Our Case Studies

Ran rapid ethnographic research in Lagos and Kano; prioritised pain points around cash handling and stock tracking.

Built an MVP in four sprints, tested pricing tiers and launched a two-city pilot with local merchant associations.

Established product analytics dashboards and weekly growth ceremonies.

Achieved several thousand active SMEs within six months; churn within first 90 days is below 12 %.

Reached unit-economic break-even on transactions nine months post-launch.

Received an acquisition offer that met founder valuation expectations.

Analysed seven comparable micro-funds, extracting patterns in cheque size, follow-on reserves and exit pathways.

Developed a “gap-to-thesis” matrix linking sector opportunities to ticket range and ownership targets.

Packaged insights into an LP deck and three entry scenarios, each with modelled IRRs and risk mitigants.

Two cornerstone LPs progressed to confirmatory due diligence within eight weeks.

Internal team adopted the matrix as its deal-screening tool, cutting first-pass evaluations from days to hours.

Fund principles now use the deck as their evergreen materials, refreshing numbers quarterly.

Ran bottom-up market sizing for six service lines (cash-in, P2P, airtime, bill pay, micro-savings, remittances) and stress-tested pricing versus local PSP fee caps.

Built a five-year integrated P&L, cash-flow and liquidity model that flagged break-even volumes and working-capital peaks.

Designed a phased rollout: MVP in two states, wave-2 in five additional states, then expansion into neighbouring countries. A light PMO tracked 62 tasks across product, risk, treasury and field ops.

Board signed off on the joint venture, citing the clarity of the risk-adjusted returns.

Central-bank “no objection” letter came through at first submission—no clarification rounds required.

Six months after pilot go-live, average daily transactions are 15 % ahead of plan, with customer-support tickets within target.

Ran focus groups across four cities to test value-prop hypotheses (“ethical everyday banking”) and identified strongest pull in the salaried-millennial and micro-business segments.

Defined a modular product stack—current account, goal-based savings, halal micro-investment—and a partner-centric distribution plan (agent kiosks, mosque networks, fintech APIs).

Produced a phased execution blueprint (tech, risk, HR, ops) with 60+ milestones and a licence-application dossier ready for submission.

Board approved the capital plan in one meeting; vendor RFPs issued within four weeks.

Concept-testing showed brand recall 2.3× higher than the nearest non-interest competitor.

Licence process is on track; first pilot branch location already secured.

Co-designed participant recruitment, training, placement and alumni-tracking flows; embedded gender and disability lenses.

Created partner-onboarding toolkits, MoU templates and performance dashboards.

Developed a cost-projection model for scaling to additional states and sectors.

Programme met its first-year placement target and cut partner onboarding time from eight weeks to three.

Foundation now uses the toolkits for new country expansions, reducing localisation effort by half.

Donor reporting cites clearer attribution of outcomes to specific interventions.

Conducted a holistic review of revenue streams, user engagement and internal capability gaps.

Crafted a unified monetisation roadmap (freemium listings, skills badges, corporate API) and staged operating-model shifts.

Facilitated cross-unit workshops to embed shared KPIs and cadences.

Average revenue per user is trending upward; platform integration backlog trimmed by 40 %.

Leadership now tracks a single OKR set, improving accountability across offices.

Investor update highlighted clearer path to profitability.

Reframed messaging around customer outcomes (speed, accuracy, cost) rather than technology features.

Created persona-specific collateral: executive brief, practitioner playbook, data-team FAQ.

Established an external advisor cadence, feeding market feedback into fortnightly sprint planning.

Sales demos using the new story converted at a higher rate in early pilots.

Marketing pipeline shows clearer attribution of leads to individual products.

Leadership reviews now anchor on a unified go-to-market scoreboard.