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The Cruel Business Of Telling Stories And Bloody Shoes

Salim Amin followed in his famous father’s footsteps by making money with a camera. It’s a business of dollars and a dance with death.

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It’s a rough, tough, brutal business for an entrepreneur; you risk your neck in places where no one wants to go to find stories that everyone wants to know; it’s months of tedium and travelling where one slip can mean death.

This is the news business in Africa that is the life of Kenyan Salim Amin; it is also the cruel business in which his father suffered on his way to an early grave.

Amin will never forget November 23, 1996, the day word came through. His father Mo Amin, a legendary photojournalist, had survived many dangers in more than 30 years on the road, including the loss of an arm in an explosion in the Ethiopian civil war. His life came to a tragic end in the Indian Ocean.

“I was at the gym when I got a call from mum asking me to come home immediately as something had happened to dad’s flight. I only believed it after I identified his body in the Comoros,” he says.

Mo was on an Air Ethiopia flight home to Nairobi when hijackers took the plane. He tried to rally passengers to fight back but the plane ran out of fuel and ditched in the sea, off the coast of the Comoros, killing all but 50 on board.

Entrepreneur, Photojournalist, Kenya, Salim Amin, March 2016

 

“He was still on his feet when the plane crashed trying to get the hijackers off the pilot as he tried to land in the ocean. The hijackers claimed they had a grenade but no evidence of this was found. Mo was flying from Addis Ababa to Nairobi. He had gone to Addis for a meeting with Ethiopian Airlines as we produced the inflight magazine,” says Salim.

Mo died side-by-side with a friend and fellow journalist. Brian Tetley, who was 61, was a British-born, Nairobi-based, king of the keyboard and bon viveur.

“Brian worked with my father for over three decades and they were very close friends. Brian was often the writer while my dad photographed the major news stories, and they also co-authored/produced over two dozen books together. They were like brothers and travelled all over the world on assignments together,” says Salim.

The plane crash cost Salim his father and mentor; the man who remained a mystery right up to his tragic death, an oft told African story of father and son.

“We had a lot of love between us but I hardly saw him and didn’t really know him very well… we didn’t speak much about personal matters, more about work.”

Taking up the camera, for Salim, was bittersweet.

“I started taking pictures when I was eight years old… that’s when he gave me his first camera,” he says.

With this camera, Salim took a picture that appeared in TIME magazine, making him probably the only 10-year-old African to ever have a picture published in a global magazine.

“I was amazed when I saw it actually in print! If I had had any doubts about what I was going to do before that, then those went out of the window when I saw my work in print,” says Salim.

He started working for the media company his father founded – Camerapix.

“My first pay cheque was from Camerapix… he paid me Ksh5,000 for my first month at work in 1992 (then around $100).”

Salim has no regrets in an unforgiving business.

“I don’t think I would want to ever do anything else… definitely I would want to be doing the same thing in another life.”

This is a trade where you can very easily die, unsung, chasing a story. Salim had his fair share.

“I remember being bombed by government forces in Sudan during the civil war, which was terrifying, the dangers of covering Somalia in the 1990s during Operation Restore Hope, the loss of my friends and colleagues Dan Eldon, Anthony Macharia and Hos Maina in Somalia in 1993, and the genocide in Rwanda which was the most disturbing and brutal story I had ever covered,” says Salim.

Eldon, an English-born Kenyan photojournalist, with Kenyans, Macharia and Maina, were killed by an angry mob in Mogadishu in 1993, in the days when occupying US forces struggled to keep order.

Another journalist who survived that violent day is Angus Shaw, who spent 40 years covering eight wars, from his base in Harare, Zimbabwe.

“We were at the hotel that morning when we heard an explosion five blocks away. We decided to go down and have a look,” recollects Shaw.

“The Camerapix crew drove ahead of us as we headed to the compound where the explosion took place and as we got there, we saw a swelling crowd. The crowd erupted into extreme anger after seeing the carnage and deaths after the bombings of that narrow street, they started throwing stones at our small press convoy yelling ‘Yankies go home’. Eldon had disappeared inside this angry crowd when they started throwing stones. Every photojournalist wanted the best picture so they hardly paid attention to the possible dangers.”

What followed will haunt Shaw forever.

“I saw a handful of people armed with AK-47 rifles firing shots and I saw a nice young man, Macharia, going down. He had been shot. We realized this was getting out of hand and we started driving away and at that point, they had started shooting at our car which was about 25 meters away.”

Days passed with no trace of the 23-year-old Eldon, last seen disappearing into the angry crowd.

“One morning we woke up to the sight of Dan’s bloody shoes at the doorstep of our hotel. This was a warning to us.”

Shaw says, as they were wrapping Eldon’s belongings, Mo reminded the press corps that covering atrocities was more than reporting numbers.

“When you start wrapping the belongings of your own, then you discover that that’s what people go through all over the world,” says Shaw.

Salim wishes the continent that gave birth to many great journalists could spare a thought for their hardships.

“I wish Africans would celebrate journalists more… we are seen as ‘lowly’ people and in a corrupt profession by many around the continent, and unfortunately even African media organizations do not celebrate African journalists enough. My father was recognized and decorated more outside Africa than within. We should do more and maybe have a commemoration day each year for African journalists that is a celebration of their sacrifices and contributions.”

Salim found himself at the helm of his late father’s business at the age of 26.

“I had no experience at running a company; luckily my father was good at filing all his work so I had to study his documents and correspondences,” he says.

“The first day was chaotic. We had to re-register and restructure the company. We started by giving everybody their dues, close the company and re-employ them again under the new registered company with new shareholding. It never really struck me that I was now running the company, it just happened as there was no succession plan. I had no choice.”

Salim concedes he has to move with the times.

Media and development expert, Rashweat Mukundu, says the internet is changing the news business.

“Traditional models of doing business are being challenged, yet some traditional elements, that include the human touch, will remain necessary, yet more enhanced by ICTs. We are in an era of either business adapts or dies,” he says.

Bruce Mutsvairo, media professor at Northumbria University in Britain, says Africa should plough its own furrow.

“Our innovations should underscore, support and provide the basis for Africa’s cultural and economic needs. We have to come with our own innovations, even if they get rejected in the West.”

In Mo’s day, it was all about hard news, hotspots and wars. The news business these days is more about fashion and business, says Salim. With more than four million images of Africa, Asia, and the Middle East, and 8,000 hours of video footage, Camerapix Archive is the largest library in Africa.

“Our only asset is our archives. I am not so sure I would attach any monetary value on the company. It’s a family business that I would not dream of selling.”

Like many in the media industry, Salim struggles to make money as there is a lot of free content floating around.

“We are producing a lot of content; it’s not giving us much revenue as yet. So we have to sell our content to multiple broadcasters. There are more opportunities presented through mobile devices but expensive data remains the main impediment.”

Salim plans to ease himself out of the business to make way for the next generation.

“We did the first private-public partnership with a local university where we are also helping develop their postgraduate degree. We have just moved into the Multimedia University where our production team is housed; in exchange we are helping them develop their master’s program.”

Another chapter for Africa – a great story that many journalists have paid with their lives to tell.

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Analysis: The Values That Make A CEO

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As part of FORBES AFRICA’s ongoing eighth anniversary celebrations, we present a CEO Rhetorical Analysis by Harvard University Extension School student, Anahita Negarandeh, on FORBES AFRICA’s founder and publisher, Rakesh Wahi. The CEO Rhetorical Analysis researches and analyzes the rhetoric — the effective messaging or speech — of a CEO and global business leader. The values chosen to explore in the CEO’s rhetoric are a key part of this article.

This rhetorical analysis examines the messaging of Rakesh Wahi, Founder of CNBC Africa and FORBES AFRICA. By consulting with approximately 10 executives from Wahi’s global team, this rhetoric examines four of his leadership values such as courage and determination, collaboration, passion for education, and equality.

Courage and determination

Wahi is a well-respected global businessman based in Dubai and South Africa who has been involved with approximately 20 corporate development projects. He continues to grow his establishments in more than 25 offices around the world. As a leader in media, IT, telecoms, and education, Wahi has built companies in 22 countries, employing over 1,000 employees. Prior to moving to the UAE, Wahi served in the Indian Armed Forces for approximately nine years and was awarded the Vishisht Seva Medal by the President of India in 1985 for distinguished services to the country in peacetime. During his army service, at age 23, he was part of India’s second base establishment in Antarctica where a near-death experience changed his life.

“But I realized at that age that life is not something you take for granted, therefore, whatever you want in this world, you have to set out to achieve it. At the end of the day, you are either there or not there; if you are not there, and if there are unfulfilled dreams, they will always be unfulfilled.” (Wahi)

READ MORE: 5 Minutes With Rakesh Wahi

Wahi’s executive team members, who have known him for approximately 20-30 years, believe this statement. Based on four personal interviews conducted for the purpose of this analysis with Wahi’s global leadership team, Wahi “lives this statement in his everyday life” (Martin). Many acknowledged that he is continuously determined to fulfil his dreams. Lars Jeppesen, Wahi’s Co-Founder of Tech One Global, states that “Wahi dreams and then puts all efforts to pursue the dreams… he is still building universities, creating new businesses, and pursues his dreams” (Jeppesen). Wahi is known to thrive on challenges and never gives up on achieving his goals even when faced with obstacles and challenges.

A leader’s personal life experiences and adversities play a major role in one’s values and ethics. In Wahi’s case, facing death at a young age motivated him to pursue his dreams to become realities. This is an admirable value for entrepreneurs, especially the younger generation. As a role model, Wahi teaches them to never give up despite challenges.

Collaboration & Importance of People

Wahi has learned valuable business lessons from his experience in the army, most importantly, the core lesson taught in the military about the importance of people and looking after them. His 2016 autobiography, Be a Lion, dedicated a section to The Importance of People. Books have had a great impact on Wahi, specifically the philosophy of reason from Ayn Rand while he was fighting for his life from the military life-threatening incident. As an advocate in the influence of others, he reiterates in his book, “That it is difficult to achieve anything without the involvement, commitment, loyalty, and assistance of others. When you come across a person with whom you can see a future, you must grasp the opportunity and mutually make the most of it.” (Wahi Ch. 1, location 173, par. 4)

Wahi executes his philosophy in numerous examples throughout his career, especially one with Daniel Adkins who is now CEO of Wahi’s Transnational Academic Group Middle East. When asked to describe a situation reflecting Wahi’s collaboration with and valuing people, this quality has directly been experienced, Adkins states, “I am probably the best possible example of this philosophy.” (Adkins). He describes his hiring experience entering the organization in late 2009 and rise from the most entry level position at one of Wahi’s Dubai-based universities, Murdoch University, to now CEO for the Middle East operations.

“Throughout this entire process, Wahi has provided both direct mentorship and mentorship by example and has made sure that I did the same for my entire team, which has produced fantastic organisational results including no turnover with regret for six years.” (Adkins)

READ MORE: The Most Defining Aspects Of Our Lives

As stated in Lancaster University Ghana’s Senior Management biography, Wahi’s “core focus is on long term corporate and leadership development through building strong management teams”. Adkins reiterates this statement in an interview: “Wahi absolutely lives this philosophy and demands it from his entire management team… the people are the business and there is nothing more important” (Adkins).

Wahi is known to have a special gift and skill to find loyal people and never hesitates to show appreciation to people’s loyalty. Wahi learned this quality from his role model parents, a father who was a military, corporate, and family hero and a mother who was not only Mother Teresa’s friend, but a genuine giver in life. In other words, Wahi is a “go back to your roots leader” (Al Abadilah). Wahi was brought up in a giving family and now gives back as a leader. Because of the people-oriented philosophies followed in his organizations, employee turnaround rates are phenomenally low. Everyone is treated like family and the principles presented in Ken Blanchard’s book, Gung-Ho!, are lived by management.

Wahi’s philosophy about collaboration and importance of people is truly refreshing in a CEO and business leader. In today’s individualistic world, leaders like Wahi who dedicate a major part of their leadership role to importance of people is a rare finding. Such values must be celebrated and promoted in all aspects of business worldwide.

Passion for education

As a sought-after speaker at educational institutions on leadership and entrepreneurship, Wahi received an Honorary Doctorate Degree of Science from the International University of Management by the Minister of Education of Namibia. He was also appointed as an IATF2018 Goodwill Ambassador by The Trade Finance for Africa. He personally learned and continuously teaches patience to other entrepreneurs in emerging markets. In an interview with CNBC Africa, The Entrepreneur’s Entrepreneur: Rakesh Wahi,about his book Be a Lion, Wahi shares he is “extremely passionate about education”. His vision is to set up educational centers of excellence across Africa incorporating new innovative industries such as online and hybrid aspects of education with traditional classroom environment. He has mentored many people in his leadership journey, but believes mentorship benefits both parties as he states in an interview with CNBC Africa: “Within a group, you always learn from each other. Mentorship is not a one-way journey, you learn every day from your peers, subordinates, seniors… If you are a student, you will remain a student all your life. You must be like a sponge, no matter your age.” (Wahi)

According to Adkins and Martin, executive partners at Wahi’s educational business sectors, Wahi lives his statement daily. Not only does he mentor his staff, he also learns from those on his team whether they are junior level or senior. Wahi has created a business culture amongst all sectors in a way that everyone learns from one another.

“There is no rank in the discussion. It is both intuitively understood and explicitly expressed that everyone’s ideas deserve equal consideration and we have made company-altering decisions based on input received from junior team members when those ideas turned out to be the best… It is absolutely the culture.” (Adkins)

Jeppesen, now Co-Founder of a tech enterprise with Wahi, states in an interview, “Wahi has been my mentor since we met 17 years back… Later, when we co-founded Tech One Global, he was leading our board and mentored me personally as the CEO.” (Jeppesen).

The culture of learning and mentorship from one another has saved the business in an example of a termination deal of one of Dubai’s university partnerships with a junior member of the team’s approach. This is proof that critical decisions are made, as a group despite rank levels. An important aspect of Wahi’s work is helping the leadership team rise to the next level.

Equality

Wahi’s decision to launch FORBES WOMAN AFRICA was to provide a platform for women entrepreneurs’ stories and the overwhelming waitlist of these stories in FORBES AFRICA.

“The main reason was that as a startup magazine, FORBES AFRICA was overwhelmed with a waiting list of stories from 49 countries in sub-Saharan Africa; by virtue of women having a late head start in the business world, the stories were largely dominated by men who had done great things to transform Africa.” (Wahi)

In a short period of time, the magazine has risen to be the material of choice for inspirational women stories, with fantastic content being produced. Equality is discussed in an article by FORBES WOMAN AFRICA, Celebrating Five Years with The Founder and Publisher: Rakesh Wahi.

“We have discussed the trials and tribulations of women in the workplace and become a champion for equality. The word ‘equality’ is a living value for us at the ABN Group and I am so proud that we have been able to personify our values through affirmative action.” (Wahi)

READ MORE: Equality As A Living Value

According to a partner of over 35 years, Rajiv Podar, “Wahi has always respected and admired hard-working women and a firm believer of equality at workplace and home… Most of his senior colleagues are women too” (Podar). In an example from a former female executive at one of Wahi’s first ventures 20 years ago in Dubai, Maha Al Abadilah discusses the value of equality she experienced as a woman working with Wahi. “I have never experienced anything that distinguished a man and a woman, nothing but full respect and treating us with our pure qualifications and titles.” (Al Abadilah.14:19).

Wahi repeatedly demonstrates his firm belief in his statements amongst his team members. When a decision is to be made for an important matter, all team members discuss as equals. “It is both intuitively understood and explicitly expressed that everyone’s ideas deserve equal consideration.” (Adkins). Evidently, not only the value of equality is present within his ABN Group amongst women in the workplace, but also amongst all employees. Gender and rank are clearly not considered in any team discussions and decisions.

Conclusion

Wahi’s leadership approach and personality embodies unique values such as a life-changing incident, the collaboration and importance of people, a passion for education, and equality. As he was personally approached for research purposes of this analysis, he promptly welcomed connections with over 10 executives and partners of his global team who were all eager to help. Research results and personal interviews with warm responses from his team members and partners portray all qualities examined in this analysis positively. Wahi lives his statements and is a true people-oriented leader.

Works cited:

Adkins, Daniel. “Re: Business Paper Inquiry – Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018.

Africa, Forbes Woman. “Celebrating Five Years With The Founder & Publisher: Rakesh Wahi.” Forbes Africa, 27 Sept. 2018, www.forbesafrica.com/woman/2018/09/27/celebrating-five-years-with-the-founder-publisher-rakesh-wahi/.

Al Abadilah, Maha. “Phone Interview, Rakesh Wahi Analysis” Voice recorder. 18 Dec. 2018.

Bandyopadhyay, Somshankar. “Military Lessons in Entrepreneurship.” GulfNews, 15 Mar. 2017, https://gulfnews.com/entertainment/books/military-lessons-in-entrepreneurship-1.1994221.

Bishop, Chris. “Re: Chris Bishop CNBC Africa.” Received by Anahita Negarandeh, 12 Dec. 2018.

CNBC Africa. “Rakesh Wahi Reflects on CNBC Africa’s Decade of Broadcasting.” CNBC Africa, CNBC Africa, 1 June 2017, www.cnbcafrica.com/videos/2017/06/01/rakesh-wahi-reflects-on-cnbc-africas-decade-of-broadcasting/.

CNBC Africa. “The Entrepreneur’s Entrepreneur: Rakesh Wahi.” CNBC Africa, 4 Nov. 2016, www.cnbcafrica.com/news/special-report/2016/11/04/be-a-lion/.

Jeppesen, Lars. “Re: Business Paper Inquiry – Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018.

Lancaster University Ghana. “Rakesh Wahi Chairman.” Lancaster University Ghana, www.lancaster.edu.gh/our-faculty-details.php?id=45. Accessed 8 Dec. 2018.

Martin, Gary. “Re: Business Paper Inquiry – Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018.

Naicker, Roberta. “Re: Business Paper Inquiry – Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018.

Podar, Rajiv. “Re: Business Paper Inquiry – Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018.

Vettath, Malavika. “Global Entrepreneur Rakesh Wahi: ‘I’ve Been a Very Bad Personal Investor’.” The National, The National, 25 May 2018, www.thenational.ae/business/money/global-entrepreneur-rakesh-wahi-i-ve-been-a-very-bad-personal-investor-1.733606.

Wahi, Rakesh. Be A Lion. Penguin Books, 2016. Kindle eBook file.

Wahi, Rakesh. “Re: Business Paper Inquiry – Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018.

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Cover Story

Forbes Africa | 8 Years And Growing

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As FORBES AFRICA celebrates eight years of showcasing African entrepreneurship, we look back on our stellar collection of cover stars, ranging from billionaires to space explorers to industrialists, self-made multi-millionaire businessmen and social entrepreneurs working for Africa. They tell us what they are doing now, how their businesses have grown, and where the continent is headed. 

Since its inception in 2011, and despite the changing trends in the publishing industry, FORBES AFRICA has managed to stay relevant, insightful and sought-after, unpacking compelling stories of innovation and entrepreneurship on the youngest continent, in which 60% of the population is aged under 25 years.

 Many of those innovations have been solutions-driven as young entrepreneurs across the continent seek to answer questions that have burdened their communities.

 Always on the pulse, FORBES AFRICA has chronicled and celebrated those innovations – prompting the rest of the globe to pay attention and be fully engaged.

 A prime example of this is the annual 30 Under 30 list, which showcases entrepreneurs and trailblazers under the age of 30 from business, technology, creatives and sports. In 2019, we had 120 entrepreneurs on the list, finalized after a rigorous vetting and due diligence process to well laid down criteria.

 We have always maintained the highest standards of integrity in all our reporting.

 As we transition into the next milestone, FORBES AFRICA reflects on the words of civil rights activist Benjamin Elijah Mays, who once said: “The tragedy of life is not found in failure but complacency. Not in you doing too much, but doing too little. Not in you living above your means, but below your capacity. It’s not failure but aiming too low, that is life’s greatest tragedy.”

 With the transformation in the media landscape, the recent awards given to the magazine for the work done by a hard-working, determined and youthful team, serve as a reminder that we are doing something right.

 Early this year, FORBES AFRICA journalist Karen Mwendera received a Sanlam award for financial journalism as the first runner-up in the ‘African Growth Story’ category. In January, FORBES AFRICA’s Managing Editor, Renuka Methil, received the ‘World Woman Super Achiever Award’ from the Global HRD Congress.

 In reflecting on the last eight years, this edition revisits a few of the strong, resilient men and women who have graced our covers.

For some, fortunes have literally changed, as witnessed in the fall of gargantuan African empires such as Steinhoff. Of course, there have been massive moments of triumph too, which have seen some new names feature on the annual African Billionaires List. There have also been moments of tragedy with former cover stars passing away.

 Africa is ripe for the taking and is seen as the next economic frontier. The unique position the continent finds itself in will no doubt give FORBES AFRICA plenty to report on. Here’s to more deadlines and debates for the next eight years.

– Unathi Shologu

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Having A Ball With Data

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Stephan Eyeson started a basketball business at the age of 19. That venture failed, so he tried the data business instead. He is working and playing hard.


First, the facts.

Africa has a data problem. For all the talk about data being the new oil, the continent comprises about 12.5% of the world’s population but only accounts for less than 1% of research output, according to global information and analytics firm, Elsevier.

And Survey 54, an AI mobile survey platform solving the problem of data collection on the continent, wants to offer a solution. Founded by Stephan Eyeson, Survey 54 focuses on providing good quality data essential for governments and private businesses to accurately plan, fund and evaluate their activities.

READ MORE | Owning The African Narrative

“Data in Africa is such a prevalent problem, in a sense of when you are going to start up a business, it is hard for you to get consumer data on say ‘how many people eat out in Lagos every day? what is the transactional value? what are the types of things that people eat? what do they want to eat etc?’ All these things are available in the West but for people who want to move into Africa for business, how do they get their data to make their decisions and how do we make it really easy for them and not just for a startup but for even governments and larger businesses,” says Eyeson.

Fresh out of a master’s program in innovation and management from Loughborough University in the United Kingdom (UK), Eyeson joined Survey Monkey, an online survey development cloud-based software as a service company, as part of the team responsible for building their enterprise function in London as well as looking after customers in the EMEA (Europe, Middle East and Africa). After learning the ropes, he decided to branch out to start his own company to offer a more robust and tailored solution for the African market.

“For people who want to move into Africa for business, how do they get their data to make their decisions and how do we make it really easy for them?”

“The problem around data in Africa and emerging markets is a massive one. So, for us, it’s about how do we become a data platform not just for a company but for governments to help them understand their people easier.”

Data is the first step. Then you need intelligence around that data to enable you to make objective analysis that will shape your decision-making process, as well as provide the foundation for policy-making and budgeting.

“Instead of hiring an agency to go to Ghana and do a face-to-face interview, for example, we look at how governments can get mobile data faster and then how they are able to manipulate that data to get the results they need,” says Eyeson.

READ MORE | The $100 Trillion Opportunity: The Race To Provide Banking To The World’s Poor

Due to the dearth of knowledge, Eyeson’s unique understanding for the data space is relied on by many startups and larger businesses who depend on his expertise to drive results in Africa.

“Stephan has great expertise in strategy and high-level corporate business development. Survey 54 has and will be instrumental for companies to make decisions within Africa and emerging markets, making it easier to use and understand consumer data. A platform like Survey 54 is essential for companies operating on the continent,” says Nana Adomako, head of UK & Ghana growth at Taptap Send.

Born to Ghanaian parents in London, Eyeson’s first stint at entrepreneurship began in his early years at university, when his dream to become a professional basketball player was shattered.

“I had a scholarship into America for basketball and that scholarship was taken away due to some technicality with my results so I couldn’t go and so I started a basketball business instead when I was 19. It helped Americans play in Europe and Europeans play in America. I made the system easier. So, players paid a monthly fee to get seen and coaches paid to get access to talent.”

But unfortunately, the business failed to take off because the market was not big enough for Eyeson to remain profitable.

The data business, on the other hand, is huge: worldwide revenues for data and business analytics are forecast to reach $189 billion this year and $274.3 billion by 2022, according to technology market research firm IDC. Even though Survey 54 is in its first full year of business, the company has already secured contracts with multinationals like Colgate, amongst many others.

READ MORE | A Germ Of An Idea

“I was one of Survey 54’s first clients and it has been a pleasure watching Stephan grow the company into what it is today, working with some of the world’s largest brands.

“There is a significant lack of data in the region so the need for a sophisticated data insight product is essential and I believe Stephan’s mission-driven leadership style will enable the company to become one of the largest software businesses driving investments to the content,” says Yvonne Bajela, Principal and Founding Member at Impact X Capital.

The company has recently secured a spot on the coveted Startupbootcamp platform in Cape Town. While Survey 54 is trying to secure a first-mover lead in data on the continent, challenges remain. As the company scales, they will need to overcome the language barrier across the African continent and learn to interpret data by bringing the cultural context into the surveys organizations are seeking.

Eyeson has his eyes set on moving into the US markets as a long-term plan, but for now, the goal is transferring the abundant and ubiquitous asset of data in Africa into millions for his startup.

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