Thinking and Groaning This Out Loud

Many founders in Africa (and globally) like to say they're “too busy” for corporate governance in the early days.

But here’s the truth: governance matters most when the startup is small, when culture is still forming, when values are still being tested.
What you do (or don’t do) then echoes loudest later.

Unveiling the Achilles' Heel of African Startups

We’ve seen a wave of shutdowns, pivots, and scandals in the African startup ecosystem. Most people blame market conditions, low purchasing power, or the funding winter.

But there’s another common thread: a lack of proper governance.
Employees are speaking up, saying they won’t work with founders who lack empathy or leadership maturity.
Too many founders can build great products… but can’t build sustainable companies.

Move Fast and Break Head

Working on a B2B product for early-stage startups has given me a front-row seat to conversations with founders across Africa.

Their excuse? “Governance slows us down.” But it’s not about bureaucracy—it’s about balance. You don’t need a full-on corporate handbook on day one, but you do need: Clear values. Transparent decision-making. A commitment to doing right by your people. 

The truth is that Governance isn’t a blocker. It’s scaffolding and accountability to value.

Rusty Investors, Date Employees

Here’s something I haven’t said publicly:
I don’t believe success comes from “hot” or well-connected investors. It comes from building a strong community and empowered employees.

What does governance have to do with that?

Everything.

Ethical, empathetic governance is how you show your team that they matter. It’s how you say: “You’re not working for me. You’re working with me.”

Culture Is in the Details

Celebrate birthdays. Ask how people are doing—doing.
Paystack, for instance, gives teams budgets for bonding activities. That stuff matters. It builds loyalty. It creates belonging.

No need to perform. Just care.

Good corporate governance is not about checking boxes.
It’s about building a place where people want to show up, do meaningful work, and feel seen.

If you get that right?

You’ll build something unstoppable.

So yeah—I've said my piece.
Focus on your people. Not just your investors.

And when you do, remember this:

People come with stories, with layers, with lived experiences that don’t fit into neat little boxes.
Build for that complexity.
Build for that intersection.
That’s how you create a company that matters.