The infrastructure is different, the buyer behaves differently, and the assumptions that worked elsewhere will break before you see them coming.
"We want Africa, but no one on our team knows the terrain, and we cannot afford to figure it out by trial and error."
A structured two week diagnostic that answers the five questions every company needs answered before spending to enter an African market. Built from over a decade of doing this work across payments, automotive, logistics, and enterprise tech.
A document you can read in thirty minutes and act on immediately.
The Readiness Report is not just a document; it is confidence.
Infrastructure gaps, trust deficits, buyer behaviour, regulatory terrain. I have built GTM in Nigeria, Kenya, Uganda, and Tanzania. The things that break a market entry here are specific and learnable, if you know where to look.
I live in the West. I understand how Western-funded companies think, how their GTM teams operate, and what assumptions they carry. I also know where those assumptions fail when they hit African market conditions. I sit between both worlds.
You will know what I find, when I find it. No waiting until the end of the engagement for a surprise. Updates as the diagnosis develops, a synthesis call before the document is finalised, and a clear verdict you can act on immediately.
If the market is not ready for what you are selling, I will tell you. If your current GTM motion will break, I will show you exactly where and why. The most valuable thing I can give you is an accurate picture. Not a comfortable one.
Not in theory. In markets where the infrastructure did not exist, the buyer was skeptical, and the standard playbook did not apply.
Launched into a market that was entirely offline. Defined ICP across a two-sided marketplace, built the trust infrastructure with the Ministry of Transportation, and developed the GTM motion that took the company to $10M in year one.
Built HP's route to market across Kenya, Uganda, and Tanzania from scratch. No existing channel relationships, active grey market competition, and no established presence. Ended year one 22% above target.
Buyers had been burned before. The product worked but the market would not move. Rebuilt the positioning around what buyers were actually buying on, time to value, not features. Sales cycle reduced by 34% in 90 days.
Built the commercial foundation for a product category in West Africa that did not previously exist in the form Nokia was introducing. The work was not about brand awareness. It was about creating the conditions for a new category to take hold. That category has outlasted Nokia's mobile devices division, continuing today under HMD Global.
Joined as product and brand specialist on an inside project before external funding. Built the brand from scratch, positioning, identity, and commercial messaging, that helped attract venture investment. The company was subsequently acquired by what became OPay, now one of Nigeria's leading fintech platforms.
Identified a critical ICP misalignment through direct customer research. The real pain was payment friction at the point of delivery for logistics operators, not what the founding team had originally built toward. Repositioned the product, rebuilt the messaging, and helped redirect the roadmap. The company was acquired.
Already in the market and something is not working? That is a different conversation. Reach out and tell me where you are.