Broadcasting
Dayo Samuel: An African Product Leader, Driving AI and Embedded Finance
Dayo Samuel
In this conversation, we’ll explore his journey, his approach to product leadership, and the lessons he’s learned along the way.
Dayo, Africa’s technology ecosystem is growing rapidly, but infrastructure challenges still exist. How do you approach building products that balance global best practices with the unique realities of African markets?
Dayo Samuel (DS): Yeah, so for me, it always starts with context. I’ve seen that when you just copy-paste global playbooks into African markets, it doesn’t always land because the realities on the ground are different. Things like payment infrastructure, internet reliability, and even how trust is built with users those are not the same as in Europe or the U.S.
So the way I approach it is to learn from global best practices things like user-centered design, iterative testing, strong product frameworks, research methodology but then adapt them with the realities here. For example, in embedded finance, you can’t assume every user has a credit card on file. You need to consider mobile money, offline access, or even social trust networks as part of the product design.
I prefer to run reasonably controlled, research-led experiments. What I mean by that is I spend time understanding the local constraints and user behaviors first through interviews, observation, or data and then I design quick pilots to test solutions against those insights. That way, the experiments are not just “try and see,” they’re actually grounded in the realities of the people we’re building for.
At the end of the day, I see my role as bridging both worlds: bringing in the structure and discipline of global product leadership, but staying close enough to the ground here in Africa to design for what’s real. That balance is what creates products that actually scale sustainably.
In markets where reliable data can be scarce or fragmented, how do you go about gathering and validating customer insights to guide your product decisions?
DS: Yeah, that’s a really common challenge here. Sometimes the data just isn’t complete or reliable, so you can’t just rely on dashboards or reports like you would in other markets. For me, it’s about triangulating insights from multiple sources. I combine whatever quantitative data is available even if it’s fragmented with qualitative research: talking directly to users, observing behavior in context, and understanding their real pain points.
Many African startups struggle with scaling beyond their first wave of users. From your experience, what does achieving true product–market fit in Africa look like, and how can companies measure it effectively?
DS: Yeah, achieving a product–market fit here is a bit different from other markets. In Africa, it’s not just about hitting growth numbers or downloads, it’s about building something that actually works for the people you’re serving, given local realities. For me, true product–market fit happens when users not only adopt the product but rely on it, tell others about it, and engage with it consistently, even in environments where infrastructure or trust can be challenging.
From my experience, getting there starts with really understanding the user: running research-led experiments, observing behavior in context, testing assumptions, and iterating quickly. For example, in embedded finance, we had to validate whether people would trust a new payment flow or rely on it for recurring transactions and that meant combining qualitative insights with small pilots before scaling.
As for measuring it, I focus on a few key signals: retention over time, engagement metrics that show real usage, and how much users become advocates for the product. In Africa, sometimes the numbers alone don’t tell the story so combining quantitative metrics with qualitative feedback is what really shows whether you’ve found a product that fits the market.
Monetization is often tricky in Africa, where consumers are highly price-sensitive. How do you design business models that are both inclusive and sustainable in the long term?
DS: Yeah, monetization here definitely has its challenges. For me, it’s about designing business models that meet people where they are affordable, accessible, and relevant while still making the product sustainable. I combine user research with small experiments to test pricing, payment methods, and value perception. For example, with embedded finance, we explored mobile-money-first flows and tiered pricing, validating what people would actually pay for before scaling. It’s all about balancing inclusivity with long-term viability.
There’s a growing demand for skilled product managers across Africa, but the talent pipeline is still maturing. How have you built or mentored product teams to deliver global-standard products while staying rooted in local context?DS: Yeah, building product teams here is definitely about balancing global standards with local realities. For me, it starts with hiring people who are curious and adaptable, not just technically strong, but willing to learn from the market and the users. Then, I mentor them through research-led, hands-on experiences: small experiments, pilots, and iterative testing that are rooted in local context.
I also emphasize frameworks and processes from global best practices things like structured roadmaps, clear metrics, and user-centered design but always adapt them to what actually works here. Over time, this approach helps teams deliver products that meet international quality, but are also deeply relevant and usable for African users.
With global tech giants entering African markets, how can local product managers differentiate their solutions and compete on both value and scale?
DS: Local product managers win by deeply understanding the market and designing for realities global players might overlook things like offline access, mobile money, and social trust. I focus on research-led experiments to test solutions quickly, combining local insights with global best practices. That’s how you deliver products that are both relevant and scalable.
Fintech, mobility, and e-commerce have all seen significant regulatory attention in Africa. How do you navigate shifting government policies while ensuring product innovation isn’t stifled?
DS: Regulation is definitely a big factor here, so I treat it as part of the product strategy, not a blocker. I stay close to policy updates, engage with stakeholders early, and design flexible solutions that can adapt as rules change. At the same time, I ensure experimentation culture to keep innovation moving, so we’re iterating and learning without risking compliance. It’s about being proactive, adaptable, and user-focused.
Partnerships with telcos, banks, and even governments often determine the success of African products. What’s your framework for evaluating and structuring partnerships that drive adoption?DS: Partnerships start with alignment, understanding what the partner can bring and how it adds value to the user. I evaluate potential partners based on reach, trust, operational capability, and shared incentives. Structuring the partnership is about clear roles, measurable goals, and flexibility to iterate. I also run small pilots early to test assumptions before scaling, so the partnership drives real adoption, not just theoretical impact.
Africa is made up of 54 very different markets. What strategies have worked best for you when trying to scale a product across multiple countries on the continent?
DS: Scaling across Africa is all about balancing standardization with local adaptation. I start with a core product framework that works universally, but I don’t assume it fits every market out of the box. I spend time understanding local behaviors, regulations, and infrastructure, then run small, research-led pilots in each market to validate assumptions before full rollout.
I also focus on building modular solutions things like flexible payment flows or language support that can be adjusted per market without redesigning everything. And finally, I prioritize partnerships and local teams who understand the context; they’re key to scaling efficiently while keeping the product relevant and trusted.
Finally, looking ahead, with technologies like AI, blockchain, and digital identity gaining traction, what do you see as the biggest product opportunities in Africa over the next decade?
DS: Looking ahead, I see huge opportunities at the intersection of technology and local needs. AI can help personalize financial services, credit scoring, and even healthcare in ways that were impossible before. Blockchain opens doors for transparent transactions, secure identity, and cross-border payments. Digital identity, in particular, is foundational once people can prove who they are, a lot of services become accessible, from banking to government programs.
For me, the biggest product wins will be solutions that combine these technologies with a deep understanding of local context solving real problems for users while building trust and accessibility. Products that do that will scale fast and have lasting impact.
Broadcasting
Dr. Cairo Ojougboh Foundation Bolsters Nigeria’s Education Drive with ₦2.7m Student Support
Dr. Cairo Ojougboh Foundation has reinforced government’s educational development efforts in Nigeria through a targeted initiative honouring the late medical doctor and House of Representatives member, Dr. Cairo Ojougboh.
L-R: Son of the late Dr, Cairo Ojougboh, Mr. Nkem Ojougboh; Chairperson, Dr. Cairo Ojougboh Foundation, Mrs. Bose Ojougboh and another son, Mr. Orieka Ojougboh, during the event in Agbor, Delta State recently.
The foundation recently hosted a programme themed “Your Future, Your Choice” at St. Columba’s Grammar School in Agbor, headquarters of Ika South Local Government Area, Delta State.
It presented a cheque of ₦2,700,000 to cover examination fees for students preparing for West African Examinations Council (WAEC), National Examinations Council (NECO), and Junior Secondary School (JSS) 3 exams.
Academic excellence received further boosts with cash rewards for top students across the school’s nine academic arms, alongside distributions of notebooks and writing materials to enhance learning.
Chairperson Mrs. Bose Ojougboh, joined by her sons Mr. Nkem and Mr. Orieka Ojougboh, urged students to view challenges as stepping stones, embrace discipline, consistency, and focus, and make intentional choices shaping their futures.
“The school that moulded Dr. Cairo’s values deserves our support,” she said, highlighting the foundation’s commitment to inspiring hard work and personal growth.
Old Boys of St. Columba’s Grammar School, led by Elder Ndudi Agholor, attended in force, sharing nostalgic reflections and praising the school’s sustained high standards under current leadership.
School Principal Rev. Fr. Joseph Ugboh and Ika South LGA Chairman Engr. Jerry Ehiwarior lauded the initiative as “commendable and impactful,” calling for its continuation to preserve Dr. Ojougboh’s legacy of discipline, excellence, and service.
They noted the support had motivated students to pursue their goals with renewed determination, ending the event on a hopeful note.
In a landmark educational innovation, New Horizons Nigeria has become the first institution to integrate the Chinese (Mandarin) language into its ICT curricular as an elective, thereby positioning Nigerian students for relevance in the rapidly changing world order.
Mr. Tim Akano, Managing Director and CEO of New Horizons Systems Solutions Limited
New Horizons Nigeria is a leading ICT training and solutions provider committed to provide individuals and institutions with future-ready skills. Through innovative program, global partnerships, and strategic foresight, the organization continues to redefine education, workforce development, and global competitiveness.
With over 80% of global consumer products manufactured in China and China’s growing dominance in global supply chains and labour markets, New Horizons Nigeria recognizes the urgent need for the current generation to understand, speak, and engage with the Chinese language and culture. As global economic power dynamics evolve, the labour market is increasingly tilting towards China, making Mandarin proficiency a critical competitive advantage.
According to Mr. Tim Akano, Managing Director and CEO of New Horizons Systems Solutions Limited, Nigeria, the program represents far more than a language course.
He asserted that very soon, the global labour market is likely to increasingly reflect China’s influence rather than the predominantly western orientation it currently exhibits. Language will be a major differentiator and the first Chinese-speaking technology experts in Nigeria will have a significant advantage, especially in integration into Chinese companies operating locally and globally.
Therefore, New Horizons Nigeria has officially launched a Mandarin Scholarship Program with China Advancement Opportunity, selecting 100 outstanding students from five prominent Nigerian secondary schools. This initiative marks a major milestone in Nigeria–China educational cooperation and reflects a forward-thinking response to shifting global economic realities.
Furthermore, the scholarship program has commenced with an intensive three-month online Mandarin training and at the end of the program, the top-performing students will be selected strictly on merit. 20 outstanding students will receive an additional scholarship valued at $2,500 per students to participate in a one-year pre-degree Mandarin and cultural immersion program in China. From this group, the best candidates will progress to fully funded admission scholarships into top universities in China. This initiative is designed not only to build language proficiency but also to enhance global competence, international exposure, and cultural intelligence among Nigerian students.
Also, to maintain international academic standards, participating schools are required to comply with strict guidelines. They will be obligated to join the online classes ten minutes earlier, they must have a minimum of 85% attendance throughout the program, and must ensure they have a stable internet connectivity, reliable power supply and a conducive learning environment.
Therefore, School owners and administrators have been formally congratulated and strongly encouraged to nominate their most disciplined, and committed students, as advancement to the China program will be strictly merit-based.
However, apart from students, internation business men are equally encouraged to attend New Horizon’s Mandarin executive lessons which will equip them with basic Chinese language to enhance their business communications.
Additionally, while the pilot phase begins with selected secondary schools which includes Startrite School, Lightway School, British Nigerian Academy School, Honeyland Schools and Great Heights School, the Mandarin program will be available as an elective ICT course at all New Horizons retail centers.
This is done to extend access to students and learners beyond its partner schools and within one year, committed learners will be able to communicate effectively in Mandarin, which will open doors to global employment, trade, and cultural exchange.
In conclusion, a Mandarin Cultural Fiesta will be hosted, bringing together educators, students, institutional partners, and distinguished guests from China and Nigeria. The event will celebrate outstanding performance, cross-cultural exchange, and the strengthening of bilateral educational ties.
For enquiries and participation details, interested individuals are encouraged to contact New Horizons Nigeria via 08125541750
By Moliehi Molekoa, Managing Director of Magna Carta Reputation Management Consultants and PRISA Board Member
The start of a new year often brings optimism, new strategies, and renewed ambition. However, for the public relations and reputation management industry, the past year ended not only with optimism but also with hard-earned clarity.
Moliehi Molekoa
2025 was more than a challenging year. It was a reckoning and a stress test for operating models, procurement practices, and, most importantly, the foundation of client–agency partnerships. For the C-suite, this is not solely an agency issue.
The year revealed a more fundamental challenge: a partnership problem that, if left unaddressed, can easily erode the very reputations, trust, and resilience agencies are hired to protect. What has emerged is not disillusionment, but the need for a clearer understanding of where established ways of working no longer reflect the reality they are meant to support.
The uncomfortable truth we keep avoiding
Public relations agencies are businesses, not cost centres or expandable resources. They are not informal extensions of internal teams, lacking the protection, stability, or benefits those teams receive. They are businesses.
Yet, across markets, agencies are often expected to operate under conditions that would raise immediate concerns in any boardroom:
Unclear and constantly shifting scope
Short-term contracts paired with long-term expectations
Sixty-, ninety-, even 120-day payment terms
Procurement-led pricing pressure divorced from delivery realities
Pitch processes that consume months of senior talent time, often with no feedback, timelines, or accountability
If these conditions would concern you within your own organisation, they should also concern you regarding the partner responsible for your reputation.
Growth on paper, pressure in practice
On the surface, the industry appears healthy. Global market valuations continue to rise. Demand for reputation management, stakeholder engagement, crisis preparedness, and strategic counsel has never been higher.
However, beneath this top-line growth lies the uncomfortable reality: fewer than half of agencies expect meaningful profit growth, even as workloads increase and expectations rise.
This disconnect is significant. It indicates an industry being asked to deliver more across additional platforms, at greater speed, with deeper insight, and with higher risk exposure, all while absorbing increased commercial uncertainty.
For African agencies in particular, this pressure is intensified by factors such as volatile currencies, rising talent costs, fragile data infrastructure, and procurement models adopted from economies with fundamentally different conditions. This is not a complaint. It is reality.
This pressure is not one-sided. Many clients face constraints ranging from procurement mandates and short-term cost controls to internal capacity gaps, which increasingly shift responsibility outward. But pressure transfer is not the same as partnership, and left unmanaged, it creates long-term risk for both parties.
The pitching problem no one wants to own
Agencies are not anti-competition. Pitches sharpen thinking and drive excellence. What agencies increasingly challenge is how pitching is done.
Across markets, agencies participate in dozens of pitches each year, with success rates well below 20%. Senior leaders frequently invest unpaid hours, often with limited information, tight timelines, and evaluation criteria that prioritise cost over value.
And then, too often, dead silence, no feedback, no communication about delays, and a lack of decency in providing detailed feedback on the decision drivers.
In any other supplier relationship, this would not meet basic governance standards. In a profession built on intellectual capital, it suggests that expertise is undervalued.
This is also where independent pitch consultants become increasingly important and valuable if clients choose this route to help facilitate their pitch process. Their role in the process is not to advocate for agencies but to act as neutral custodians of fairness, realism, and governance. When used well, they help clients align ambition with timelines, scope, and budget, and ensure transparency and feedback that ultimately lead to better decision-making.
“More for less” is not a strategy
A particularly damaging expectation is the belief that agencies can sustainably deliver enterprise-level outcomes on limited budgets, often while dedicating nearly full-time senior resources. This is not efficiency. It is misalignment.
No executive would expect a business unit to thrive while under-resourced, overexposed, and cash-constrained. Yet agencies are often required to operate under these conditions while remaining accountable for outcomes that affect market confidence, stakeholder trust, and brand equity.
Here is a friendly reminder: reputation management is not a commodity. It is risk management.
It is value creation. It also requires investment that matches its significance.
A necessary reset
As leadership teams plan for growth, resilience, and relevance, there is both an opportunity and a responsibility to reset how agency partnerships are structured.
That reset looks like:
Contracts that balance flexibility and sustainability
Payment terms that reflect mutual dependency
Pitch processes that respect time, talent, and transparency for all parties
Scopes that align ambition with available budgets
Relationships based on professional parity rather than power imbalance
This reset also requires discipline on the agency side – clearer articulation of value, sharper scoping, and greater transparency about how senior expertise is deployed. Partnership is not protectionism; it is mutual accountability.
The Leadership Question That Matters
The question for the C-suite is quite simple:
If your agency mirrored your internal standards of governance, fairness, and accountability, would you still be comfortable with how the relationship is structured?
If the answer is no, then change is not only necessary but also strategic. Because strong brands are built on strong partnerships. Strong partnerships endure only when both sides are recognised, respected, and resourced as businesses in their own right.
The agencies that succeed and the brands that truly thrive will be those that recognise this early and act deliberately.
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