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.