Ago Abel

By Ago Abel

When we talk about trade in West Africa, the conversation often starts with the same question: Where are the bottlenecks?

Roads that were never meant for heavy trucks. Border posts that slow everything to a crawl. Informal fees, mismatched policies, delays that aren’t delays—they’re just how it works.

But what if we asked a different question?

Where are the trade corridors of the future—and how do we build them now?

At LELEADER GROUP, based in Benin, this isn’t just theory. It’s our day-to-day. Whether we’re moving goods from the Port of Cotonou inland to Niger, or helping a partner in Togo export textiles to Ghana, we’re constantly navigating—and negotiating—what “corridor” really means.

And honestly, it’s changing. Faster than many realize.

From Pathways to Pipelines

A few years ago, trade corridors were mostly physical. Roads, rails, ports. And yes, that infrastructure still matters immensely. But today, corridors are also digital. Procedural. Even political.

For instance, the African Continental Free Trade Area (AfCFTA) has begun to unlock potential we couldn’t access before. Tariff harmonization, common standards, faster customs processing—these aren’t just paperwork fixes. They’re enablers of trust. And trade thrives on trust.

We’ve started to see more fluid movement of goods—not everywhere, not perfectly—but enough to sense a shift. It’s not just about getting goods from A to B anymore. It’s about doing it reliably, affordably, and fairly.

Case in point: The Cotonou–Niamey Route

This corridor has always been important. It connects Benin’s port to landlocked Niger. But over time, it’s evolved into more than just a transport route. It’s now a key economic artery for agribusiness, fuel, building materials, and even FMCG (fast-moving consumer goods).

LELEADER GROUP has worked with multiple partners on this corridor—from manufacturers to government agencies. One of our roles has been to integrate digital tracking systems into traditional trucking operations. That sounds simple. But in practice, it means convincing drivers, port authorities, customs agents, and clients to align on transparency.

Sometimes, you hit resistance. Other times, you see breakthroughs that make the whole thing worthwhile. Like when a rice trader in Dosso told us, “Now I can tell my buyer exactly where the shipment is, and they believe me.”

Small win. Big ripple.

Trade corridors are about people, not just goods

We often focus on the cargo. But behind every shipment, there’s a chain of people—drivers, warehouse managers, loaders, customs officers, coordinators.

If the corridor isn’t working for them, it doesn’t work at all.

That’s why we’ve started integrating training sessions at certain hubs. In Parakou, for example, we partnered with a local logistics cooperative to teach basic inventory and handling standards. It wasn’t fancy. Just practical. But the result? Fewer damaged goods. More repeat clients. Better trust up and down the supply chain.

You can invest in roads and trucks all day. But if the humans in the chain aren’t equipped or respected, it won’t last.

Technology is part of the answer—but not all of it

Everyone’s excited about tech in trade: blockchain for traceability, AI for forecasting, drone deliveries. And yes, these tools have a place. At LELEADER, we’re piloting a few of our own through smaller partners and affiliates.

But let’s not forget the context.

A corridor that depends on flawless internet, smart sensors, and automated depots? That works in theory. But many regions in West Africa still grapple with inconsistent power, patchy connectivity, and informal negotiation cultures. So we need blended solutions—modern tools that still allow for manual overrides and real-world unpredictability.

Progress shouldn’t outpace practicality.

The global view

This November, LELEADER GROUP will attend the 2025 Go Global Awards in London, hosted by the International Trade Council. As a nominee, it’s not just about the recognition—it’s about the opportunity to stand among peers who are rethinking the future of global commerce.

And for us, part of that future is undeniably rooted in West African trade corridors.

These corridors may not get the headlines. But they’re lifelines for regional growth. They allow small businesses to scale. Farmers to export. Urban centers to thrive. And if we build them right—smartly, inclusively—they can become templates for other regions facing similar challenges.

The Go Global Awards isn’t just a stage. It’s a space to form new partnerships, challenge old assumptions, and reimagine how trade can work in a world that’s increasingly interconnected but often uneven.

We’re proud to bring the voice of Benin—and West Africa—to that conversation.

Final thoughts

The future of regional trade corridors in West Africa won’t be written by governments alone. Or by corporates. Or by NGOs.

It will be written by all of us—in the way we design systems, support infrastructure, treat the people in the chain, and handle the little frictions that make up daily trade.

By Ago Abel

When people hear “global suppliers,” they often think of giant warehouses in China, massive ports in Rotterdam, or high-speed manufacturing zones in Vietnam. And sure, that’s part of it. But the reality—for a company like LELEADER GROUP, based in Benin—is far more nuanced.

Our global supplier relationships don’t always start in glass boardrooms or trade expos. Sometimes they begin with a WhatsApp message, a chance meeting at a port, or even a referral from a smaller client we once helped. It's rarely linear. But that’s what makes it real.

What matters is trust. And that trust has to move faster than cargo.

Why global suppliers matter to us

At LELEADER GROUP, we work across multiple sectors—logistics, trading, industrial services, infrastructure. That means we don’t just need suppliers who are efficient. We need partners who can adapt.

For example, when we were expanding our consumer goods line through LRI (LELEADER Retail Industries), we needed packaging solutions that were affordable, durable, and scalable. We didn’t find the perfect partner right away. In fact, we tested suppliers in three different countries before landing on one in Gujarat, India who could meet our specs and work with our payment terms.

That last part—payment terms—often gets overlooked. But in cross-border supplier relationships, it’s just as important as quality. If you can’t agree on timing, the whole deal collapses.

What makes a supplier relationship work?

I think about this often. We’ve worked with manufacturers in China, paper mills in Indonesia, metal fabricators in Turkey, and logistics providers in France. Not all of those relationships lasted. The ones that did had a few things in common:

Mutual transparency: If there's a delay, we’re told early. If there's a cost change, it’s explained. No surprises.

Cultural sensitivity: We don’t assume the way we work in Benin is how everyone else does. And we hope for the same understanding in return.

Long-term thinking: Our best suppliers don’t chase one-time orders. They build with us.

For instance, one of our freight partners in Guangzhou—who started out shipping just a few small consignments—now coordinates multi-container shipments monthly. Why? Because we grew together. And neither side pushed too hard, too early.

Local meets global

What’s interesting is how our role has evolved. We’re no longer just a buyer—we’re often the bridge between global suppliers and smaller West African businesses.

Let’s say a solar panel distributor in Parakou wants to source inventory from Shenzhen but doesn’t know who to trust. They may not have the networks or infrastructure to handle sourcing, customs, or QC checks. That’s where we come in—not just as logistics experts, but as interpreters of intent.

We vet suppliers, handle paperwork, ensure compliance, and—crucially—step in if something goes wrong.

Because it does, sometimes.

A few years ago, we helped a client recover costs from a shipment of defective LED bulbs. It took three months, countless calls, and negotiation between offices in Cotonou, Dubai, and Shanghai. But we got it done. That wasn’t in the contract—it was just part of the partnership.

Not all partnerships last. That’s okay.

We’ve had supplier relationships that didn’t work out. A Turkish partner who overpromised on delivery times. A Vietnamese exporter who suddenly changed specs mid-order. It happens.

The trick is knowing when to walk away—and doing it with respect. We don’t burn bridges unless we must. You never know when the paths might cross again under better terms.

A place on the global stage

This year, as LELEADER GROUP heads to London for the 2025 Go Global Awards—where we’ve been nominated alongside leading businesses from around the world—we’re taking time to reflect on what “global” really means.

It’s not about being the biggest. It’s not even about scale.

It’s about connectivity. About showing up with integrity—whether you’re sourcing machinery from India, exporting cashew kernels to Europe, or partnering with a fintech startup in Ghana.

The Go Global Awards, hosted by the International Trade Council, isn’t just a celebration of success. It’s a gathering of companies that build together. It’s about new conversations, unexpected opportunities, and reimagining what international collaboration looks like in a rapidly changing world.

We’re proud to be part of that.

Final thoughts

Global suppliers aren’t just vendors. They’re collaborators. They’re extensions of our team, even if they’re halfway across the world.

And if we’ve learned anything over the past few years, it’s this: great partnerships are built not on perfection, but on persistence.

You learn each other’s rhythms. You find shared language. You navigate setbacks. And over time—shipment by shipment, order by order—you build something stronger than a contract.

By Ago Abel

If you've ever sat across from a young entrepreneur with a promising idea but no collateral, you’ve probably felt it—that frustrating gap between vision and viability. It’s not about whether the business plan is solid or the idea makes sense. Often, it comes down to one hard question: “Can you guarantee the loan?”

And more often than not, the answer is no.

At LELEADER GROUP, based in Benin, we’ve seen this scenario play out too many times to count. Talented individuals—especially youth and women—armed with drive, creativity, and often, real market insight, hit a wall. Not because they aren’t capable. But because traditional financing systems demand what they can’t yet offer.

So, we decided to do something about it.

Not with fanfare. Not with flashy programs. But with quiet, structured, risk-aware financing support that bridges this gap—through startup guarantees.

What do we mean by startup guarantees?

In simple terms, we help back entrepreneurs who need small or mid-sized funding to launch or expand a business but lack the traditional collateral that banks require. We do this in a few ways:

Guarantee letters to partner lenders, especially microfinance institutions, vouching for a portion of the loan

Co-financing models, where LELEADER puts in a percentage of the capital alongside the entrepreneur

Deferred payment arrangements, where we provide critical materials or logistics services upfront, and the business pays us back over time, aligned with their revenue cycle

It’s not a giveaway. There’s risk. We know that. But there’s also upside—economic, social, and reputational.

Who do we support?

The majority of entrepreneurs we support fall into three categories:

Agribusiness startups, especially those innovating in storage, processing, or distribution

Digital commerce ventures, using mobile or online platforms to sell across borders

Local manufacturing, such as soap production, packaging, or low-cost construction materials

In Benin alone, we’ve helped over two dozen small businesses get their first operational capital—not because they had bankable assets, but because they had a clear plan and someone willing to believe in them.

One example that stands out is a young woman from Abomey-Calavi who started a small-scale palm oil processing unit. She had the technical skill and family support, but the bank refused her application due to lack of formal income history. We issued a startup guarantee, shared some of the risk, and three years later, she now employs 12 people. Not a unicorn story, but a real one.

What have we learned?

That it’s not about removing risk—it’s about understanding it better. And sharing it more fairly.

Traditional financing often assumes the borrower shoulders all the risk. But for early-stage entrepreneurs in our region, that model just doesn’t work. We’ve learned to look at other things:

Is the founder coachable?

Do they understand their market?

Are they solving a local problem with a practical solution?

Are they willing to stay accountable, even when things get tough?

These are softer indicators. But they’re often more predictive than balance sheets.

We also try to build in support—not just financial, but operational. That might mean connecting them with a reliable supplier, helping with import licenses, or providing access to warehousing.

Why this matters now

In a time when global markets feel increasingly volatile, local resilience becomes more important. The businesses we support aren’t looking to scale to a million users in a year. They’re looking to feed a community, provide a service, pay school fees, employ neighbors.

That’s the kind of growth we believe in. And it’s the kind of growth that earned LELEADER GROUP recognition this year as a nominee for the 2025 Go Global Awards, hosted by the International Trade Council and taking place in London this November.

Being part of that event—it’s not just a moment of prestige. It’s a reminder that small businesses in West Africa are part of a bigger story. One that’s still being written. One that connects Lagos to London, Cotonou to Cape Town.

And in that story, access to fair financing—without unreasonable barriers—is a chapter we’re proud to help write.

Final thoughts

Supporting startups isn’t charity. It’s strategy. Because the next generation of businesses—the ones that will shape Africa’s economy—aren’t waiting for perfect conditions. They’re building now, with what they have.

By Ago Abel

When we started LELEADER GROUP in Benin, we didn’t set out with a map in hand, plotting dots across borders.

We began locally—working with nearby partners, listening to community needs, building trust one project at a time. And slowly, sometimes unpredictably, opportunities began to pull us outward.

Today, we operate across 18 countries, with supply chains, trading relationships, logistics corridors, and business development partnerships extending from West Africa to Southern Africa and even into Asia. It’s not just a point of pride—it’s a reflection of how interconnected the world has become.

But perhaps more importantly—it’s a lesson in adaptability.

A patchwork, not a blueprint

Each country we serve has its own rhythm. Trade norms. Border protocols. Cultural expectations. What works in the Port of Cotonou might not work the same way in Kinshasa, or in Windhoek, or in Lusaka.

Let me be honest—it took us a while to adjust. In the beginning, we assumed success in one country could be duplicated copy-paste elsewhere. That didn’t hold up.

Take DRC, for instance. Our logistics operations there required a completely different staffing model. Infrastructure is improving, yes, but the challenges of road access, customs harmonization, and even fuel supply meant we had to be more flexible. More patient. More present.

Or in Namibia—where our expansion through Leleader Business Namibia has focused heavily on localized sourcing and staff development. There’s a premium there on accountability and legal clarity, which we’ve come to appreciate deeply.

So while we can say “we’re in 18 countries,” the truth is—we’re in 18 different conversations. And we treat each accordingly.

Why we expanded

The obvious reason? Demand. As our trading and logistics networks grew, clients asked for support in new regions. If a Cotonou-based company wanted to export to Botswana, we didn’t want to say, “sorry, that’s outside our scope.”

But beyond that, we expanded because of relationships. Sometimes a single trusted partner opens the door to a new country. Sometimes a local entrepreneur brings us in on a pilot project that grows unexpectedly. We don’t always lead the expansion—sometimes we follow.

That humility has served us well.

What it means to operate across borders

Working in 18 nations means:

Navigating 18 sets of regulations

Managing multiple currencies and FX risk

Hiring and training across different legal systems

Understanding logistics pain points unique to each region

And yes, learning to communicate across languages, customs, and time zones

It’s a lot. But it’s also what makes the work meaningful. We don’t believe in a “one-size-fits-all” model. We believe in contextual thinking—and that’s something we try to bring to every project.

Anchoring in Benin, staying global

No matter how far we grow, our roots stay in Benin. That’s where LELEADER began, and it’s where much of our strategy is still shaped. But that doesn’t mean we operate in isolation.

Being nominated for the 2025 Go Global Awards, taking place this November in London and hosted by the International Trade Council, has reminded us of the scale of what we’re part of. This isn’t just about awards. It’s about joining a global network of businesses that are solving real problems—across continents, sectors, and cultures.

It’s a gathering of peers, not competitors. A place to share ideas. And maybe, to map out the next 18 countries—together.

What’s next?

We don’t have a fixed goal of “how many countries” we should be in. That’s not the point.

Our focus is impact. Efficiency. Reliability. If entering a new region helps us serve better—whether in trading, logistics, manufacturing, or finance—we’ll explore it. If not, we’ll stay where we can make the most difference.

But one thing is clear: operating across Africa and beyond has taught us that regional trade is not theory. It’s real. It’s active. And it’s full of potential.

Our job is to keep building the bridges that make it possible.

A few of the countries we currently operate in:

Benin

Nigeria

Ghana

Togo

Côte d’Ivoire

Senegal

Democratic Republic of Congo

Republic of Congo

Cameroon

Namibia

Zambia

South Africa

Angola

Morocco

China

India

UAE

France

Each has a story. Each has shaped who we are.

By Ago Abel

There’s a tendency, especially among outsiders, to view Africa’s manufacturing potential in narrow terms—raw materials, extractives, maybe textiles. But sometimes the most transformative industries are the simplest. Everyday products. Products like soap and paper.

At LELEADER GROUP, we’ve spent a good part of the last decade observing and engaging with these sectors. Not because they’re trendy, but because they’re essential. And perhaps overlooked.

Let’s start with soap.

Cleanliness. Hygiene. Dignity. The value of soap goes far beyond its price tag. In regions where water access is uneven and healthcare stretched thin, access to affordable, locally produced soap can make a measurable difference in public health.

Years ago, we started supporting a small soap production unit under our consumer goods division. At first, the goal was modest—create employment, offer a low-cost hygiene option to rural communities, and reduce import reliance. But the demand surprised us.

Markets in Parakou, Porto-Novo, and even cross-border towns in Nigeria started asking for more. Why? Because it was familiar. It smelled right. It worked. And it was available.

That last part is key. Imported soap often gets held up at ports, or becomes unaffordable when foreign exchange rates swing. Local production, even if imperfect, offers consistency. And consistency builds trust.

We’re now seeing a quiet revolution—small and medium producers investing in semi-automated equipment, training staff, experimenting with natural oils and fragrances. Some even tackling eco-packaging. The industry isn’t massive yet, but it’s gaining depth.

And with it, jobs. Especially for women.

One of our factory partners outside Cotonou employs mostly women—many of whom were previously informal traders. Now, they have stable income, skills they can take elsewhere if needed, and a sense of ownership. That matters.

Now, paper. A bit more complicated.

Africa consumes a lot of paper. But produces relatively little. Most paper—especially printing and packaging material—is still imported from Asia or Europe. That’s slowly changing.

In Benin and neighboring countries, we’re starting to see renewed interest in domestic paper production. The drivers? Rising import costs, a growing e-commerce packaging sector, and rising awareness of recycling potential.

At LELEADER, through our logistics and trading services, we’ve been supporting a few pilot programs—converting post-consumer waste into pulp, trialing small-scale local paper mills, working with urban waste cooperatives.

It’s early. Sometimes frustrating. Machinery breaks. Yields are inconsistent. But the opportunity is there. Schools need exercise books. Businesses need packaging. Governments need forms. And increasingly, they want affordable and local.

We’ve also started sourcing paper machinery from India—more affordable and simpler to maintain than some European models. Again, not flashy. But practical. That’s what will grow this sector. Not one giant factory, but dozens of smaller, resilient ones.

So, where does it go from here?

I think—slowly. Realistically. These industries won’t become headline-grabbers. But they’ll quietly power employment, reduce import dependency, and build industrial literacy.

And it’s not just about production. It’s about systems. Logistics to move raw materials. Finance to scale operations. Regulation that encourages local content.

That’s the space where LELEADER operates. Not just as a producer or trader—but as a builder of frameworks.

And it’s that systems-thinking approach that earned us a nomination for the 2025 Go Global Awards, taking place this November in London. Hosted by the International Trade Council, the event brings together companies solving problems in practical, scalable ways.

To us, it’s more than an award. It’s a moment to step into global conversations about industry—not from the sidelines, but as contributors. Africa has manufacturing insights the world can learn from. Truly.

And yes, we’re proud to bring a perspective shaped in Benin to that stage.

If you’re reading this as an entrepreneur, a policymaker, or simply a curious observer—here’s what I’d offer:

Don’t underestimate the impact of the everyday. Soap and paper may seem small, but they touch lives in profound ways.

And in building these industries, we’re not just creating jobs. We’re building supply chains, teaching factory skills, shifting mindsets—from consumer economies to productive ones.

By Ago Abel

In today’s global economy, sourcing has become both simpler and more complex.

Simpler, because the internet has brought product catalogs, price lists, and suppliers just a few clicks away. More complex, because behind those clicks are layers of logistics, negotiation, quality control—and trust. And trust doesn’t come with a tracking number.

At LELEADER GROUP, based in Benin, we’ve spent the past few years deepening our trading services—especially sourcing quality products from Asia. It’s not a new concept, of course. Many African companies source from China, India, Vietnam, or Indonesia. But we’ve learned that it’s not just about what you source—it’s about how you do it.

Let me explain.

The real cost of a cheap product

One of the biggest pitfalls we’ve seen is businesses chasing the lowest possible price. That sounds rational. But in practice, it can be risky. A cheaper product may come with hidden costs—shorter shelf life, inconsistent quality, packaging issues, or worse, shipment delays due to miscommunication.

I remember a client in Cotonou who ordered bulk electrical fittings from a new supplier in Guangdong. On paper, the deal was perfect—low price, fast delivery, reasonable terms. But when the cargo arrived, 40% of the units didn’t meet basic safety standards. Fixing that cost them time, money, and customer trust.

We don’t share this to scare anyone off. Quite the opposite. We believe Asia remains a powerful source of affordable, high-quality goods. But it takes structure. Experience. And yes, patience.

Due diligence isn’t optional

When LELEADER enters a sourcing agreement, we begin with verification. Is the supplier real? Have they delivered consistently in the past? Do they understand the regulations required in West African markets?

We work with on-ground sourcing agents—people who’ve built relationships with manufacturers and can inspect facilities directly. That small step, though it adds a little time upfront, has saved us from massive headaches.

In one case, a supposed “factory” turned out to be a trader without any manufacturing capacity. That might have been fine—had they been honest. But we caught it early and moved on.

Language and cultural understanding matter

A lot of sourcing issues aren’t technical—they’re linguistic or cultural. A “yes” doesn’t always mean “yes, exactly like that.” It might mean “yes, I understand your request,” or “yes, we’ll try.”

That’s why we always insist on product samples. Physical samples, ideally. And we document everything: materials, specifications, color codes, dimensions. Ambiguity is the enemy of good sourcing.

It helps that our team includes people fluent in French, English, and Mandarin Chinese. Not just for translation—but for nuance. A well-timed question, asked in the right tone, can clarify a misunderstanding before it becomes expensive.

Consolidated shipments and supply chain thinking

Another key factor in sourcing from Asia is freight consolidation. Instead of shipping small loads from multiple factories, we often consolidate at a central warehouse near the port—usually in Shenzhen, Shanghai, or Mumbai—then move a single container to Cotonou or Lomé.

This reduces shipping costs, simplifies customs paperwork, and improves predictability.

But it requires tight coordination. We use a combination of ERP tools, freight tracking software, and old-fashioned checklists to make sure each box, pallet, and container is where it needs to be. Not everything needs to be high-tech. Sometimes a good checklist does more than a dashboard.

Adapting to new sourcing trends

In recent months, we’ve seen more African businesses ask for alternatives to China—sometimes due to rising costs, other times due to geopolitical shifts. That’s where suppliers in Vietnam, Malaysia, and even Bangladesh are stepping up.

We’ve helped clients source textiles, solar panels, and hygiene products from these markets—with careful vetting and local inspections.

It’s a changing world. And those who stay flexible—not just in sourcing, but in mindset—tend to adapt better.

The bigger picture

We don’t see sourcing as a transaction. We see it as a link in the broader chain of development. When we bring quality, affordable goods into West Africa—products that support hospitals, schools, SMEs—we’re not just trading. We’re enabling growth.

This philosophy is what earned LELEADER GROUP a nomination for the 2025 Go Global Awards, to be held this November in London by the International Trade Council. It’s a recognition, yes—but more than that, it’s a reminder that what we build here in Benin is part of a larger conversation.

The Go Global Awards bring together builders, exporters, risk-takers, and visionaries from across the world. It’s not just a ceremony. It’s a working space—a gathering of people who believe that business can drive impact across borders.

And we’re proud to be part of it.

Final thoughts

If you’re a business looking to source from Asia, here’s what I’d suggest:

Know what you want. Be precise.

Work with people who’ve done it before.

Invest in verification, not just speed.

Stay curious about new markets.

And never forget: the cheapest product is not always the best value.

By Ago Abel

Let’s be honest—investment in West Africa can feel complicated to outsiders. Sometimes even to insiders. The potential is massive, yes. But so are the unknowns.

As someone who’s both raised capital and worked with dozens of early-stage ventures through LELEADER GROUP in Benin, I’ve come to recognize certain patterns—what makes a business attractive to investors here, and what raises red flags. And while no two deals are ever exactly the same, there are a few recurring things that smart investors quietly (and not-so-quietly) look for.

1. Clarity beats charisma.

It’s easy to get caught up in the excitement of a passionate founder, especially when the product is innovative. But what impresses investors more than a smooth pitch is clarity—clear numbers, clear structure, clear thinking.

Can you explain your model in two minutes, without slides? Do you know your margins? Your customer acquisition cost? These things matter more than buzzwords. Investors aren’t looking for perfection. They’re looking for founders who know their terrain.

I’ve seen founders in Cotonou and Lomé raise more interest with a handwritten sheet of metrics than others did with a professionally produced video. Why? Because the numbers were honest—and the person knew exactly what they meant.

2. Contextual scalability matters.

“Scalability” is a word investors love. But in West Africa, it needs context. A model that works in Lagos might not work in Niamey. What investors really want to know is: can your idea grow sustainably within the ecosystem you're in?

We once advised a social enterprise producing affordable hygiene products in rural areas. Their growth was never going to look like a tech startup—but the demand was real, the margins solid, and the impact measurable. That’s scale too—just a different shape.

Investors here appreciate when a founder isn’t just chasing size, but building a business that fits local realities—distribution challenges, currency risk, regulatory quirks included.

3. Team trumps idea. Always.

I’ve had investors tell me they’d rather back a B+ idea with an A+ team than the other way around. That’s especially true in unpredictable markets. What they want to see is resilience. People who’ve weathered storms, pivoted when needed, and built trust with their communities.

In our work at LELEADER GROUP, when we evaluate startups to partner with or support, we ask: How does the team handle setbacks? Do they communicate? Are they coachable? Do they listen?

Because the truth is—most early business models need to evolve. It’s the people who make that evolution possible.

4. Good governance still matters.

This one often surprises younger founders, but it’s key. Investors want to know that a company is structured properly. Is the business registered? Are contracts signed properly? Are you separating personal and company finances?

It may feel like paperwork—but this is what signals professionalism.

And this isn’t just about impressing foreign investors. Even regional funds are becoming stricter. We’ve seen promising ventures lose out on funding simply because they didn’t keep proper financial records.

One thing we recommend is building light governance early on. A small advisory board. Regular reporting. Even informal mentorship. These steps build discipline—and confidence.

5. Relationships lead to capital, not the other way around.

There’s this idea that if you get in front of the right investor, everything changes. Maybe. But more often, the investors who write checks are the ones who’ve followed your journey for months—or years.

Which is why founders should focus less on “pitching” and more on building long-term trust. Attend events. Stay in touch. Share updates—even small ones.

At LELEADER, we’re constantly having quiet conversations—introducing people, advising on early structure, helping ventures get investor-ready. Because sometimes it’s not about who has money. It’s about who believes in your capacity to grow.

And that belief builds over time.

This brings me, naturally, to the 2025 Go Global Awards, hosted this November in London by the International Trade Council. LELEADER GROUP is proud to be a nominee this year. And to be honest, it’s less about the award itself and more about the kind of room we’ll be in—full of people who understand how hard this work can be, and how powerful it becomes when done well.

The Go Global Awards are not just recognition—they’re a platform. A space for global investors and operators to meet, share, challenge each other. It’s where ideas get refined and, sometimes, capital finds its way to places it wouldn’t otherwise reach.

So if you’re a founder in West Africa—or thinking about becoming one—remember this:

Start with clarity. Build trust. Know your numbers. Focus on people. Don’t chase capital. Build something worth investing in, and the capital will chase you.

And if you’re an investor looking toward Africa, keep this in mind: the opportunities here are real. But they take patience. Partnership. And a willingness to listen before acting.

By Ago Abel

Moving goods across borders should be straightforward, in theory. You have documents, you pay duties, and your shipment arrives. But anyone working in international trade—especially in West Africa—knows how far reality can drift from that ideal. Customs clearance, in particular, is where delays happen, costs balloon, and trust gets tested.

At LELEADER GROUP, based in Benin, we’ve spent years navigating the complexity of cross-border logistics across more than a dozen African countries. From tiny inland checkpoints to congested port terminals, we’ve seen how the smallest paperwork error can grind an entire supply chain to a halt.

But we’ve also learned a few things that help.

1. Never assume requirements are the same across borders.

It sounds obvious, but too many companies—especially first-time exporters—treat regional customs systems as interchangeable. They’re not. Côte d’Ivoire doesn’t work like Ghana. Togo doesn’t work like DRC. Even within the same regional economic zone, differences exist in what’s required, how it's submitted, and how long it takes.

We maintain a living document that maps the clearance requirements for each country we operate in. It’s not perfect—it changes often—but it gives our teams a starting point. And that saves hours of last-minute stress.

2. Local relationships matter more than digital systems.

Many customs authorities across West Africa have embraced digital clearance platforms, which is a good thing. But digital systems don’t eliminate the human layer—they just reorganize it. And if you don’t have someone on the ground who understands how to navigate that human layer, you’re still stuck.

We’ve worked with local customs brokers in nearly every country where we ship. Not just licensed brokers, but reliable ones—people who pick up the phone, tell you when a new policy is coming, and are honest about the likelihood of delay. Those relationships are as valuable as any software we’ve ever paid for.

3. Pre-clearance reduces risk.

Whenever possible, we encourage clients to go through pre-clearance—submitting documents for review before the cargo even moves. It’s not always available, but when it is, it can shave days off a process. If something is missing or needs clarification, you deal with it before the truck or container arrives at the border, not after it’s already sitting in the sun waiting.

In one instance, we helped a client exporting processed shea butter from Benin to Ghana. Pre-clearance identified an error in the certificate of origin that could’ve cost them an extra 12% in duties. That correction took 24 hours to fix in advance. If we’d waited until inspection, it could’ve taken 10 days.

4. Don’t underestimate packaging requirements.

Customs officers inspect not just documents, but the physical state of goods. Damaged packaging can lead to rejections, fines, or forced re-labeling. We’ve seen shipments returned over something as minor as an unclear expiry date or incorrect lot number format.

We now include a customs compliance review in our packing checklist: Are labels legible? Is the product code aligned with the invoice? Is the packaging durable enough to withstand multiple handling points?

These may sound like small things, but they build up—and they build trust with customs agents over time.

5. Prepare for unpredictability.

Even when you do everything right, things go wrong. A system glitch. A sudden change in inspection priorities. Or just plain randomness. Once, we had a shipment held for three days because the customs official assigned to review it was on leave. No backup had been assigned.

That’s why buffer time is built into every schedule. We never promise just-in-time delivery unless we have complete control of the supply chain—and even then, we caution clients to prepare for slight delays.

It’s also why we keep someone physically present at critical checkpoints. Not always possible, but when we can, we send a LELEADER rep to monitor clearance in real-time. The ability to intervene quickly can mean the difference between a minor delay and a missed contract.

6. Transparency keeps everyone aligned.

We’ve made it a habit to communicate clearly with our clients and partners throughout the customs process. If a document is missing, we say so. If a border is unusually congested, we let them know. We don’t pretend everything is fine when it’s not—and over time, clients appreciate that honesty.

One thing we’re exploring more deeply now is providing customs training to small exporters. Many local businesses in Benin have great products but are intimidated by cross-border rules. We think there’s an opportunity here—not just to move goods, but to empower people.

And empowerment, to us, is the foundation of real logistics growth.

That belief is part of what we’ll be bringing with us to the 2025 Go Global Awards, hosted this November in London by the International Trade Council. As nominees, LELEADER GROUP is proud to represent not just Benin, but the broader African business community that continues to build smarter, faster, and more resilient systems.

The Go Global Awards aren’t just about achievement—they’re about exchange. An opportunity to share what we’ve learned in our context, and to learn from others tackling different but equally complex challenges. It’s an ecosystem of experience, and we’re honored to be part of it.

At the end of the day, customs clearance isn’t just about forms. It’s about understanding systems, building trust, and accepting that even the most efficient process needs a human behind it.

By Ago Abel

When people talk about ESG—Environmental, Social, and Governance—it often sounds a bit abstract. A checklist. A set of boxes to tick so a company looks good in reports. But for us at LELEADER GROUP, based in Benin, ESG is something more grounded. More immediate. Something we live, not just announce.

We didn’t set out to “do ESG.” It didn’t start with a strategy paper. It started with questions from the ground.

Why are so many girls missing school during their period?

Why are basic school supplies still out of reach for some communities?

Why are small clinics struggling to get cleaning products on time?

Each time we came across a gap like this, we didn’t wait for a donor. We asked ourselves: What can we do, realistically, with what we have?

That approach has shaped our community development efforts over the years.

One of the initiatives I’m most proud of is our reusable menstrual pad program, developed in partnership with local NGOs and health educators. It sounds simple—just a hygiene solution. But the ripple effects have been powerful. Girls who used to miss school several days each month now attend regularly. Some of them have started clubs to educate their peers about reproductive health. Others have become peer trainers.

That’s not charity. That’s dignity in action.

In another area, we looked at the issue of lighting and mobility for students in rural areas. Too many children were walking to school in the early hours, often in poor visibility, and then returning home after dark. Our solution? Solar-powered school bags. They store light during the day, and turn into mini lanterns at night. Again, not high-tech. But effective.

These are the kinds of interventions we believe make a lasting difference. Not massive projects. But practical, scalable ones—ones that treat communities not as recipients, but as collaborators.

And sometimes, the best thing we can offer isn’t a product—it’s logistics.

We’ve used our shipping arm to deliver donated school materials to hard-to-reach villages. Or to move medical supplies during crises when other transport options failed. We don’t always announce it. We just do it. Because if our trucks are running and there’s space, why not use it for good?

Of course, this doesn’t mean we get everything right. We’ve made mistakes. We’ve launched programs that didn’t take off, or that didn’t scale the way we hoped. Sometimes a community’s needs change faster than we can adapt. And sometimes, to be honest, we didn’t ask the right people for input soon enough.

But the intention has always been to learn and improve.

That’s where the “G” in ESG—governance—comes in. It’s not just about compliance. It’s about accountability. It’s about asking: Who’s at the table when we make decisions? Are we building processes that include more voices—not fewer?

That principle now guides how we engage with our regional teams, especially in our expansion markets like Namibia and the DRC. We try, wherever possible, to hire locally, to promote from within, and to keep listening, even after a project launches. ESG, in our experience, works best when it’s embedded—not outsourced.

This year, as LELEADER GROUP prepares to attend the 2025 Go Global Awards in London—hosted by the International Trade Council—we’ll be sharing these experiences with peers from around the world. We’re proud to be nominees. But more than that, we’re proud to represent the idea that responsible business doesn’t have to be complicated.

The Go Global Awards are more than an event. They’re a gathering of thinkers and builders. People asking, not just “how do we grow?”, but “what kind of growth matters?”

For us, that question circles back to community.

Because if our growth doesn’t lift others along the way, what’s the point?

So yes, we’ll keep tracking our emissions. Yes, we’ll improve transparency in our operations. But we’ll also keep asking those smaller, harder-to-measure questions: Who’s benefitting? Who’s still left out? And what can we, today, with the tools we already have—do to fix it?

That’s what ESG means to us.

 By Ago Abel

Private equity sounds exciting when you hear about it from afar. Bold investments. Big exits. Fast growth. But when you’re in the middle of it—especially in emerging markets like Benin and across Africa—the story isn’t quite so glamorous. It’s slower. More uncertain. And, at times, deeply personal.

At LELEADER GROUP, we’ve learned to see private equity not as a gamble but as a long-term relationship. One that requires patience, trust, and a tolerance for discomfort. Because while the upside is real, the risk isn’t abstract—it lives in the details.

Let me explain.

When we evaluate a potential investment, we’re not just looking at spreadsheets. Of course, the numbers matter—cash flow, margins, debt load. But so does everything else: the personality of the founder, the unspoken tensions in the team, the supply chain fragility no one mentions in the pitch. Those “soft” things? They’re usually the ones that come back to bite—or to reward—you later.

One case comes to mind.

A few years ago, we met a small manufacturing company producing eco-friendly packaging. The margins were tight. Their processes were scrappy, but the founder was clearly onto something. The market need was there. So were the early orders. But their books were messy, and they didn’t have much of a digital backbone.

A traditional investor might’ve walked away. Too risky. Too unpolished. But we didn’t. We saw value beyond the balance sheet. We structured our support carefully—partial equity, some convertible debt, and operational involvement. It wasn’t smooth sailing. At one point, they almost lost a key client due to production delays. But they pulled through. Today, they’re supplying to regional chains and looking at expansion beyond Benin.

That’s the kind of reward you can’t quantify on day one. It takes time to surface.

Still, we don’t romanticize risk. We’ve seen ventures fail, too. Even with effort. Even with goodwill. Sometimes it’s due to policy shifts, sometimes due to unforeseen shocks—like a pandemic, or an investor pulling out. And sometimes, honestly, it’s just poor execution. You can plan all you want, but business doesn’t always cooperate.

So how do we balance it?

First, we diversify. Not just across industries, but across stages of growth. Some of our portfolio companies are still in their early hustle phase—figuring out their market fit, juggling multiple roles. Others are more mature, with steady contracts and repeat clients. Spreading our bets helps reduce exposure to any one sector’s volatility.

Second, we stay close. Passive investing doesn’t work well in environments where unpredictability is baked in. We roll up our sleeves. Join strategy calls. Help fix sourcing issues. In some cases, we even step in temporarily to support a missing function—like accounting or logistics.

It’s hands-on. Sometimes too hands-on. But in these markets, capital alone isn’t enough. Founders need support. And context. And someone who won’t disappear when the first fire breaks out.

Third, we remain flexible. That might sound vague, but it’s crucial. We’ve adjusted repayment schedules midstream. We’ve restructured deals to allow for reinvestment instead of early returns. We’ve postponed board decisions because the founder was dealing with family issues. These things don’t show up in financial models. But they shape the outcome, more often than you’d think.

Of course, not everyone appreciates this approach. Some peers say we’re “too close” to our investments. That we should keep more distance. Maybe they’re right—in some cases. But for us, it’s a matter of values. If we’re in, we’re in.

And as we look ahead, we’re not just thinking about returns. We’re thinking about ecosystem building. What role can our investments play in strengthening local supply chains? In creating jobs? In fostering resilience in overlooked sectors?

That broader lens is part of what we’ll be taking with us to London this November, where LELEADER GROUP is proud to be a nominee at the 2025 Go Global Awards, hosted by the International Trade Council. It’s an event that brings together companies from around the world—each navigating risk in their own context, each shaping their industries in some way.

It’s not just an awards show. It’s a space for new conversations. For rethinking how we define value. For asking whether growth has to come at the cost of stability, or whether we can have both—if we build it right.

And maybe that’s the real heart of our approach to private equity: we invest in possibility. Not blindly. Not recklessly. But with clear eyes and open hands. And a willingness to walk alongside people doing the hard work of building, often without a safety net.

By Ago Abel

Entering a new country is never just about business. It’s about understanding nuance. It’s about listening more than assuming. And it’s about learning how to operate without trying to replicate everything from home. That was our mindset when LELEADER GROUP made the decision to launch operations in Namibia.

At first glance, Namibia and Benin may seem worlds apart. The geography is different. The pace, the systems, the culture—even the climate. Where Benin is coastal and humid, Namibia is dry, vast, and sparsely populated. But that contrast didn’t deter us. In fact, it’s part of what drew us in.

We saw potential in the Namibian market—not just because of its strategic location, but because of the way its economy is evolving. The country has a relatively strong infrastructure base, growing ports like Walvis Bay, and a well-established legal framework. It’s also increasingly acting as a gateway to southern Africa, especially for landlocked neighbors like Botswana and Zambia.

But this wasn’t just a logistical play.

We believed that our experience in building distribution networks across challenging terrain could bring real value. The kind of value that goes beyond transactions. So, when we formed Leleader Business Namibia (LBN), it wasn’t with a plan to simply export products and sell. It was with a vision to invest in local partnerships, understand regional needs, and adapt our operations accordingly.

Our first few months were quiet. Purposefully so.

We didn’t start with a ribbon-cutting ceremony. We didn’t flood the market with advertising. We sent a small team—people with field experience, not just head office credentials—and we listened. To vendors. To logistics operators. To regulators. Even to competitors.

What we heard confirmed what we suspected. There’s a growing appetite in Namibia for reliable B2B supply chains. For consumer goods delivered on time, in full. For partnerships that aren’t extractive, but rooted in mutual benefit.

We began by focusing on basic supply distribution—cleaning supplies, hygiene products, packaging materials—especially for the hospitality sector and small retailers. We found that many businesses were overpaying for imported goods or dealing with erratic delivery schedules. We didn’t need to undercut. We just needed to show up. And do it consistently.

That’s really been the key. In every new market we’ve entered, trust has come first. Then volume. Not the other way around.

One of our early partners in Windhoek—a woman who ran a small hotel supply business—told us something I won’t forget. “You’re the first distributor who returned my call after delivery. Not to sell me more, but to check if what you sent was right.” It was a small gesture. But it built something. Maybe not loyalty overnight, but certainly curiosity. And that matters in the early days.

Of course, we’ve hit bumps.

Customs procedures weren’t what we expected. Our standard packaging didn’t hold up well in the hot, dry climate. And our assumption about warehousing costs turned out to be a bit optimistic. But we adapted. Because if you want to build something real, you have to bend before you break.

What’s surprised me most, though, is how natural the connections have felt. Despite the distance, there’s a shared entrepreneurial spirit between Benin and Namibia. Both countries are full of people finding clever ways to navigate difficult systems. And both have young populations hungry for opportunity.

This November, LELEADER GROUP will be heading to London for the 2025 Go Global Awards, where we’re honored to be among the nominees. The event, hosted by the International Trade Council, isn’t just about accolades. It’s a forum for open exchange. A gathering of businesses from around the world who are asking similar questions—How do we grow without losing our identity? How do we expand across borders with humility, not arrogance?

Our Namibia story is one we’ll be taking with us.

Because it represents a kind of growth we believe in. Not hyper-growth. Not growth at any cost. But considered, collaborative, sustainable progress. The kind of expansion that listens before it acts, and integrates before it scales.

Looking ahead, we’re planning to deepen our roots in Namibia. We’re exploring co-investment with local partners in small-scale warehousing. We’re reviewing how to align with national development priorities. And we’re slowly building out our logistics capabilities—connecting inland towns that often get left out of the bigger supply chain conversation.

Namibia isn’t just another pin on a map for us. It’s a proving ground. For new ideas. For slower, smarter growth. For partnerships that don’t just cross borders—they share responsibility.

I don’t know what LBN will look like in five years. That’s the truth. Maybe it’ll be a hub for southern Africa. Maybe it’ll evolve into something we haven’t imagined yet. But what I do know is that we’ll keep showing up—with open eyes, steady hands, and the belief that growth isn’t just about numbers.

Factories aren’t glamorous. Not usually. They’re noisy, practical, and a bit chaotic if you walk in unannounced. But if you stop to really look—to pay attention to the process—you start to see something else. A rhythm. A kind of coordination that, when it works well, feels almost like choreography.

That’s what I feel every time I step into LRI.

LRI is one of LELEADER GROUP’s consumer goods divisions based in Benin. The full name? Leleader Resources Industries. But internally, we just call it LRI. It’s where a big part of our local manufacturing capacity lives—soap, bottled water, tissue paper, packaged condiments, and more.

I’ll be honest—when we first launched this operation, we didn’t know exactly how fast it would grow. Manufacturing isn’t easy in West Africa. Access to quality machinery, consistent electricity, raw materials, skilled labor—it all comes with its own set of challenges. And we’ve faced them all.

But we started anyway. Because we believed in the idea that locally made goods could match—or even exceed—the quality of imports. And that if we did it right, we’d not only serve a growing consumer market but also build something that created jobs, sparked pride, and stayed rooted in Benin.

So, how does it all work inside LRI?

Production starts early. Teams arrive before 7 a.m., gear up, review safety protocols, and check their machines. Whether it’s batching soap or filling sachets of water, every process has its own checks, balances, and tempo.

Take our tissue paper line, for example. It begins with large rolls—imported pulp, carefully sourced—fed into converting machines that cut, emboss, and roll the sheets into consumer-ready formats. From there, a second team takes over for quality control. Does the packaging seal properly? Are the sheets consistent? Is the branding aligned?

At full capacity, we process over 20,000 packs per day.

That might sound like a lot—and it is—but every one of those packs is destined for a local shelf. A market stall. A rural shop. A school. A small restaurant. And knowing that gives the work meaning.

There’s a constant push for balance. We want to automate where it makes sense—but we also want to employ people. So our model is hybrid. Machines for consistency, humans for precision and adaptability. I still believe no algorithm can replace the instincts of an experienced production worker who knows when a batch just doesn’t “feel” right.

One of our packaging leads, Thérèse, has been with us from the start. She doesn’t use many fancy words. But she can spot a defective seal before the machine even finishes the job. That kind of expertise? You can’t train it overnight. It comes from care.

And care matters.

Because consumer goods aren’t just products—they’re part of daily life. If we get it wrong, someone notices. If we get it right, they trust us again tomorrow.

We’ve also invested heavily in local sourcing where possible. Palm oil from within Benin. Water purification inputs from regional suppliers. It’s not always the cheapest route—but it creates ripple effects. When one factory buys local, it supports farmers, transporters, small service providers. It builds an ecosystem.

Now, I won’t pretend everything is smooth. We’ve had delays. Machinery breakdowns. Packaging misprints. Once, a full shipment of labels arrived in the wrong language. Mistakes happen. But we own them, fix them, and move forward. That’s just part of running a real operation.

This year, as we prepare to join the 2025 Go Global Awards in London—hosted by the International Trade Council—we’re taking stories like these with us. Not because they’re perfect, but because they’re honest. Because they show that even in a tough environment, with limited resources, real manufacturing can thrive.

The Go Global Awards aren’t just about winning. They’re about being seen. Being heard. Sharing lessons, failures, successes. We’re proud that LELEADER GROUP, from Benin, is among the nominees. And we’re looking forward to connecting with others who know what it’s like to build from the ground up.

Inside LRI, there’s still plenty of work to do. More lines to optimize. New products to launch. Better systems to adopt. But the foundation is there. And every day, I see the people who are making it stronger.

If you’ve never visited a factory in West Africa, I’d encourage you to try. You might not find glossy brochures or perfectly staged photos—but you’ll find real people, real progress, and real ambition.