Feature/OPED
Why Development in Sub-Saharan Africa is Lagging

By Tolu Oyekan
I was born in Nigeria in the early 1980s. Based on forecasts at the time, I should be starting the final decade of my life now.
But my odds have improved quite a bit. Indeed, it is a testament to the advances over these past 40 years in healthcare and standards of living – in the overall quality of life for at least some people – that the average life expectancy for a person born today in sub-Saharan Africa (SSA) has increased by 10 years.
In some countries, like Rwanda, which was beset by a devastating civil war in the 1990s, the life expectancy gains are even more dramatic.
Part of the reasons for the rise in average life expectancy is the fall in early childhood mortality. Death rates among SSA children under five have declined to fewer than 80 per 1000 live births in 2018 from more than double that figure in 1990. This progress is laudable.
But despite these gains, there is much further to go. Even with the advances in life expectancy, sub-Saharan Africa lags behind most of the rest of the world in this regard.
In fact, the life expectancy in Africa’s most populous country, Nigeria, is only 55 years. And perhaps more disconcerting is the region’s alarming poverty rate.
About 40% of sub-Saharan Africa, or over 400 million people, live on less than $1.90 a day, defined as the extreme poverty line. That is more than double the poverty rate in South Asia, another region struggling with widespread destitution.
Moreover, the COVID-19 disease may set the region back even more. Recent separate reports from the World Health Organisation (WHO) and the World Bank estimate that globally, the number of preventable child deaths and poverty rates will regress to previous high levels before the pandemic is over, particularly in countries already struggling the most. We already had a long journey ahead of us and now the distance has been stretched.
Clearly, the emergence of sub-Saharan Africa as an economic success offering a decent quality of life and a better future for its population is at best in its very infantile stages.
In virtually every category of the 17 United Nations Sustainable Development Goals (SDGs) – covering healthcare, hunger, education, jobs, fair wages, economic growth and the environment, among other critical dimensions – sub-Saharan Africa trails well behind the rest of the world.
Perhaps the most problematic issue is that while we have a long distance to travel, we have to get there at a record pace. The UN has set a target of 2030 to reach the SDG’s goals and in effect, eliminate the developmental obstacles to growth and minimum livelihoods that hold back SSA and other countries around the world. For SSA, that is an ambitious deadline.
To just take one example, the ratio of people living in extreme poverty in sub-Saharan Africa dropped from around 50% a decade ago to today’s 40%.
Going from 40 per cent to zero in the next nine years would require a development campaign far exceeding anything tried before in these countries.
Yet, as difficult as that sounds, we can at least make significant progress if we avoid wasted efforts and inefficiencies. We must optimize our development efforts for faster impact. We must optimize for speed.
Over a series of articles, I will explore the critical facets of development activities in the region that must be emphasized and improved upon to achieve quicker and more permanent progress.
Initially, I will focus on three areas that can be addressed immediately and produce results in a relatively short time: We must gather more and better data and utilize it more effectively; we must increasingly adjust the developmental techniques we employ to ensure they sufficiently address local concerns and issues while taking advantage of existing best practices, even from other disciplines; and we must enlarge the tent to bring a wider and more diverse group of people into the design and implementation process.
Looking at these three areas more closely, there are significant gaps between how we view them today and how we should both enhance our understanding of them and improve how we use them to make real developmental gains:
Data: Good data about the SSA region is essential. It would allow us to fully understand current conditions and livelihood challenges, compare ourselves against other regions that are attempting to be innovative in solving the same problems, and measure our progress in granular intervals against goals – including the UN SDGs – so that we can take corrective action quickly was needed to keep ourselves on track. Unfortunately, sub-Saharan Africa is data challenged and has been so for a while. But if we try to build our data aggregation capabilities slowly, following the path that regions with inherently more data have taken, we will not be able to move as fast as we must. Therefore, we must identify and implement pragmatic approaches to dramatically improve our data gathering procedures and methods.
Techniques: In attempting to solve specific development challenges, we often make the mistake of adopting tried and tested technical approaches that perhaps have worked in other places but are insufficiently tailored to the specific needs of the sub-Saharan region. As a result, we forfeit the opportunity to consider methods and strategies that are aligned with unique regional needs. For instance, behavioural techniques can encourage desirable actions by sub-Saharan individuals and groups, which in turn can help in local development. Or digital solutions can leverage software to make a development programme more cost-effective. For instance, advancing the use of telemedicine so physicians from outside SSA can efficiently and inexpensively supplement local medical services. These are just two possibilities and the more we think about innovative techniques well suited to the region, the better we will get at designing and implementing them.
People: Although there appears to be a push to increasingly widen the participation of African people in the campaigns to solve Africa’s problems, I believe that we are still ignoring many potential beneficiaries. In other words, even in our attempts to enlarge the tent, we still fail to address the needs of key stakeholders that are pivotal for the success of SSA development efforts; among them, women, young people, the bottom of the economic pyramid, the private sector and small businesses. Perhaps a more provocative perspective on this is that we must expand the tent of people taking part in designing developmental solutions and overcome our challenges with the help of beneficiaries – rather than trying to provide answers to or for the beneficiaries.
So, how should we approach development in sub-Saharan Africa during this decade? Africans favour the expression, ‘If you want to go quickly, go alone. If you want to go far, go together.’ I would add that we must actually go further than we had thought pre-COVID, and we must also go fast.
Over the coming weeks, I will share my thoughts about some of the things we can do to address the three areas I mentioned that must be immediately analysed, improved upon and tailored for a sub-Saharan solution. I hope we can debate these issues and that collectively, we can produce an exhaustive and workable series of steps to begin a viable developmental journey for SSA.
So, what do you think? Do you agree that we have a long way to go despite the progress? Is there a case for maintaining the status quo and continuing to attempt development across the region as we have before? In addition to Data, Techniques, and People, are there other aspects of development designs that we should be considering and fixing?
In my view, the gap between where we are today and where we must get to by 2030 is far. I look forward to exploring together how we achieve these bold goals quickly.
Tolu Oyekan is a Partner at Boston Consulting Group (BCG)
Feature/OPED
From Struggle to Stability: How FinTech is Helping Nigerian SMEs Overcome Cash Flow Challenges

When Mrs Agbaje started her school in Ibadan twelve years ago, she didn’t envision a tech-enabled future. Her dream was simple—provide affordable, quality education to children in her community. For the most part, she made it work. But as the school grew, a new challenge took root. It wasn’t infrastructure. It wasn’t teacher retention. It was something far more basic: getting paid.
Each new term brings the same pattern. Parents promise to pay fees “by next week.” Some follow through. Many don’t. As the term wears on, Mrs Agbaje finds herself juggling spreadsheets, reminder texts, and awkward conversations in car parks or at school gates. Meanwhile, salaries must be paid, books restocked, diesel bought. More often than not, she dips into personal savings to keep things running.
Her story is common across Nigeria. Small businesses—whether they’re schools, salons, logistics firms, or cooperative groups—are constantly navigating the emotional and financial toll of delayed payments. And it’s not just a matter of inconvenience. A recent study by MacTay Consulting found that Nigerian SMEs wait between 60 to 120 days on average to receive payment for services or products already delivered. That kind of delay is more than a hiccup. It threatens livelihoods. It blocks growth. It’s a silent killer.
For Chuks, who runs a car hire service in Enugu, the issue is tied to his bigger corporate clients. They insist on “net 30” or “net 60” terms—industry-speak for “we’ll pay you in a month or two.” That might be manageable for a large fleet with strong cash reserves, but for someone like Chuks, every week matters. With fuel prices rising and maintenance bills stacking up, he’s often forced to park cars because he doesn’t have the cash to fix them—even when work is lined up.
What links these stories is the reality that small businesses operate in a system where money is constantly in motion but rarely on time. Customers often mean well, but their own financial instability creates a domino effect. And the existing tools to manage payments—handwritten ledgers, POS machines, WhatsApp reminders—were never designed for structure. They’re patched solutions to a systemic problem.
Even digital banking, for all its advancement in Nigeria, hasn’t solved this issue. Many SMEs still operate informally, managing finances through personal bank accounts or apps not tailored to business needs. The result is a messy web of follow-ups, reconciliations, and emotional strain. Business owners become debt collectors, chasing down what they’ve already earned, time and time again.
What’s often missed in conversations about entrepreneurship is just how deeply this problem cuts. Payment delays mean rent can’t be paid on time. It means holding off on hiring a new staff member, or letting go of a part-time assistant. It means saying no to growth opportunities, not because they’re not viable, but because the cash flow isn’t predictable enough to take the risk.
And when you zoom out, the implications are national. Small businesses make up over 90% of enterprises in Nigeria. They contribute nearly half of the country’s GDP and employ a significant portion of the workforce. Yet, their greatest enemy isn’t market competition—it’s irregular income. This is a structural inefficiency that deserves far more attention than it gets.
Slowly, however, change is beginning to show. A quiet revolution is underway—one where technology is stepping in not as a trend, but as a tool for financial stability. More SMEs are beginning to explore digital solutions that streamline payments and reduce friction between businesses and customers.
Among these solutions is PaywithAccount, a new tool launched by Nigerian fintech company OnePipe. Designed specifically for businesses with recurring payments—schools, cooperatives, service providers—it allows them to automate collections directly from customers’ bank accounts. With full consent and transparency, payments can be scheduled, reducing the need for repeated follow-ups or awkward reminders.
For Mrs Agbaje, this has made a significant difference. Parents receive structured payment plans, reminders go out automatically, and debits happen based on prior agreement. She now spends less time tracking who has paid and more time planning curriculum upgrades and engaging with teachers.
The benefit isn’t just financial—it’s emotional. When business owners don’t have to chase payments, they gain time, clarity, and confidence. They can plan ahead, restock inventory, or finally invest in that expansion they’ve put off for years. And for customers, the experience feels more professional, more trustworthy. Everyone wins.
Technology won’t solve every problem for Nigerian SMEs. But smart, well-designed financial tools are starting to remove some of the biggest roadblocks—quietly and effectively. And that’s the point. The best systems aren’t flashy. They work in the background, reducing stress, restoring dignity, and enabling business owners to focus on what truly matters.
For Ope Adeoye, founder of OnePipe, the issue is personal. “Every Nigerian knows someone who runs a business—a cousin, a friend, a neighbour. When they suffer from late payments, it affects whole families and communities. Fixing this isn’t just a business goal—it’s a social one.”
In a country as dynamic and entrepreneurial as Nigeria, the challenge is rarely about lack of ideas. It’s about systems that help those ideas survive. And one of the most overlooked systems is the way money flows—or fails to.
As more SMEs embrace tools that put payment on autopilot, a future of stability—rather than constant survival—starts to feel possible. And in a nation powered by small businesses, that kind of shift could move mountains.
Feature/OPED
How AI is Revolutionizing Sales and Business Development for Future Growth

By Olubunmi Aina
Many experts have highlighted the growing impact of Artificial Intelligence (AI) across the financial industry, and I would like to share my perspective on a key functional area that typically drives business growth and profitability— sales and business development professionals and how AI is impacting their work.
Sales and business development professionals are often regarded as the engine room of an organization, thanks to their eye for business opportunities, ideation and conceptualization, market engagement and penetration expertise.
AI is enabling sales and business development professionals to automate tasks, take meeting notes, analyze data, and personalize customer experiences, all of which are embedded within CRM (Customer Relationship Management) systems. A CRM with an AI tool is what forward-thinking businesses are leveraging to manage leads, customer data, customer interactions, notify and remind professionals to take action when due, drive growth and profitability.
This is why it is crucial for these professionals to invest heavily in AI knowledge to remain globally competitive. This can be achieved through self-study, attending industry events, or consulting with leading technology companies that have embraced AI, such as Interswitch Group, AI In Nigeria, and Revwit.
Most importantly, to maximize the potential of AI, sales and business development professionals must pay close attention to customer interactions. and ensure they collect high-quality data. Feeding the data repository or CRM Systems with valuable insights and data from real customer engagement is key to getting AI to produce near accurate insight for effective results.
AI will continue to be a key driver of business growth and decision-making in the years ahead. If you are yet to embrace it, now is the time. Keep learning!
Olubunmi Aina is the Vice President, Sales and Account Management at Interswitch Group
Feature/OPED
Mother’s Day: Bridging Dreams and Burdens With Global Marketplace Success

Motherhood in Nigeria is a dynamic force fueled by strength, resilience, and unwavering love. As Mother’s Day approaches, we celebrate the women who carry the weight of their families and communities, often while nurturing their dreams. From bustling market traders to ambitious entrepreneurs, Nigerian mothers are a force to be reckoned with.
However, the reality is that balancing these roles can be incredibly challenging. The daily hustle, coupled with the rising cost of living, often leaves little time or resources for personal aspirations. This is where the digital marketplace and platforms like Temu are beginning to play a significant role, not just in Nigeria but globally.
For Stephanie, a Nigerian hair and beauty influencer navigating the demands of work and motherhood, the ease of online shopping became invaluable. She discovered that purchasing baby necessities, like baby high chairs from Temu, from the comfort of her home significantly simplified her life, granting her more time to dedicate to her family and professional pursuits.
Beyond convenience, digital platforms are also fueling entrepreneurial success for women. Caterina Tarantola, a mother of three, achieved the remarkable feat of opening her translation and interpretation office in just 15 days. Her secret weapon was also Temu. Initially skeptical of online shopping, she found it to be a personal advisor, providing everything from office furniture to decor, delivered swiftly and affordably. This kind of direct access is precisely what can empower many Nigerian mothers who strive to maximise their resources and time.
Similarly, Lourdes Betancourt, who left Venezuela to start a new life in Berlin, turned to Temu when launching her hair salon. By sourcing essential supplies directly from manufacturers, she avoided costly markups and secured the tools she needed to turn her vision into reality.
Since Temu entered the Nigerian market last November, more Nigerian mothers have embraced the platform to access quality, affordable products. By shopping online instead of spending hours at physical markets, they can reclaim valuable time for their businesses, families, and personal growth.
This shift reflects a global trend as consumers worldwide seek convenience and affordability. In response, Temu has rapidly grown into one of the most visited e-commerce sites and was recognized as a top Apple-recommended app of 2024.
The digital marketplace, while still developing in a place like Nigeria, presents a significant opportunity for empowerment. The progress made thus far highlights the tremendous potential for positive impact.
This Mother’s Day, we celebrate Nigerian mothers’ strength and adaptability. Like Stephanie, Caterina, and Lourdes, they are turning challenges into opportunities—building brighter futures for themselves and their families with the support of innovative online platforms like Temu.
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