Samsung also plans to deliver HBM4E samples in the second quarter of 2026.

The company said demand for AI infrastructure is expected to remain strong through 2026, driven by hyperscale cloud providers and rising adoption of large language models and emerging agentic AI systems.

Samsung’s foundry business remained under pressure due to seasonal weakness but continued development of advanced process technologies, including 2-nanometre and 1.4-nanometre nodes, as it targets growth in AI and high-performance computing markets.

The Device eXperience (DX) division, which includes mobile and consumer electronics, posted 52.4 trillion won ($38.3 billion) in combined revenue, supported by premium Galaxy smartphone sales and strong TV demand, though profitability was uneven across segments.

The mobile (MX) business generated 38.1 trillion won ($27.8 billion) in revenue and 2.8 trillion won ($2.0 billion) in operating profit, helped by flagship devices, though the company expects a sequential decline in the second quarter after launch effects fade.

Samsung’s display, consumer electronics and Harman units delivered mixed performance, with display revenue of 6.7 trillion won ($4.9 billion) and operating profit of 0.4 trillion won ($0.29 billion), while TV and appliances posted 14.3 trillion won ($10.4 billion) in revenue.

The company said it will continue prioritising AI-centric semiconductor expansion and next-generation chip technologies as it positions itself at the centre of the global AI infrastructure buildout.

Airtel Africa Eyes up to $2 Billion IPO for Mobile Money Unit Amid Fintech Push

0

Airtel Africa is planning to list its mobile money business in a deal that could raise between $1.5 billion and $2 billion, as the telecom operator seeks to capitalize on rapid growth in digital financial services across the continent, according to people familiar with the matter.

The proposed initial public offering of Airtel Money could value the business at as much as $10 billion, the sources said, adding that discussions are ongoing and details remain subject to change.

The listing, which is expected to take place in London, would mark one of the largest fintech-focused IPOs tied to Africa and underscores the growing importance of mobile money as a revenue driver for telecom operators in the region.

Airtel Africa, a subsidiary of India’s Bharti Airtel, has seen strong growth in its mobile money segment, which now serves tens of millions of customers across multiple African markets and processes billions of dollars in transactions annually.

The potential spin-off reflects a broader industry trend in which African telecom operators are increasingly separating their fintech arms to unlock value and attract investors focused on high-growth digital financial services.

Airtel Africa did not immediately respond to a request for comment.

NEC Launches Africa Startups Innovation Program to Tackle Agriculture, Food Security

NEC Corporation has launched a new initiative to deepen collaboration with African startups, targeting agriculture and food security challenges through technology-driven innovation.

The program, dubbed the Africa Corporate Innovation Program, will be implemented in partnership with Shell Foundation and venture capital firm Double Feather Partners, expanding NEC’s global startup engagement efforts beyond its existing accelerator, the NEC Innovation Challenge.

The initiative will identify African startups tackling key development challenges and pair them with NEC and its partners to run proof-of-concept (PoC) projects, with a focus on scalable, commercially viable solutions.

At the core of the program is NEC’s digital agriculture platform, CropScope, which will be used to support data-driven farming and farm-to-market logistics systems across selected African markets.

The program officially launched in April 2026, with PoC trials expected to run through December across agricultural sites in Africa. Results will be evaluated in March 2027, with the potential for long-term partnerships and business expansion based on performance.

NEC has been ramping up its presence in Africa’s innovation ecosystem. Since 2022, it has run the NEC Innovation Challenge to co-develop solutions with startups globally, and has also participated in Project NINJA, led by Japan International Cooperation Agency, aimed at strengthening startup ecosystems in developing markets.

Masayuki Furukawa of JICA said the initiative builds on lessons from Project NINJA and reflects growing collaboration between Japanese firms and African innovators.

“Private companies taking the lead in addressing social challenges while building mutually beneficial partnerships is key to Africa’s economic development,” he said.

Jonathan Berman, CEO of Shell Foundation, said the program is designed to de-risk collaboration between corporates and startups, helping unlock capital into inclusive, climate-smart markets.

“Raising incomes while supporting a low-carbon pathway requires partnerships that combine capital, technology and local expertise,” he said.

Kohei Muto, CEO of Double Feather Partners, described Africa as “one of the world’s fastest-evolving innovation markets,” adding that the program aims to connect pilot projects with investment and scaling opportunities.

NEC is expected to showcase the initiative at SusHi Tech Tokyo 2026, where it will highlight Japan–Africa co-creation and investment models alongside partners including the Industrial Development Corporation of South Africa and Absa Bank.

The program forms part of NEC’s broader “Open Innovation” strategy, as the company seeks to expand its role in solving global social challenges through cross-sector partnerships.

How Leti Arts Sees Esports Driving Culture, Connection, and Opportunity in Africa

0

Esports is often framed as entertainment, as fast-paced competition, big audiences, and digital spectacle. But beneath the surface, a different story is unfolding, one that positions gaming as a tool for cultural exchange, education, and economic opportunity.

For Wesley Kirinya of Leti Arts, esports is already doing more than just entertaining.

“Esports brings together people from different countries and cultures around a shared experience, and from that, you get friendships, cultural exchange, and a better understanding of each other,” he told TechMoran on the sides of the Games & SDG Summit in Nairobi, Kenya.

That shared experience is what transforms gaming into something more meaningful. In a world increasingly defined by digital interaction, esports is emerging as a rare space where global communities form organically—through play.

Kirinya sees this as part of a broader truth: “Entertainment is one of the most effective ways to educate because it captures and sustains attention and esports sits right at that intersection.”

Building Africa’s Voice in Global Gaming

Within this evolving landscape, Leti Games is carving out its role not just as a developer, but as a contributor to Africa’s gaming identity.

“We’ve had some of our games featured in competitive events like the MTN-sponsored Conquest esports tournament, helping showcase African-developed content on larger stages,” Kirinya notes.

Beyond visibility, the goal is deeper participation.

“Our role is to contribute to the ecosystem by building games that people can rally around both as players and as audiences.”

That effort is part of a larger movement to ensure African stories, characters, and perspectives are not just consumed globally, but created locally.

Why Africa’s Gaming Industry Is Still Catching Up

Despite growing interest, Africa’s gaming ecosystem remains underdeveloped compared to global markets. According to Kirinya, the reasons are practical rather than conceptual.

“Games are complex to make they require a diverse skill set that, until recently, has been difficult to find across the continent.”

From programming and animation to storytelling and design, game development demands multidisciplinary expertise—something that has historically been fragmented across African markets.

There are also business model challenges.

“Monetization remains a challenge, especially where systems like mobile money are not yet fully optimized for subscription-based models,” he explains.

Still, the long-term outlook remains positive.

“It’s still a young industry in Africa, but it’s promising especially because the continent has rich stories and content that can be turned into compelling games.”

Lowering Barriers, Expanding Access

While infrastructure gaps persist, shifts in technology and work culture are beginning to level the playing field.

“Remote and online work now allows teams to collaborate across the continent, which lowers the barrier for talent regardless of geography,” Kirinya says.

At the same time, rising smartphone adoption and improving internet access are expanding both the player base and the developer pipeline.

Equally important is the rise of local esports events.

“We’re seeing more esports events being organized, and that visibility will bring more people into the industry.”

Each event, tournament, and community initiative adds momentum gradually transforming gaming from a niche interest into a recognized sector.

Policy, Reality, and What Actually Matters

When it comes to policy and regulation, Kirinya takes a pragmatic stance, one shaped by experience rather than idealism.

“If the broader economy and policies are working well, industries like gaming will naturally thrive,” he says.

Instead of focusing on industry-specific interventions, the emphasis, he suggests, should be on improving the overall business environment reducing friction, supporting innovation, and enabling entrepreneurs to build.

Gaming for Good With Boundaries

As gaming grows, so do concerns around addiction and toxicity particularly among parents. Kirinya doesn’t dismiss these concerns but reframes them.

“Anything that is abused will have negative results, it’s about intentional use.”

The responsibility, he argues, lies both with consumers and creators.

“If audiences demand games that add value, developers will respond by creating more meaningful and inclusive experiences.”

In other words, the future of gaming will be shaped by what players choose to engage with.

Unlocking What Comes Next

Looking ahead, Kirinya is clear that Africa’s gaming journey is only beginning.

“We need higher-quality production skills, better monetization models, and more localized content,” he says.

And while the industry’s full potential may still be undefined, its direction is clear.

“The potential is much bigger than what we’re seeing now we’re just getting started.”

For Africa, gaming is no longer just about play, it’s about participation, storytelling, and ownership in a global digital economy. And with studios like Leti Games pushing forward, that future is starting to take shape.

Shiprazor Raises $2.65m to Build Agentic AI Logistics Solutions for Merchants

0

Shiprazor, the Cape Town-based e-commerce merchant tech and smart logistics platform, has raised $2.65 million (R44m) in seed funding to help African online merchants reduce delivery costs, improve conversion, and simplify fulfilment.

The seed round was led by pan-African venture capital firm Norrsken22, with participation from AAIC, E4E, Tremis Capital, and an impressive roster of angel investors, including senior leaders at Google, bringing Shiprazor’s total funding to $3.3 million (R54.5m).

According to Sahil Affriya, Founder and CEO of Shiprazor, “South African merchants are resilient — they’ve navigated load shedding, currency volatility, and now rising logistics costs driven by global oil prices. But they shouldn’t have to fight their own fulfilment infrastructure on top of all that.”

South Africa, like many emerging markets, has a fragmented logistics industry, with the African Development Bank estimating global transport costs in Africa are 75% higher than the global average. This limits growth for online merchants.

Through a single integration of platforms, including Shopify and WooCommerce, Shiprazor gives merchants access a broad network of domestic and cross-border courier and logistics partners, with cost, speed, and service quality. More than a shipping aggregator, Shiprazor is building an intelligent infrastructure layer that helps merchants make better decisions. 

“Our job is to be the single intelligent logistics layer that helps South African merchants ship more, for less, while giving their customers a better experience at every step. This funding lets us move faster on all of it,” added Affriya.

The $2.65 million will help Shiprazor expand its courier and logistics supplier network across South Africa, reduce costs and end unreliable delivery. Shiprazor is also building agentic AI solutions for merchants to identify problems, recommend actions and automate more of their work. Shiprazor is launching address verification, which will tackle the inaccurate address data that leads to failed deliveries – one of Africa’s most persistent logistics challenges.

Launched in Cape Town in 2023, Shiprazor connects to more than 20 courier partners and has processed over 1.5 million deliveries across South Africa. A growing number of South African brands trust Shiprazor to manage their logistics, while the company is also increasingly positioned within the fast-growing cross-border e-commerce flows reshaping the market, including demand driven by global marketplaces. 

“Africa’s e-commerce market has enormous potential, but still remains fragmented and unoptimised resulting in significantly more expensive logistics cost for merchants,”’said Nivesh Pather, Investment Principal at Norrsken22. ”Shiprazor is building the intelligent infrastructure layer that African merchants have been missing — and they’re doing it with a deep understanding of how this market actually works.”

Wapi Pay Expands into Jamaica as Remittances Hit $3.49 Billion

Kenyan fintech firm Wapi Pay is strengthening its push into the Caribbean payments market, riding on record remittance inflows into Jamaica and growing demand for faster cross-border transactions.

Remittance inflows to Jamaica reached an all-time high of $3.49 billion in 2025, marking a 3.8% increase from the $3.36 billion recorded in 2024, according to company insights. The flows remain one of the country’s largest sources of foreign exchange, supporting millions of households with essential needs such as healthcare, education, and daily expenses.

The growth comes despite disruptions caused by Hurricane Melissa in late 2025, which temporarily slowed inflows. Transfers rebounded sharply by December, rising 13.6% year-on-year, highlighting the resilience of diaspora-driven financial support to the island.

Wapi Pay said its expansion aligns with regulatory approvals secured following due diligence processes by the Bank of Jamaica, ensuring compliance with global Anti-Money Laundering and Counter-Financing of Terrorism (AML/CFT) standards.

The company is positioning itself as a key bridge between Africa and the Caribbean, enabling faster, more secure, and more affordable cross-border payments. Its network spans multiple Caribbean markets including Antigua and Barbuda, Barbados, Dominica, Guyana, Haiti, Trinidad and Tobago, and Turks and Caicos Islands, among others.

Wapi Pay also leverages strong remittance corridors from the United Kingdom, United States, and Canada into the Caribbean, tapping into diaspora communities that continue to drive transaction volumes.

The company said it remains committed to maintaining high regulatory standards as it expands its global footprint, with a focus on connecting emerging markets across what it describes as the “Global South.”

BYD Rolls Out Plug-in Hybrid Fleet to SBM Bank, Avenue Lease in Kenya

BYD has rolled out a fleet of plug-in hybrid electric vehicles (PHEVs) to SBM Bank Kenya through a leasing arrangement with Avenue Lease & Rentals E.A, marking an early corporate deployment of the models in the country.

The delivery, facilitated by CFAO Mobility’s Kenyan unit, comprises five vehicles: one BYD Shark 6 plug-in hybrid pickup and four BYD Sealion 6 plug-in hybrid sport utility vehicles.

The move underscores growing interest among Kenyan corporates in lower-emission transport options, as the country’s electric mobility sector expands rapidly.

Kenya had more than 24,700 electric vehicles registered by early 2026, representing a 31-fold increase from 2022 levels and a 47% rise in just 18 months, according to industry data.

Electricity consumption linked to EV charging has also surged, rising to 8.43 million kWh in 2025 from 2.92 million kWh in 2024, reflecting accelerating adoption.

“As the pioneer in new energy vehicles, BYD is pleased to see this partnership take shape in Kenya,” said Nicolas Ruffier des Aimes during the handover ceremony, adding that hybrid technology offers a practical path toward cleaner mobility.

SBM Bank Kenya Chief Executive Bhartesh Shah said the deployment aligns with the lender’s efforts to reduce its environmental footprint while maintaining operational efficiency.

“The introduction of plug-in hybrid vehicles allows us to modernise our fleet and significantly cut emissions,” Shah said.

Plug-in hybrid vehicles combine electric propulsion with internal combustion engines, enabling lower fuel consumption without relying fully on charging infrastructure—an advantage in emerging markets where charging networks are still developing.

Industry estimates show EVs can be up to eight times cheaper to operate than conventional petrol or diesel vehicles in Kenya, driven by lower energy and maintenance costs.

Avenue Lease & Rentals E.A said leasing provides organisations with a lower-cost entry into cleaner mobility by removing the need for large upfront capital investment.

The company added that hybrid fleets can deliver immediate emissions reductions while allowing a gradual transition to fully electric vehicles over time.

Kenya is targeting a 32% reduction in carbon emissions by 2030, with transport identified as a key sector for decarbonisation. The government is also pushing policies to accelerate adoption, including tax incentives and a target to increase the share of electric mobility in the national fleet.

The partnership is expected to open the door for further fleet deployments and the expansion of supporting services such as charging infrastructure, fleet management and lifecycle optimisation.