#leleadergroup

By Alban Ago

When I think back to the earliest days of LELEADER GROUP here in Benin, what I remember most vividly isn’t a number or a strategy. It’s the noise. The noise of uncertainty, of half-formed ideas, of inspiration crashing into hesitation. There were more questions than answers.

In those early years, I read everything I could get my hands on. Sometimes the material was directly relevant—supply chains, infrastructure, finance. But other times, it was just… perspective. A fresh lens. A new way to think about the same old problems.

Today, as we build across Africa, expand into new markets, and prepare to attend the 2025 Go Global Awards this November in London—hosted by the International Trade Council—I’m often asked: what should young African entrepreneurs be reading? Or listening to?

So here’s a list—not definitive, not overly academic, just honest recommendations that have helped us think sharper, act braver, and stay grounded.

Books We Keep Coming Back To

1. The Lean Startup by Eric Ries

Yes, it’s been mentioned a thousand times. But it’s popular for a reason. In a market like ours where funding is limited and feedback is immediate, the idea of testing small, learning fast is golden.

2. Africa Rise and Shine by Jim Ovia

Written by a Nigerian banking tycoon, this book captures what it really means to build big and bold on African soil. There's no sugarcoating—just straight stories from someone who’s walked the road.

3. Let My People Go Surfing by Yvon Chouinard

It’s not about Africa or logistics, but about values-based leadership. As we evolve LELEADER’s identity, this book reminded us that how you grow matters as much as how fast.

4. The Prosperity Paradox by Clayton Christensen

This one flipped how I see development. It argues that the most sustainable innovation often starts with market-creating products, not charity or aid. If you’re building for underserved consumers, this is a must-read.

5. Africa’s Business Revolution by Acha Leke, Mutsa Chironga, Georges Desvaux

It’s practical, continent-specific, and filled with case studies. If you want to see where opportunity is, and what’s working in the real world, start here.

Podcasts That Make Us Stop and Think

1. Afrobility

Two Nigerian hosts break down the African tech ecosystem—startups, funding rounds, trends, missteps. It’s honest, thoughtful, and relevant.

2. How I Built This

A global podcast, yes. But it offers timeless lessons in grit, serendipity, and growth. And the host, Guy Raz, has a way of pulling out the chaotic middle of the founder’s journey.

3. The Flip

Sharp insights into African innovation, especially the stuff that doesn't make headlines. It challenges assumptions and goes beyond the surface.

4. Masters of Scale

From Reid Hoffman, co-founder of LinkedIn. Big ideas. Big guests. And often, surprisingly applicable to African founders who think globally.

5. She Leads Africa

If you're a female founder—or simply want to understand the challenges and triumphs of African women in business—this podcast is inspiring, actionable, and long overdue.

Why It Matters

You might wonder: why does LELEADER, a company with teams in logistics, real estate, and manufacturing, care about podcasts and reading lists?

Because we know ideas compound. One article, one quote, one insight—read at the right moment—can shift an entire strategy. Or at least how you show up as a leader.

It’s not about copying what others have done. It’s about finding mental models that help you tackle your own problems with clarity and conviction.

As We Head to London

This year, as LELEADER GROUP represents Benin at the Go Global Awards, we carry not just our projects and milestones—but the mindsets that shaped us. This isn’t just an awards ceremony. It’s a gathering of leaders, risk-takers, and thinkers from around the world.

If you're an African entrepreneur—whether in year one or year ten—I encourage you to listen widely. Read generously. Stay curious.

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 Alban Ago

It used to be simple. You’d plan a construction project, set a timeline, and trust the weather to more or less cooperate. But not anymore.

At LELEADER GROUP, based in Benin, we’ve seen how shifting weather patterns and climate unpredictability are no longer occasional inconveniences. They’re structural risks. Especially in construction.

Torrential rains that arrive weeks earlier than expected. Prolonged dry seasons that crack newly laid concrete. Coastal projects where rising water tables surprise even the most experienced engineers. These aren’t abstract climate models. These are our job sites.

We’ve learned—sometimes the hard way—that climate adaptation isn’t a future issue. It’s a present one. And if you build in Africa, or anywhere really, you either adapt… or you repair.

Lesson 1: Site selection now includes climate mapping

When evaluating land for an industrial park in Allada, we used to focus on access to roads, proximity to utilities, and soil composition. These things still matter, of course.

But today, we also study rainfall intensity trends, floodplain projections, and wind data over time. Not because we want to seem progressive, but because our margins depend on it.

In one case, we adjusted the layout of an entire facility after seeing satellite data showing increased runoff in one zone. We avoided a future drainage nightmare.

Lesson 2: Traditional materials may not hold up

We had a warehouse in northern Benin where the standard roofing solution worked well for years—until an extreme heat wave warped the panels. The fix wasn’t cheap. Nor was the lesson.

Since then, we’ve invested more in composite materials, heat-resistant sealants, and even green roofing elements that reduce ambient temperature.

Yes, they cost more up front. But when you factor in repairs, delays, and replacement? Adaptation pays.

Lesson 3: Schedules can’t be rigid

Weather delays have always existed. But now they’re less predictable. A dry season isn’t guaranteed. A light rain can turn into flash flooding with no warning.

So we’ve built more flexibility into our project plans. Contractors know this. Clients are informed. Teams are trained to move resources around quickly.

It’s not about being inefficient. It’s about being realistic. Rigid plans break. Adaptive ones bend.

Lesson 4: Communities are part of the climate story

In several of our construction projects, especially near rural communities, we’ve seen how land use changes—like deforestation—amplify climate risk.

So we now consult more closely with local leaders. In one project, we co-financed tree-planting and buffer zones to stabilize soil around a new access road.

It wasn’t part of the original scope. But it made the road last longer, and it earned local goodwill. Again—adaptation creates both resilience and trust.

Lesson 5: The future is already arriving

As LELEADER GROUP prepares to attend the 2025 Go Global Awards in London, hosted by the International Trade Council, we know that infrastructure is central to Africa’s future. But it has to be future-proofed.

Being part of this global gathering isn’t just about recognition—it’s about learning from other markets. Exchanging ideas. Challenging our assumptions. Climate adaptation isn’t an African challenge. It’s a global construction frontier.

The difference is—in Africa, the margin for error is narrower. So we have to adapt faster.

Final thought

Climate change is no longer a distant concern on a sustainability slide. It’s in our sand, our concrete, our delivery timelines.

At LELEADER, we’re still learning. Still adjusting. Sometimes we get it right. Sometimes the rain surprises us anyway.

But one thing’s for sure: we can’t build for yesterday’s weather. We have to build for tomorrow’s reality.

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 Alban Ago

In a company like LELEADER GROUP, headquartered in Benin, no two days—or subsidiaries—are ever quite the same. One team might be managing the construction of an industrial park in Allada. Another is overseeing consumer goods distribution in Kinshasa. Meanwhile, someone else is balancing customs paperwork in Namibia.

It’s complex. Sometimes beautifully so, sometimes exhaustingly so.

And yet, as a leadership team, we need a single picture of how the company is performing. Not just profit and loss. But execution, growth, compliance, efficiency. All of it.

So how do we monitor Key Performance Indicators (KPIs) across such diverse operations, without turning into a bureaucracy or drowning in spreadsheets?

Here’s what’s worked for us—and, frankly, what hasn’t.

Step 1: Know what not to measure

In the early days, we tried to standardize everything. We wanted logistics, real estate, trade, and consumer goods to all report on the same core KPIs. Clean. Comparable. Neat.

It didn’t work.

Our logistics team in Ghana was being evaluated with metrics better suited for a packaging plant. Our Namibian office was spending more time formatting KPI reports than managing vendors.

Eventually, we asked: what actually drives success in each unit?

Now, we give each subsidiary autonomy to define five “mission-critical” KPIs. Logistics tracks delivery timeliness, transport cost per ton, and customs clearance efficiency. Real estate tracks occupancy, build-time variance, and maintenance backlog. Each set of KPIs serves a different story—and that’s okay.

Step 2: Dashboards with nuance

Yes, we use dashboards. No, we don’t obsess over them.

Each business unit updates a shared dashboard weekly. It’s not automated end-to-end. People still enter data manually in some cases. That’s fine. We’ve learned that reliable numbers are better than fast numbers.

But—and this is key—we don’t just look at charts. We require context. Every metric has a comment box. If inventory turnover dips, we want to know why. Was it demand fluctuation? Supply chain delays? Misforecasting?

KPIs without commentary are like traffic signs without a map. You need interpretation.

Step 3: The “two-tier” model

At the group level, we monitor five unifying KPIs across all subsidiaries:

EBITDA margin

Cash conversion cycle

Customer satisfaction score (CSAT)

Staff retention

Compliance incident frequency

These allow us to spot red flags, ask questions, and keep an eye on overall health.

But underneath those, each business unit runs its own detailed scorecard—custom to its operations.

This “two-tier” system lets us stay aligned without becoming rigid. It respects the uniqueness of each team, while giving leadership visibility where it matters most.

Step 4: People still matter more than numbers

Once, a logistics KPI flagged that vehicle turnaround time in DRC had worsened. The data suggested inefficiency. But when we investigated, we learned the team had slowed deliveries to avoid late-night routes due to a temporary security concern.

Was the KPI bad? No. But context overruled the chart.

That’s why we pair every data review with a monthly leadership dialogue—part numbers, part narrative.

In Africa, where systems are still catching up to ambition, you don’t just manage by metrics. You manage by relationships.

Step 5: Recognize progress, not perfection

Let’s be honest: KPIs can be demoralizing. Especially when things don’t go to plan. So we’ve built a culture that celebrates trend improvements, not just absolute targets.

If one team improves stock accuracy from 76% to 84% in a quarter, we cheer. Not because it’s perfect. But because it’s progress.

At LELEADER, we don’t weaponize KPIs. We use them to ask better questions, spark learning, and make smarter bets.

A moment on the global stage

This year, we’re proud that LELEADER GROUP is nominated for the 2025 Go Global Awards, hosted by the International Trade Council in London. It’s a moment of recognition, yes. But more importantly, it’s a forum for shared ideas.

In a world where businesses are increasingly scattered—by region, by regulation, by market—the ability to monitor performance with nuance and empathy is a real competitive edge.

The Go Global Awards remind us: growth is good. But sustainable, trackable, human-led growth is even better.

Final thought

KPIs won’t tell you everything. They won’t predict blackouts, border delays, or community protests. They won’t capture the spirit of a team that pulled off a miracle under pressure.

But they give you a compass. And if you use that compass wisely—paired with curiosity and humility—you’ll navigate just fine.

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 Alban Ago

Procurement. It’s one of those words that rarely gets headlines. Not as flashy as innovation, not as public-facing as logistics, and often misunderstood even within companies. But in reality, procurement is where the business begins.

At LELEADER GROUP, headquartered in Benin, our procurement team sits at the core of everything we build, ship, and deliver. Whether we’re sourcing solar-powered streetlights for a community project, importing machinery for a manufacturing plant, or negotiating contracts for packaging materials across borders, it all starts with this one team.

And yet, most people don’t really know what they do. So I thought I’d show you—not in theory, but in practice.

Here’s what a real week looks like inside our procurement division.

Monday: Managing Complexity

The week begins with a team huddle. Not a motivational speech, just 20 minutes to check on active purchase orders, pending approvals, and potential roadblocks. The spreadsheet isn’t pretty, but it’s alive. It tells stories.

A supplier in Ghana delayed a shipment due to new export rules.

A contract for hygiene product packaging in DRC needs renegotiation.

An urgent requisition for construction materials in Allada just landed—marked “critical.”

This is not a checklist job. It’s triage, negotiation, and firefighting—before lunch.

Tuesday: Balancing Cost and Quality

Price always matters. But so does quality. And when you’re sourcing across multiple countries—each with their own market quirks—the real challenge is balancing both.

One of our procurement leads is deep into a debate with a vendor offering unusually low rates for corrugated packaging. It’s tempting. But the samples don’t quite match specs.

“We could save 12%, but if we get one return due to damaged packaging, we lose the margin,” she says.

Eventually, they choose the mid-range supplier. A quiet, smart call.

Procurement is about seeing the cost of a bad decision before it happens.

Wednesday: Cross-Border Coordination

Mid-week is usually when customs questions start to flow in. Documents need updating. A freight forwarder in Togo wants clarification on a harmonized code. There’s chatter that port workers in Cotonou might strike.

The team doesn’t panic. They’ve seen worse. They draft a contingency sourcing plan just in case.

Meanwhile, a colleague finalizes a sourcing partnership with a local manufacturer in northern Benin—keeping more of the supply chain domestic, and more jobs local. Small win. Big impact.

Thursday: Internal Collaboration

Procurement doesn’t operate in isolation. Today, the team meets with our finance department to discuss budget forecasts. Then with operations, who flag a potential spike in demand for our consumer goods line.

They adjust their procurement schedule accordingly. No drama. Just good communication.

One team member gently reminds a project manager that last-minute orders strain not just timelines, but relationships with suppliers. It's not a scolding—it’s a nudge. Procurement is part diplomat, part accountant, part logistics whisperer.

Friday: Reviewing, Reflecting, Improving

Fridays are slower. But not quiet.

The team meets to review KPIs—on-time deliveries, cost variances, supplier performance. They don’t hide from bad news. One supplier underperformed. Another exceeded expectations. A new tech tool rolled out last month is glitchy. They'll escalate it Monday.

They also do something rare in corporate culture: they thank each other. For covering during sick days. For catching small errors before they became big ones. For solving ten problems no one else even knew existed.

Then—finally—they close their laptops. Another week done. Another week closer to the next delivery, the next build, the next solved problem.

The Bigger Picture

As LELEADER GROUP prepares to attend the 2025 Go Global Awards in London this November—representing Benin on a global stage—we reflect on what makes an international operation truly resilient.

It's not just capital, or infrastructure, or leadership. It’s teams like procurement—invisible to many, but essential to all. The people who make sure the right product arrives, at the right time, for the right price, with the right paperwork, in the right condition.

Without them, strategy is just talk. Procurement turns strategy into reality.

Final Thought

Procurement isn’t about buying things. It’s about managing risk, nurturing relationships, and aligning resources across markets.

It’s not always glamorous. But it’s what keeps the engine running. At LELEADER, we see that clearly. And more importantly, we honor it.

So next time you see a finished product—polished, packaged, and ready—remember: someone negotiated for that. Tracked it. Protected it. Delivered it.

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.