Author: ATJ Super Admin

  • Winumu Is the AI Infrastructure That Proves What You Can Actually Do

    Winumu Is the AI Infrastructure That Proves What You Can Actually Do

    Young Nigerian built an AI-powered skill verification platform that gives learners a trusted way to prove what they know beyond certificates and CVs.

    A certificate can show that someone completed a course.

    It does not always show that the person can actually do the work.

    For Winner Umukoro, that gap became increasingly difficult to ignore while interacting with students, developers, self-taught learners and people trying to build careers in technology.

    Many had taken courses, built projects and developed valuable skills, but still struggled to convince employers and institutions that they could apply what they had learned.

    That experience led Winner to build Winumu around a simple idea: instead of asking people to rely only on certificates, give them a credible way to prove their abilities.

    From Learning to Proof

    Traditional skill verification often depends on certificates, CVs, portfolios and manual assessments.

    While these can provide useful information, they do not always give employers a consistent way to understand what someone can actually do.

    Winumu approaches the problem through AI-powered challenges, evidence of practical work and a public Proof Portfolio.

    The platform is designed to help learners verify their skills and create tangible evidence that can be shared beyond the classroom.

    Its philosophy is captured in a simple line: Don’t just learn it. Prove it.

    For Winner, this is particularly important for people who may have taken alternative routes into technology. A learner does not necessarily need to have attended a prestigious institution to develop a valuable skill, but they still need a credible way to demonstrate it.

    Building Without Outside Capital

    Winner started Winumu without outside capital, relying on a background in software engineering and AI/ML, experience in EdTech and a network built within the technology community.

    Winner built winumu alongside Opemiposi Olusinde who is the Product Manager, a first class computer science graduate from babcock university  bringing experience in product and software development.

    The early challenge, however, was not simply building the technology.

    It was building trust.

    Institutions are careful about anything that affects how they assess or certify learners, while learners can also be skeptical about having to prove skills they have already spent time developing.

    Winumu therefore had to demonstrate that it was not simply another assessment tool.

    The objective was to make existing skills more visible and credible.

    Using AI to Scale Skill Verification

    Technology has been central to Winumu from the beginning.

    Winner recognised that if skill verification was going to reach thousands or eventually millions of learners, it could not depend entirely on manual assessment.

    AI provides a way to automate parts of that process.

    Winumu is built with Next.js, while AI powers its verification and coaching systems. The company initially launched with GPT-4o-mini and has since moved its core AI engine to GPT-5.5. Paystack handles its billing infrastructure.

    Rather than requiring someone to manually review every learner’s evidence, the platform can analyse submitted work, generate relevant verification challenges and assess responses.

    These results contribute to what Winumu calls its Compound Score, giving learners another way to demonstrate their capabilities.

    The platform also allows users to build a Proof Portfolio, creating a public record of their skills and evidence.

    From Individual Learners to Institutions

    Winumu has grown to thousands of users, including paying Pro subscribers, while beginning to expand into institutional partnerships.

    Its first confirmed founding institutional partner is Zindua School in Kenya, marking an important step in the company’s plans to expand beyond Nigeria.

    Winner sees institutional partnerships as an important part of making skill verification part of the learning journey itself, rather than something that happens only after someone completes a course.

    The company is also exploring partnerships with other training institutions across Africa.

    As the platform has grown, Winner has learned that registrations alone do not tell the full story.

    Users become more engaged after completing a verification and seeing tangible evidence of their abilities through their Compound Score and Proof Portfolio.

    That has shifted Winumu’s focus toward activation and actual product usage rather than simply growing registration numbers.

    Building for Africa’s Changing Skills Economy

    The problem Winumu is addressing is particularly relevant to Africa’s growing technology workforce.

    Many people enter tech through bootcamps, online courses, self-directed learning and practical experience.

    For these learners, traditional credentials may not always capture the full picture of what they can do.

    Winumu is attempting to create another layer of credibility around demonstrated ability.

    The company’s progress has also been recognised through several competitions and programmes.

    Winumu made the Top 30 at the MTN Nigeria Pitchathon 2026, won first place in the Coding Category at the DevCareer x Raenest Hackathon, progressed to the next stage of the Startup Abuja Innovation Challenge with AWS and Transnet Cloud, and was accepted into the AyaHQ x Lisk Incubation Program.

    The company has also received $100,000 in Microsoft for Startups Azure credits.

    For Winner, these milestones provide validation as Winumu continues to develop the product and expand its reach.

    What Comes Next for Winumu

    Winumu wants to expand across Africa and become infrastructure for skill verification across different forms of technical and professional learning.

    The company’s near-term targets are 5,000 active users and $8K–$12K in monthly recurring revenue within six months, followed by 25,000 active users and $45K–$60K MRR within twelve months.

    Within 18 months, Winumu is targeting more than 50,000 active users and $120K+ MRR.

    The company is currently raising between $50,000 and $500,000 through a SAFE.

    The proposed allocation includes approximately 40% for product and engineering, 30% for growth and marketing, 20% for AI infrastructure and API costs, and 10% for operations and legal.

    But the larger ambition goes beyond the numbers.

    Winner wants to change how skills are recognised.

    For someone who may not have attended a prestigious institution or followed a traditional career path, being able to demonstrate what they can actually do could become an important part of accessing opportunities.

    As AI continues to change how people learn and work, the question may increasingly become less about whether someone has completed a course and more about whether they can demonstrate the skills they have acquired.

    That is the space Winumu is building for.

    Don’t just learn it. Prove it.

    Learn more about Winumu

  • Givr Wants to Give Volunteering in Nigeria the Infrastructure It Has Been Missing

    Givr Wants to Give Volunteering in Nigeria the Infrastructure It Has Been Missing

    For many young Nigerians, the desire to give back is not the problem. Finding where to start often is.

    A student may want to volunteer at an organisation, support a community project or contribute their time to a cause they care about, but opportunities are often discovered through WhatsApp groups, social media posts, friends or personal networks. There is rarely a central place to find verified opportunities, apply, participate and keep a record of the work done.

    That gap is what led to Givr.

    The idea started from a personal experience with volunteering. Stephanie Lakpa had always wanted to give back, but as a student, money was not something she had much of. What she did have was time and the willingness to help. In her first year at university, a friend invited her to visit an orphanage with a small group of friends.

    It was a simple outing, but it stayed with her.

    Over time, she kept accepting opportunities to volunteer while wondering about the people who wanted to help but did not know where to find those opportunities. Conversations with volunteers and organisations later revealed that the problem extended beyond discovery.

    Organisations were also dealing with the administrative work behind volunteering: reviewing applications, confirming participants, communicating with volunteers, tracking attendance, issuing certificates and recognising contributions.

    Givr was created to bring those two sides together.

    Turning Volunteering Into a Structured Experience

    The platform allows organisations to publish volunteer opportunities, review applications, accept volunteers and confirm project completion. Volunteers can discover opportunities, apply and build a record of the projects they have completed.

    Givr also verifies organisations through VerifyMe, creating an additional layer of trust for people looking for opportunities.

    This matters because volunteering in Nigeria has largely remained informal. A person may find an opportunity through someone they know, show up and contribute, but have little formal evidence that the experience happened.

    Givr is attempting to change that by creating a digital record of participation.

    A volunteer can build a profile that reflects their contributions over time, while organisations can maintain records of the people who participated in their programmes.

    The company describes this as building infrastructure rather than simply running campaigns.

    Early Signs of Demand

    Givr launched with a focus on Abuja, but its early adoption has extended beyond the city.

    The platform now has more than 200 verified volunteers and about 30 registered organisations across 20 Nigerian states, with more than 10 verified opportunities listed. It has also facilitated projects including a six-week menstrual health initiative, outreach programmes and a conference.

    One of the milestones that stands out for the founder is seeing an organisation return to the platform.

    The Greener Basket for Nutrition and Agriculture Foundation was among the first organisations to list a project on Givr. After successfully recruiting volunteers and completing the project, the organisation returned to post another opportunity.

    For the team, the return was more meaningful than simply attracting another new user. It showed that the platform had become useful enough for an organisation to rely on again.

    The distribution of volunteers has also revealed something about the demand for structured volunteering in Nigeria. Although Givr launched in Abuja, people from 20 states signed up without the company physically expanding into those locations.

    A young person in Kaduna, for example, can discover an opportunity in Abuja, apply and build a record of their contribution without relying on an existing personal connection.

    Building Trust Around Volunteering

    For Givr, technology is not simply about making volunteering easier to find.

    It is also about creating trust.

    Organisations need confidence that volunteers will show up and participate. Volunteers need confidence that organisations and opportunities are legitimate. Givr is building toward a system where verification, applications, ratings and participation records can help establish that trust over time.

    The company has also learned that signing up is not the same as volunteering.

    Some people create accounts because they believe in the idea, but getting them to apply, show up and commit requires opportunities that genuinely align with their interests.

    That has pushed Givr to think less about the number of people on the platform and more about the quality of the experiences it creates.

    Building for a Culture That Already Exists

    Givr is not trying to introduce volunteering to Nigeria.

    Giving back has always existed within Nigerian communities. What the company sees as missing is the structure around it.

    The founder points to a culture where people show up for neighbours, communities and causes, but where those contributions can disappear without a record.

    Givr’s approach is to give that existing behaviour infrastructure.

    The team has also remained close to the work itself, with the founder participating in projects including an IDP camp outreach and the SHE Initiative’s menstrual health programme. That proximity has helped keep product decisions connected to the people the platform is intended to serve.

    What Comes Next for Givr

    For now, the priority is strengthening the platform in Abuja before expanding into other Nigerian states.

    The roadmap includes a deeper analytics and volunteer management system for organisations, including volunteer retention data, attendance history and downloadable impact reports. Givr also plans to allow individuals to create and lead their own volunteer initiatives on the platform.

    Longer term, the ambition is to become the infrastructure for volunteering across Nigeria.

    That could eventually mean a young person building a volunteering record from secondary school, carrying it through university and into their career.

    For Givr, the bigger opportunity is not simply helping people find volunteer opportunities.

    It is creating a system where showing up for others becomes easier to discover, easier to organise and easier to prove.

    As Nigeria’s civic and social impact ecosystem becomes increasingly digital, Givr is betting that volunteering can move from something people discover informally to something that has the same structure and visibility people now expect from other parts of their digital lives.

  • WorkKE Wants to Build the Digital Work Infrastructure Africa’s Talent Needs

    WorkKE Wants to Build the Digital Work Infrastructure Africa’s Talent Needs

    The Kenyan startup is moving beyond the traditional freelance marketplace to connect businesses with skilled professionals while addressing trust, payments, skills and access to digital work.

    There are many skilled people across Africa who can design, write, develop software, manage social media, analyse data and provide other digital services.

    There are also businesses that need those skills.

    The problem is that having the skill and having access to the internet does not always translate into reliable earning opportunities. For businesses, finding someone online can raise questions about quality, accountability, trust and payment.

    This gap became the starting point for WorkKE, a Kenyan digital work platform founded by Kennedy Mokaya Asiago in 2025.

    The initial idea was relatively straightforward. Businesses could find skilled professionals while freelancers could find work.

    But as people began using the platform, Kennedy and his team realised that connecting talent with businesses was only one part of the problem.

    Access to digital work also depends on payments, trust, relevant skills, productivity tools, connectivity and, for some people, access to suitable devices.

    That has gradually changed what WorkKE is trying to build.

    Rather than becoming another freelance marketplace, the company wants to build a broader digital work ecosystem designed around African realities.

    The problem is bigger than finding freelance work

    Kennedy’s background in technology, digital systems and project management shaped his thinking about the opportunity.

    He had seen talented young people using the internet while still struggling to convert their skills into sustainable income. At the same time, businesses often needed a graphic designer, developer, virtual assistant, marketer or data specialist for specific projects without necessarily needing to hire someone permanently.

    There was a clear opportunity to connect the two sides.

    But Kennedy was also interested in a broader question: what should digital work look like when the platform is designed around African users from the beginning rather than adapted from somewhere else?

    That question continues to influence WorkKE’s product decisions.

    The company started lean, relying on technology experience, knowledge of the local environment and the ability to build, test and learn from users.

    That approach also brought another part of the African digital economy into focus: cybercafés.

    There is often an assumption that participation in the digital economy requires a laptop, reliable broadband, strong digital skills and a comfortable place to work. That is not always the case.

    For some communities, cybercafés remain important access points.

    WorkKE is exploring whether these businesses can evolve beyond printing, internet access and government services into local gateways for digital work and commerce. More than 181 cybercafés are already part of the WorkKE ecosystem.

    Trust is part of the product

    One of the earliest challenges was trust.

    When a business meets a freelancer online for the first time, it wants to know whether the person will deliver.

    The freelancer has a similar concern: whether they will receive payment after completing the work.

    For WorkKE, solving this problem meant thinking about secured payments, verification, milestones, reputation and dispute handling.

    There was also the challenge of marketplace liquidity. A platform needs enough businesses and opportunities to attract professionals, while businesses need enough quality professionals to see value in using the platform.

    At the same time, much of hiring in Kenya still happens through referrals, WhatsApp groups, friends and existing networks.

    These channels are familiar and useful, so moving some of that behaviour onto a structured platform requires the platform to provide a clear reason for doing so.

    The company also had to consider the economics of smaller jobs.

    Not every business needs a large software project or a long-term consultant. Someone may need a poster designed, a document formatted, data entered or a short video edited.

    Individually, these jobs may appear small, but collectively they represent another layer of economic activity.

    That led WorkKE to think about micro-jobs and how smaller digital transactions could be made practical while maintaining quality, trust and fair value for the professional doing the work.

    From a freelance marketplace to digital work infrastructure

    WorkKE was digital from the beginning, but its understanding of what the technology needed to solve has changed.

    Initially, the focus was largely on connecting businesses with freelancers. The company later recognised that matching talent was not enough.

    A functioning digital work ecosystem also needs payments, reputation, trust, relevant skills and productivity tools.

    WorkKE has since expanded into micro-jobs, digital products and skills development through WorkKE Academy, while also incorporating AI-enabled tools.

    The company sees AI as potentially changing the economics of digital work, not only because of the possibility of automation, but because skilled professionals can use AI to become more productive.

    A designer can explore ideas faster. A developer can build and test faster. A marketer can analyse and create faster. A virtual assistant can automate repetitive tasks.

    That creates another opportunity for WorkKE: helping people become more productive and competitive as the nature of digital work changes.

    The company’s workflow is increasingly structured around a journey that moves from discovery to agreement, secured payment, delivery, reputation and repeat work.

    The numbers behind WorkKE’s first year

    Since launching in 2025, WorkKE has grown to more than 7,936 registered users, including over 7,436 freelancers and 181 cybercafés.

    The platform has also facilitated more than KES 5 million in freelancer payouts.

    For Kennedy, however, registrations are not the strongest measure of progress.

    A more meaningful outcome is when a business finds someone who can solve a real problem, the work is completed successfully and a professional earns money from their skill.

    That distinction is important for a marketplace business. A large number of registrations can indicate interest, but completed work and actual earnings provide a clearer indication that the platform is creating economic value.

    WorkKE’s growth is also not limited to Nairobi.

    The company believes technology can reduce the importance of geography when it comes to accessing work. A professional in Kisii, Kisumu or Bungoma should not necessarily have to relocate to Nairobi to work with a Nairobi-based business.

    Over time, the same principle could apply across African markets, allowing professionals to work with clients based elsewhere based primarily on capability rather than location.

    Why the cybercafé network matters

    One of the more unusual parts of WorkKE’s model is its relationship with cybercafés.

    Rather than seeing them as remnants of an earlier phase of the internet, the company sees an opportunity to turn some of them into local nodes of the digital economy.

    A cybercafé already has computers, connectivity, people with some digital skills and relationships within its community.

    WorkKE is exploring whether these spaces can become places where someone creates their first professional profile, learns a digital skill, accesses freelance opportunities, sells digital products or provides services to businesses elsewhere.

    With more than 181 cybercafés already represented in the ecosystem, the company sees the network as a possible bridge between physical access and digital opportunity.

    Building locally without limiting the ambition

    For Kennedy, building an African technology company does not mean simply taking a global business model and adding local features.

    It means allowing the realities of the market to influence product decisions.

    That includes local payment methods, affordability, smaller transactions, different devices and connectivity conditions, as well as the continued role of cybercafés in many communities.

    The goal is to build technology that can compete globally without losing the local understanding that made the product relevant in the first place.

    This also informs one of Kennedy’s central lessons from building WorkKE: start with the problem rather than the technology.

    Technology changes quickly, but many human and business problems change much more slowly.

    He also believes founders need to pay attention to what users actually do rather than relying only on what they say they want. Several WorkKE product decisions have come from observing how people interact with the platform.

    Another lesson is that African founders should not automatically assume that localisation means copying a successful global product and adding local payments. In some cases, the environment requires a fundamentally different product.

    What WorkKE wants to build next

    WorkKE’s ambition is now bigger than becoming another freelance marketplace.

    The company wants to become part of the infrastructure supporting digital work across Africa.

    That means improving how businesses discover talent, strengthening trust and payments, helping professionals develop relevant skills, using AI to increase individual productivity and expanding access to the digital economy.

    The cybercafé network will be an important part of that plan.

    If the model works, a cybercafé in a smaller Kenyan town could become a place where someone creates their first professional profile, learns to use AI, accesses their first freelance opportunity or provides digital services to a business hundreds of kilometres away.

    The company is also thinking about what happens as AI becomes more integrated into professional work.

    Rather than framing the future entirely as humans versus AI, Kennedy sees an opportunity for professionals who know how to work effectively with AI to become significantly more capable.

    The challenge will be ensuring that technology increases people’s ability to create value rather than simply driving prices down.

    If funding or strategic partnerships become available, WorkKE plans to prioritise four areas: trust infrastructure, demand, skills and AI-enabled productivity, and access and distribution.

    The objective is not simply to acquire more users. It is to increase the amount of real economic activity and opportunity created through the ecosystem.

    A wider opportunity for African talent

    The long-term opportunity WorkKE sees is not limited to Kenya.

    Across Africa, talent exists in places that are often disconnected from the companies and opportunities that could benefit from those skills.

    Technology can reduce some of that distance, but technology alone is not enough.

    Professionals need skills. Businesses need trust. Both sides need reliable payment systems. People need access to devices and connectivity. Businesses also need to become more comfortable hiring based on capability rather than proximity.

    That is why WorkKE’s ambition goes beyond creating another website where companies post jobs.

    For Kennedy, the larger possibility is an ecosystem where a skilled person in a smaller Kenyan town can create value for a company in Nairobi, Lagos, Johannesburg, London or somewhere else entirely.

    Kenya is the starting point, but the longer-term opportunity is African.

    If WorkKE can connect talent, businesses, technology, trust and local access infrastructure, it could become part of the infrastructure through which more African talent participates in the digital economy.

    WorkKE is still early in that journey. But its approach points to a broader question for Africa’s future of work: how do we build digital systems that do not only connect people to opportunities, but also give them the trust, skills, payments and access needed to actually participate?

    This article is based on an interview with Kennedy Mokaya Asiago, founder of WorkKE, conducted by African Tech Journal.

  • Breaking Into Tech: Highlights from the Internship as a Pathway Book Launch

    Breaking Into Tech: Highlights from the Internship as a Pathway Book Launch

    Event Coverage

    The launch of Breaking Into Tech: Internship as a Pathway, curated by marketing and growth leader Oluchukwu Chiadika, brought together over 200 technology professionals, enthusiasts, aspiring professionals, industry leaders and members of the wider tech ecosystem for an engaging conversation around career access and pathways into the technology industry.

    The event was designed to go beyond the launch of a book. It created a space for attendees to learn from professionals who have navigated the early stages of their careers and to better understand how internships can provide practical entry points into competitive industries.

    Throughout the event, conversations explored the realities of starting a career in technology, the importance of gaining relevant experience, building professional relationships and identifying opportunities that can accelerate career growth.

    The book features the experiences of 20 professionals whose internship experiences played significant roles in their career journeys. Today, the contributors work across leading organisations including Flutterwave, Moniepoint, Paystack, PiggyVest and TechCabal, providing readers with practical perspectives on how their careers developed.

    The event also brought together contributors and members of the technology ecosystem, giving attendees an opportunity to connect with experienced professionals and fellow career builders.

    With more than 200 people participating, the launch demonstrated the growing interest in practical pathways into technology and the need for more conversations that make career opportunities, experiences and professional networks more accessible.

    The event was also covered by Vanguard, which highlighted the strong attendance and conversations around career access generated by the book launch.

  • “I Didn’t Know I Could Build Something Like That”: Inside Launchpad Africa Cohort 2

    “I Didn’t Know I Could Build Something Like That”: Inside Launchpad Africa Cohort 2

    “Thank you for creating a platform for possibilities. I didn’t know I could build something like that.”

    This sentiment, shared by Sharon Itua of Team Cabin, defines the goal of Launchpad Africa Cohort 2: creating an environment where African professionals move from theory to reality.

    On August 29, in Yaba, Lagos, eight teams showcased their products at the Final Demo Day after an intensive 12-week “Build-Validate-Deploy” programme. They didn’t just attend classes; they identified problems, built solutions, tested them with users, and pivoted based on real-world feedback.

    The Winners

    The top three teams, sharing a $1,000 prize pool, led a strong cohort:

    • 1st Place: Digital Nurse – A daily digital companion for pregnant women.
    • 2nd Place: Cabin – A financial operating system for startup founders.
    • 3rd Place: TushenFood AI – An AI-powered nutrition intelligence platform tailored to African ingredients and diets.

    Expanding the Ecosystem

    The cohort also featured five other innovative projects:

    • Logistix: Enhancing trust in delivery services.
    • SabiClip: AI-driven customer service for African SMEs.
    • FlowDESK: Converting voice notes into actionable workflows.
    • CraftLog: A public progress tracker for creatives.
    • HealthConnect: Improving healthcare accessibility.

    Bridging Knowledge and Practice

    For co-founders Ogunseye Anuoluwapo Elizabeth and Israel Oladipupo Ogunseye, Launchpad Africa addresses a critical gap: the transition from knowing to doing.

    “Technology ecosystems advance when knowledge becomes practice,” Israel noted. By bringing together cross-functional teams, product, engineering, design, data, and growth, participants confronted the realities that theory cannot teach: handling user feedback, managing technical constraints, and iterating under pressure.

    Mentors who were present at the event also commended the resilience and initiative. Khadijat Okeowo and Oluwanisola Eludoyin spoke about the initiatives launched by the teams as quite distinct and genuine. 

    With the programme concluded, the focus shifts to the future. Participants are encouraged to treat Demo Day not as a finish line, but as a launching pad to continue testing and refining their solutions. Ultimately, Launchpad Africa is about proving that the tools to build the future are already in the hands of those ready to use them.

     The programme was powered by The FinTech Africa and supported by Builders in Fintech, African Tech Journal, ADMARP, and Subify.

  • FinRik LOC Surpasses ₦500 Million in SME Loan Disbursements with 90%
Repayment Rate as FinRik Ecosystem Reaches 1,500+ Businesses

    FinRik LOC Surpasses ₦500 Million in SME Loan Disbursements with 90% Repayment Rate as FinRik Ecosystem Reaches 1,500+ Businesses


    Self-funded lending arm has disbursed over ₦500 million since 2022 at an average loan size of ₦250,000, supported by proprietary AI-powered financial analytics platform Ava Analytics

    FinRik LOC, the SME lending platform operated by FinRik Technologies, has surpassed ₦500 million in cumulative loan disbursements since its launch in 2022, maintaining a 90% repayment rate across its credit products.

    The majority of FinRik LOC’s lending has been funded from FinRik’s own balance sheet since inception, as the company has developed its lending infrastructure alongside its broader business technology ecosystem.

    FinRik LOC began as a credit offering for users of FinRik Shop, FinRik’s no-code e-commerce website builder, which later evolved into Ava Books, the company’s bookkeeping and financial management platform.

    The lending business crossed its first ₦10 million in disbursements in August 2022. As Ava Books expanded its financial management capabilities, FinRik LOC evolved alongside it, extending access to a broader base of small and growing businesses.

    In June 2026, FinRik launched V3 of FinRik LOC, expanding its credit infrastructure and product offering.

    Today, FinRik’s business technology ecosystem reaches more than 1,500 businesses across its products, including Ava Books, FinRik LOC and its newly launched procurement platform, Roadkit.

    FinRik LOC currently offers Business Term Loans, Founders Credit and Revolving Credit, with an average loan size of approximately ₦250,000, reflecting its focus on the working-capital needs of small and growing businesses.

    Building AI and Data Science Infrastructure for SMEs
    Alongside its lending infrastructure, FinRik has developed Ava Analytics, an internally built AI-powered financial analytics and data science platform designed to transform raw business and financial information into structured financial intelligence.

    At the core of Ava Analytics is Sophia, FinRik’s internally developed AI-powered data science system. Sophia coordinates a multi-stage analytical workflow that processes financial information, including bank statements, sales records and other business documents.
    The system is designed to identify data structures and quality issues, prepare and analyse datasets, perform exploratory analysis, develop and evaluate predictive models, and generate structured analytical outputs.

    Rather than relying on a single AI prompt, Sophia coordinates multiple analytical stages to transform complex financial datasets into structured and interpretable insights.

    From Business Records to Lending Intelligence

    One of the key applications of Ava Analytics is loan-readiness analysis.
    Sophia analyses historical financial performance, cash-flow stability, financial variance andother business indicators to generate insights that support underwriting, financial decision-making and recommended loan-size ranges.

    This infrastructure connects FinRik’s financial management, analytics and lending products, allowing the company to build a deeper understanding of how small businesses operate and
    develop financial products around their needs.

    Commenting on the milestone, Segun Awoniyi, CEO and Founder of FinRik Technologies, said: “Building FinRik LOC has always been about more than simply providing loans.

    Since we crossed our first ₦10 million in disbursements in August 2022, the majority of our lending growth has been powered by FinRik’s own balance sheet.

    “We have evolved from serving users of FinRik Shop to building technology that helps us understand businesses better and create financial products around the realities of how they
    operate.

    While Ava Books is an important part of our ecosystem, FinRik LOC is not limited to Ava Books users. Our ambition is to make our credit products available to as many viable SMEs as possible.


    “My background in data science has also shaped how we approach financial technology at FinRik. We are combining business data, AI and predictive modelling with lending to build more intelligent financial infrastructure for SMEs.

    Our 90% repayment rate is an encouraging indicator that this approach can support better financial decision-making and access to
    credit.”

    ₦500 Million in SME Financing

    The ₦500 million milestone represents cumulative disbursements through FinRik LOC across its credit products since 2022, at an average loan size of approximately ₦250,000.

    With more than 1,500 businesses reached across its ecosystem and a 90% repayment rate, FinRik plans to continue expanding its SME technology and financial products while investing in AI and data science capabilities that improve financial decision-making and
    access to credit.

    The company also plans to introduce additional financing products, including trade financing, leveraging its newly launched procurement platform, Roadkit, to connect SME procurement needs with access to financing.

  • Cardron Is Building a WhatsApp-First Way to Buy Digital Products in Nigeria

    Cardron Is Building a WhatsApp-First Way to Buy Digital Products in Nigeria

    The Nigerian digital commerce platform is helping users access gift cards, virtual cards, event tickets and other digital products without having to navigate multiple apps and complicated checkout processes.

    For many Nigerians who regularly use digital products, buying something as simple as a gift card, virtual card or software subscription can involve several steps.

    You may need to download an app, create an account, complete verification, fund a wallet, wait for confirmation and then contact support if something goes wrong.

    For developers, creators, influencers and other digital users who depend on these products, what should be a straightforward purchase can quickly become frustrating.

    This was the problem that led to the creation of Cardron, a WhatsApp-first digital commerce platform designed to make digital products easier, faster and more trusted to access.

    The company was built around a simple observation: people already use WhatsApp every day, so buying a digital product should not require them to learn another complicated system.

    Instead, Cardron allows customers to order directly through WhatsApp, reducing the number of steps between deciding what they need and receiving it.

    Building Around a Familiar Platform

    Cardron’s approach is centred around WhatsApp-first commerce.

    Rather than requiring customers to download another application or move through a lengthy signup process, the platform allows them to interact with the business through WhatsApp.

    Behind that experience is a web-based system that manages orders, payments, customer support, fulfilment, notifications and reporting.

    The technology is designed to make the customer experience simpler while giving the team more structure behind the scenes.

    The platform currently focuses on digital products including gift cards, virtual cards, event tickets and other digital access products.

    For Cardron, the choice of WhatsApp is also about accessibility.

    Customers do not have to learn a new platform before making a purchase. They can use a communication channel they already understand and use regularly.

    Trust Became Part of the Product

    One of the biggest challenges Cardron encountered was trust.

    Digital commerce already has a trust problem, particularly when customers have previously dealt with fake vendors, delayed orders or poor customer support.

    The company therefore had to build more than a convenient purchasing process.

    It had to create confidence that customers would receive what they paid for and that there would be someone available to help when something went wrong.

    Cardron’s response has been to focus on speed, reliability, communication and customer support as part of the product experience.

    The wider economic environment has also made these factors more important.

    Inflation and exchange-rate pressures have made customers more careful about where they spend money, particularly when purchasing digital products.

    For Cardron, this reinforces the importance of providing a service that customers can trust.

    From Gift Cards to Digital Commerce

    Cardron did not remain limited to its initial product categories.

    The platform has expanded beyond gift cards and virtual cards into areas including digital fulfilment and event ticketing, with plans to continue expanding its digital product offering.

    That expansion reflects a broader ambition for the company.

    Instead of becoming a platform for one type of digital product, Cardron wants to become a place where people can access different digital products and services through a familiar buying experience.

    Its technology allows the business to manage different parts of the customer journey from one system, including orders, support, delivery and tracking.

    As customer expectations change, the company says users increasingly want faster delivery, clearer communication and less friction when buying online.

    Technology That Solves a Practical Problem

    For Cardron, technology is not the product for its own sake.

    The technology exists to address a practical problem that customers already experience.

    The company began with industry knowledge, technical skills and an understanding of the frustrations people faced when trying to purchase digital products.

    That shaped the product philosophy from the beginning: technology should reduce stress rather than introduce more steps.

    This is also reflected in the company’s view of entrepreneurship.

    One of the key lessons Cardron has taken from its journey is that good business ideas often come from everyday problems. Building something technically advanced is not enough if it does not make life easier for the customer.

    What Comes Next for Cardron

    Cardron plans to continue expanding its digital product categories while improving delivery, automation and customer support.

    Event ticketing is another area the company sees as an opportunity, alongside partnerships that can expand the range of services available through the platform.

    The long-term goal is to build Cardron into a trusted digital platform that people can rely on for different everyday digital needs.

    The company operates under Devloopr Web Solution Ltd, the registered company behind Cardron.

    As digital commerce continues to grow in Nigeria, the platforms competing for customers will not only need to provide access to products. They will also need to make the purchasing experience reliable and easy to understand.

    For Cardron, that means meeting customers on a platform they already use, reducing unnecessary steps and building the systems required to deliver digital products with less friction.

    The company is still building toward that larger vision, but its starting point remains simple: making digital access easier, faster and more reliable.

  • EndowPay Wants to Make Digital Payments Easier for Nigerians Who Are Often Left Behind

    EndowPay Wants to Make Digital Payments Easier for Nigerians Who Are Often Left Behind

    For some Nigerians, sending money from a phone is a simple process. Open an app, select a beneficiary, enter an amount and confirm the transaction.

    But that experience assumes something that is not always true: that the person using the phone is comfortable navigating a financial app.

    For a market woman who can make a phone call but struggles to navigate a smartphone interface, digital banking can still feel inaccessible. For someone who is semi-literate or more comfortable communicating in a local language, the promise of financial technology can remain just that, a promise.

    This was the gap Okunola Orogun and the team behind EndowPay identified when they began building the fintech in November 2024.

    Rather than creating another payment app aimed primarily at digitally confident users, the company is focused on a different question: what would financial technology look like if it was designed around the people who find existing systems difficult to use? 

    Building for People Who Are Often Overlooked

    The conversation around financial inclusion in Africa has largely focused on bringing the unbanked into the formal financial system.

    But EndowPay believes access to a bank account is only one part of the problem.

    The bigger question is whether people can actually use the technology that gives them access.

    Okunola  describes people who may still depend on their children to operate their phones or walk to a POS terminal to send money to family members. For EndowPay, the existence of smartphones and digital payments should make these processes easier, not introduce another barrier.

    The company is therefore exploring natural-language interactions that allow users to communicate with financial technology in ways that feel more familiar.

    The idea is particularly relevant in a country where language, literacy and digital confidence can vary significantly across communities.

    If someone can make a phone call in their preferred language, Endow Pay believes they should eventually be able to use that same simplicity to carry out financial transactions.

    Making Payments Easier, Not Just Faster

    One of the company’s central arguments is that financial technology should remove friction from everyday transactions.

    The team points to a familiar situation. Imagine driving when a child calls to request ₦2,000 urgently. With a conventional banking app, the parent may need to stop, pick up the phone, open the application and complete the transfer.

    EndowPay is working toward a different experience through Endow Bot, which the company says is planned for rollout in Q4 2026.

    The proposed system would allow users to initiate transactions through a text and voice interaction, both in-app and on most popular instant messengers, supported by authentication layers designed to keep the process secure.

    The company’s focus on speed also extends to transaction processing. According to the team, EndowPay is working to make transactions complete within seconds, while its infrastructure is being designed to reduce the delays that customers often experience when payments fail.

    For Endow Pay, this is closely connected to trust.

    Trust Is Still the Biggest Challenge in Fintech

    Getting people to trust a company with their money is difficult, particularly for a young fintech competing against established financial institutions.

    The team says its approach has been to demonstrate value rather than simply talk about it.

    That includes focusing on transaction speed, customer support and reliability, while working with licensed partners to provide key financial services.

    EndowPay’s CTO says it works with CBN-licensed organisations for several of its services and has partnerships across banking and payment infrastructure. The company also says it has put compliance measures in place around anti-money laundering and data protection.

    The founders believe these relationships are important because trust in financial technology is not built through branding alone. It is built through the infrastructure behind the product and the consistency of the customer experience.

    Growth Built Around Active Users

    Since its alpha launch around September 2025, EndowPay says it has recorded steady user growth.

    But the team is less interested in accumulating large registration numbers than in understanding whether people actually use the product.

    Adebola says a significant majority of its current users are active, while the company has a customer retention team that reaches out to users to understand why they may have stopped using the platform and what could be improved.

    That feedback loop is becoming an important part of the company’s product development.

    The team says its upcoming V2 will further redefine the experience as it continues to build around the original goal of making financial technology more accessible.

    Building Without Chasing Funding

    Unlike many African fintech startups, EndowPay is currently 100% bootstrapped.

    The founders say this is intentional.

    Rather than raising capital and potentially adjusting the company’s direction around investor expectations, they want to build the core product and validate the original vision first.

    Okunola’s position is straightforward: funding should follow value rather than become the reason for building the company.

    The team remains open to investment in the future, but only from partners who understand and support the company’s direction.

    What Comes Next for EndowPay

    The company’s roadmap extends beyond consumer payments.

    According to EndowPay’s CTO, EndowPay is exploring a B2B offering that would allow SMEs to access business tools and maintain better financial records, potentially helping them when seeking financing or managing their operations.

    The team is also looking at cross-border payments, remittance services, virtual cards and cross-border accounts that could make it easier for remote workers and businesses to receive money internationally.

    On the infrastructure side, EndowPay is developing transaction routing technology designed to direct payments through available providers and reduce transaction failures.

    The broader ambition is to make financial technology feel less complicated for the people using it.

    For EndowPay, the opportunity is not simply to become another fintech competing for the same digitally savvy customers.

    It is to rethink how financial technology can work for people who have historically been expected to adapt to the technology, rather than having the technology adapt to them.

    And as Nigeria’s financial ecosystem becomes increasingly digital, that distinction could become increasingly important.

    This article is based on an interview with Okunola Orogun and EndowPay’s team conducted by African Tech Journal.

  • BookAm wants to become the default appointment software for service businesses in Nigeria

    BookAm wants to become the default appointment software for service businesses in Nigeria

    The Nigerian-built booking platform is helping service professionals replace WhatsApp back-and-forth with a simpler way to manage appointments, collect deposits, and keep customers informed. 

    For many service businesses in Nigeria, a booking can begin with a simple WhatsApp message. 

    A customer asks for availability. The business owner checks their schedule, responds, confirms a time, sends payment details, waits for a transfer screenshot, and then manually records the appointment. 

    Then comes another message. 

    And another. 

    As the business grows, so does the number of conversations to manage. 

    For barbers, makeup artists, photographers, tutors, consultants, fitness trainers, salons, and other appointment-based businesses, WhatsApp has become an important part of how they communicate with customers. But it was never designed to be a booking management system. 

    That gap is what BookAm is building around. 

    From WhatsApp conversations to structured bookings BookAm is a booking and payment platform built specifically for Nigerian service businesses. 

    The idea is straightforward: instead of asking customers to message a business every time they want to book, businesses can create a professional booking page that handles the process for them. 

    A business owner can add their services, prices, working hours, and availability. They can then share their personal BookAm booking link through WhatsApp, Instagram, TikTok, or anywhere else their customers already find them. 

    Customers open the link, choose a service, select an available time, and pay a deposit or the required amount to secure the appointment.

    The booking is then confirmed automatically. 

    For the business owner, the entire process is managed from a single dashboard. 

    The goal is not to replace the conversations businesses have with their customers. It is to remove the repetitive conversations that do not need to happen in the first place. 

    Why the problem matters 

    The problem with manual booking becomes more obvious as a service business gets busier. 

    A business owner may be working with a customer while another person is asking about availability. Someone else may be requesting a price. Another customer may have sent a payment screenshot that needs to be confirmed. 

    Then there are the customers who forget their appointments. 

    For businesses where every appointment represents a limited and valuable time slot, a missed appointment can mean lost revenue that cannot be recovered. 

    BookAm approaches these problems by turning the booking process into a structured workflow. 

    Customers can see the services available, choose a time based on the business’s availability, and make the required payment without waiting for the business owner to respond manually. 

    BookAm also sends automated booking confirmations and appointment reminders through WhatsApp and email, reducing the amount of manual follow-up required from the business. 

    Built around how Nigerian businesses already operate 

    One of BookAm’s biggest design decisions is to avoid forcing service professionals to completely change how they reach customers. 

    Many already have an audience on WhatsApp, Instagram, TikTok, or other social platforms. BookAm gives them a booking link they can place where their customers already are. 

    There is no mobile app that customers need to download before making an appointment. A customer can simply open the booking page in a browser, select a service and time, and complete the booking. 

    Payments are also designed around the Nigerian market, with customers able to pay through supported local payment methods.

    The platform is built to keep the experience familiar for both sides while making the underlying booking process more structured. 

    More than just a booking link 

    While the booking page is the part customers see, BookAm is designed to give business owners more control behind the scenes. 

    Businesses can manage bookings and customers from a central dashboard, track their booking activity, manage services and availability, and give staff members or branch managers their own access where needed. 

    The platform also includes features such as client management, analytics, QR-based booking, and automated notifications. 

    The idea is to give service businesses the operational structure they need without forcing them into a complicated enterprise system. 

    For a small business owner, the software should feel like something that removes work rather than something that creates more of it. 

    Why Kehinde Durodola built BookAm 

    BookAm was built by Kehinde Durodola, a software engineer who wanted to solve a problem he kept seeing among Nigerian service professionals. 

    For Kehinde, the opportunity was not simply to build another generic scheduling tool. The goal was to build something that understood the realities of the businesses it was serving. 

    That meant thinking about how Nigerian businesses communicate with customers, how they collect payments, how customers discover them, and how important upfront deposits can be for businesses whose income depends on appointments being kept. 

    It also meant building the product around the idea that the business owner should not need to become a technology expert to use it. 

    “BookAm” itself reflects that local approach. The name comes from the Nigerian expression “book am”, meaning “book it”. It is short, familiar, and intentionally local. 

    Starting free 

    BookAm is available for businesses to start using without a monthly subscription.

    The platform operates on a model where businesses can create their booking pages and begin accepting appointments without committing to a recurring software subscription. 

    For an early-stage service business, the goal is to make the first step as easy as possible: create an account, set up services and availability, share the booking link, and start accepting bookings. 

    The company believes that the software should first prove its value to the business before asking the business to make a larger commitment. 

    Building with the businesses, not just for them 

    BookAm officially launched in 2026 and is now onboarding its first set of service businesses across Nigeria. 

    At this stage, the company is focused heavily on conversations with business owners and understanding how they currently manage bookings. 

    Those conversations are already influencing how the product evolves. 

    For Kehinde, launching the software is not the end of the development process. It is the beginning of a much more important phase: seeing how real businesses use it, where they struggle, and what needs to be improved. 

    The long-term ambition is bigger than simply providing another booking link. 

    BookAm wants to become the default appointment software for Nigeria’s service businesses, giving independent professionals and growing service teams the infrastructure to manage bookings, payments, customers, and appointments more professionally. 

    The market is still early. 

    But the problem is already familiar. 

    For thousands of service businesses, the next customer booking may still arrive as a WhatsApp message. 

    BookAm wants to make what happens after that message much simpler.

  • How a University-Era Bookkeeping Business Became TELA, a Business Intelligence Platform for SMEs

    How a University-Era Bookkeeping Business Became TELA, a Business Intelligence Platform for SMEs

    For many small business owners, running a business means juggling sales, payments, invoices, customers, expenses and a long list of daily tasks, often without having a clear picture of what the numbers actually mean.

    This was the problem that led to Tela, a business intelligence platform designed to help small businesses and freelancers not only digitise their operations, but understand what is happening inside their businesses.

    Tela’s journey, however, did not start as a technology company.

    From managing books to building a platform

    Tela’s story began in 2021 when its founder, Adeyemo Damilare, started Rux Finance after graduating from university as a finance graduate. The business helped small businesses manage their finances, organise their books and make sense of their financial activities.

    As the business grew, so did the workload.

    What initially could be managed with manual processes eventually became too much to handle with what the team described as “pen and paper.” That experience became the starting point for a bigger question: what if these processes could be turned into a product?

    Damilare Adeyemo brought in James Dauda , Aaron Daudu and Jumoke Ajayi, who he had known for about 10 years, and together they began working on the idea at a larger scale.

    What emerged was Tela, evolving from a financial management solution into a business intelligence platform for small businesses and entrepreneurs.

    “We went a step further. Not just digitalizing their product or digitalizing their business, but also making it make sense,” the team explained during an interview with African Tech Journal.

    Building around how entrepreneurs actually work

    One of Tela’s early challenges was not necessarily figuring out what features to build, but deciding what should not be built.

    For the team, small businesses already operate within established habits. Many entrepreneurs rely heavily on WhatsApp, conversational selling and other familiar platforms to manage their businesses.

    The challenge was therefore to introduce technology without forcing entrepreneurs to completely change the way they work.

    “It’s easy to build a product with too many features,” the team said. The harder task was figuring out what an entrepreneur actually needs to see, what should be automated, what should be explained and what should be left untouched.

    This led the team to spend time speaking with customers, vendors and other business owners, while conducting market research to understand their behaviours and expectations.

    That approach has continued to shape Tela’s product.

    Moving beyond digitalisation with AI

    Tela initially operated as a web-based product, offering tools such as invoicing, receipts and payment links. The company has since shifted its focus towards its Android and iOS applications, with the Android and iOS app launching recently.

    But the larger shift has been in how Tela thinks about business data.

    Rather than simply showing business owners numbers, the team wants Tela to help them understand those numbers.

    A business owner might know that sales have fallen by 20 percent compared with the previous week. Tela is being built to go beyond presenting that information by helping answer questions such as why sales are falling and what the business owner could do to improve them.

    The team describes this as building Tela on AI rather than simply adding AI as a feature.

    The goal is to turn business data into insights that entrepreneurs can understand in clear language, particularly for business owners who already have numerous responsibilities competing for their attention.

    For Tela, data is therefore not simply something a business collects. It is part of the technology that can drive the business forward.

    Bootstrapping the journey

    The company has also grown without external funding.

    According to the founders, the  co-founders have funded Tela themselves from the beginning and continue to bootstrap the business.

    That has meant building with a lean team and making the most of the resources available to them.

    For James, one of the biggest lessons from the journey has been the resilience required to keep building.

    He described staying together as a team and reaching this stage without external funding as one of the things he is most proud of.

    For a startup still navigating product development, adoption and market expansion, that resilience has become an important part of Tela’s story.

    Partnerships, payments and early traction

    As Tela has evolved, partnerships have also played a role in strengthening the platform.

    The company identified its partnership with Anchor as an important milestone, particularly around payments. The founders said the partnership helped improve payment processing and contributed to better reviews and increased adoption.

    Tela also processes payments for small businesses, and the team says transaction volumes have been increasing.

    More recently, the company introduced a storefront feature that allows small businesses to sell directly through the platform using payment links.

    While the team had not yet begun actively pushing the storefront feature at the time of the interview, it represented another step towards making Tela a more comprehensive platform for businesses.

    The company is also beginning to see adoption of its mobile product. Tela says it has surpassed 1,000 active users on its mobile app within its first three months, with more than 3,000 users overall.

    From business intelligence to an intelligent operating system

    Tela’s ambitions extend beyond its current product.

    The founders want the company to eventually become an intelligent operating system for growing and established businesses.

    That means expanding beyond its current capabilities and adding more of the tools entrepreneurs rely on to operate their businesses, while continuing to use AI to make those tools more intelligent.

    One of the company’s major upcoming products is a standalone sales AI.

    The team is working towards a system that can automate significant parts of the sales process, from payment and customer conversations to fulfilment, with the intention of allowing business owners to focus on the parts of the process that still require their direct involvement.

    The product is expected to be one of Tela’s major milestones over the coming months.

    Looking beyond Nigeria

    Tela’s ambitions are not limited to the Nigerian market.

    The company plans to expand across Nigeria before moving into other West African markets.

    The founders also indicated that they expect to become open to investment as the business grows and the company prepares for its next stage.

    For now, however, Tela remains focused on building the product, understanding its users and proving that AI can do more for small businesses than simply automate tasks.

    Its larger bet is that the next generation of business software should not only record what happened in a business, but help business owners understand why it happened and what they can do next.

    That is the direction Tela is taking as it works towards becoming an intelligent operating system for African businesses.