Business Finance Resources

🚨 Why Farmers Stay Poor: Are Finance Models Designed to Fail Them? It’s not the weather. It’s not the soil. It’s the system. For decades, financial models in agriculture have appeared to support farmers, yet poverty persists like a crop that won’t die. But why? Because the system is designed to finance the input, not the impact. Farmers are given loans to buy seeds and fertilizer only to sell low and borrow again. This is not empowerment. It’s a financial treadmill. Here’s the uncomfortable truth: > Most agricultural finance schemes were designed for lenders to manage risk not for farmers to build wealth < Three systemic design flaws that keep farmers trapped: 1. Short-term loans for long-term crops: Cash crops like coffee, banana, or avocado need patient capital. But most agri-loans are seasonal, forcing early harvests and losses. 2. Collateral bias: Land titles or assets are demanded, excluding women and youth who ironically are the ones farming most. 3. Profit blindness: No financing model asks: Will this farmer actually make money from this season? It assumes yield = success. But yield doesn’t pay school fees. Profits do. We don’t need more credit. We need credit designed for context. So what’s the solution? 📌 Agri-finance products co-designed with farmer groups. 📌 Flexible repayment systems linked to harvest cycles, not calendar months. 📌 Data-informed risk scoring using real-time climate and market data. 📌 Incentives for banks to finance regenerative and value-adding models, not just inputs. In 2025, agricultural finance must go beyond transactions to build transformation. If you're building a new finance product, running an agri-startup, or investing in food systems and you’re not thinking about this you’re building on sand. Let’s create capital that liberates, not entraps. National Agricultural Research Organisation - NARO FAO M-Omulimisa Enimiro Uganda Avotein Farms Limited Amabanda Uganda Limited Emata Shambapro AgriLink Uganda AgriProFocus Uganda Solidaridad East and Central Africa AGRA Are you curious on how I can redesign your agri-finance approach to actually build farmer wealth? Let’s connect. #Agribusiness #Agrifinance #InclusiveFinance #UgandaAgriculture #Agritech #SmallholderFarmers #Agripreneurs #AgriPolicy #FintechForFarmers #TheAgrithinkersTimes #AgriWealthStrategies #ClimateSmartFinance

After reviewing more pitch decks these past few days, I see African fintech founders are still flogging the dead horse that is "banking the unbanked" as a lazy fundraising pitch. From Yaounde to Cape Town, it’s the same story, another mobile wallet, payments app, another promise to bring financial inclusion to the masses. Truth is: most Africans are not unbanked because they lack access; they’re unbanked because they lack income. A new app won’t change that. The Brutal Truth Lack of Disposable Income – People don’t need more fintech solutions; they need more money. Without increased economic productivity, most “financial inclusion” solutions remain useless. Broken Unit Economics – Many fintechs rely on unsustainable VC fueled growth, acquiring “users” who don’t generate revenue. Regulatory Capture & Infrastructure Gaps – Governments protect banks and telcos dominate mobile money. The real bottlenecks are systemic, not just about "access." Startups often underestimate how slow, expensive, and political it is to scale across markets. Real Problems & Better Solutions Income-Generating Fintech – Instead of just moving money, fintech should help people make money. Platforms enabling gig work, SME financing, and export-focused businesses can drive real financial inclusion. A fintech that helps informal traders access larger markets, rather than just helping them "save." Decentralized Credit & Alternative Lending – Traditional credit models don’t work in Africa. Instead: Use supply chain data, mobile behavior, and transaction flows to build more dynamic credit models. Integrate fintech into cooperative lending structures like tontines or village savings groups, where trust already exists. B2B Payments & Trade Infrastructure – Cross-border trade needs work, killing SME growth. Fix it: Build better escrow and invoice financing tools that help African businesses transact across borders securely. Verticalized Fintech in High-Impact Sectors – Fintech should power real economic activity, not just payments. Agritech fintech: Give farmers access to dynamic pricing, supply chain finance, and better insurance. Healthcare fintech: Enable embedded payments and credit for medical services, helping people afford care without predatory loans. Logistics fintech: Provide financing for truckers, warehousing solutions, and real-time supply chain support. Infrastructure-First Fintech – If power, internet, & ID verification are problems, solve those first. Payments without stable connectivity? Build USSD-based financial services. Weak credit infrastructure? Build platforms that help lenders pool risk and share credit data across borders. The era of cheap fundraising gimmicks is over. African fintech must shift from vanity metrics to real impact, solving income generation, trade inefficiencies, and credit access at scale. I'm tired of saying this, founders who build with these in mind won’t need to beg for funding; investors will come looking for them.

The funding decision you make today determines which opportunities you can say yes to in 12 months. I see this constantly with founders & partners I speak with. They make a capital decision that seems fine in the moment, then 9 months later they're stuck watching opportunities pass by because their options are locked. It's about understanding what each choice unlocks (or closes off) down the track. Three founders I spoke to recently: → Founder A: Raised a big seed round early They raised a significant seed round with early traction but hadn't proven the model yet. Loads of runway, time to build, pressure off. 12 𝘮𝘰𝘯𝘵𝘩𝘴 𝘭𝘢𝘵𝘦𝘳: Brilliant progress. Strong growth. Ready for Series A. 𝘛𝘩𝘦 𝘱𝘳𝘰𝘣𝘭𝘦𝘮? They've burned most of the seed getting there. VCs want the next milestone. A few months of runway left. Their options now: 😰 → Raise a bridge (signals poor planning) → Slash the team (kills momentum) → Series A early (worse terms) The scenario: Making decisions from urgency, not strategy. Negotiating from weakness. → Founder B: Bootstrapped as long as possible Built to solid ARR completely bootstrapped. Zero dilution. Proved the model without giving up ownership. 12 𝘮𝘰𝘯𝘵𝘩𝘴 𝘭𝘢𝘵𝘦𝘳: Category heating up. Competitors raised & are scaling fast. Market window closing. 𝘛𝘩𝘦 𝘱𝘳𝘰𝘣𝘭𝘦𝘮? Speed matters now. They don't have the capital to compete. Their options now: ⏰ → Raise quickly (weaker position vs competitors) → Grow slower (miss the window) → Expensive revenue-based financing The scenario: Watching funded competitors grab market share whilst constrained by cashflow. → Founder C: Layered their capital stack Raised a smaller seed, got to decent ARR, used bridge capital to extend runway & hit stronger metrics before Series A. 12 𝘮𝘰𝘯𝘵𝘩𝘴 𝘭𝘢𝘵𝘦𝘳: Raised Series A at much better valuation. Less equity given up, strategic investors, still owning significant chunk. 𝘛𝘩𝘦 𝘱𝘳𝘰𝘣𝘭𝘦𝘮?  There isn't one. Their options now: 🎯 → Strong balance sheet, strategic partners → Runway to be deliberate → Multiple paths forward The scenario: Making decisions from strategy, not desperation. Selective about opportunities, partners, timing. 𝘞𝘩𝘢𝘵 𝘵𝘩𝘦𝘺 𝘥𝘪𝘥 𝘳𝘪𝘨𝘩𝘵: Thought about funding as a stack, not a sequence. Used different capital types strategically. 📊 The pattern: Your funding decisions compound. Each choice expands/contracts future options. → Too much equity too early? Locked in dilution before proving your worth. → Bootstrapping too long? Miss market timing or get out-positioned. → Only equity? Paying highest cost of capital for everything. The founders who get this right ask: "𝘞𝘩𝘢𝘵 𝘥𝘦𝘤𝘪𝘴𝘪𝘰𝘯 𝘵𝘰𝘥𝘢𝘺 𝘨𝘪𝘷𝘦𝘴 𝘮𝘦 𝘵𝘩𝘦 𝘮𝘰𝘴𝘵 𝘰𝘱𝘵𝘪𝘰𝘯𝘴 𝘪𝘯 12 𝘮𝘰𝘯𝘵𝘩𝘴?" That's what a funding stack does - gives you optionality. 𝘙𝘰𝘰𝘮 𝘵𝘰 𝘣𝘦 𝘴𝘵𝘳𝘢𝘵𝘦𝘨𝘪𝘤 𝘪𝘯𝘴𝘵𝘦𝘢𝘥 𝘰𝘧 𝘳𝘦𝘢𝘤𝘵𝘪𝘷𝘦. What options are you keeping open? Happy to chat about what that looks like. 🚜

Nobody tells you film financing is actually  a stack of different deals. You imagine raising a budget means finding  one investor with a big check. I wish it worked that way. In reality, you rarely raise "the budget." You build a puzzle where every piece comes  from a different source, and every piece  has strings attached. Here are some of the most common ways films  get financed: 1. Presales A distributor pays upfront for release rights in  their territory. That contract can then be used as collateral  for a bank loan. 🟢 Pros: Money arrives early. 🔴 Cons: Those distribution rights are gone permanently. 2. Co-Productions Two or more producers from different countries  combine budgets, talent, and resources. Each partner can unlock funding opportunities  in their own territory. 🟢 Pros: Access to more financing. 🔴 Cons: Shared creative control and complex legal  structures. 3. Government Funds A public body invests directly through grants, soft loans,  or equity participation. 🟢 Pros: This is actual cash, not a tax mechanism. 🔴 Cons: Cultural requirements and, in some cases,  approval rights over elements of the project. 4. Tax Incentives Governments rebate a percentage of qualifying  production spend to attract projects. 🟢 Pros: Real money back. 🔴 Cons: It usually arrives after production,  not when cash flow is tight. 5. Gap Financing A lender advances money against territories that  haven't been sold yet. If presales cover 70% of the budget, a gap  lender may finance part of the remaining 30%. 🟢 Pros: Helps close the final financing gap. 🔴 Cons: It's usually the most expensive money in the  capital stack, often carrying interest rates of 8–15%. The key is to look at your project and ask:  Where does it fit? Sometimes it's the subject matter that makes it  eligible for a fund. Sometimes it's shooting in a location with strong  tax incentives. Sometimes it's finding the right co-production partner. Every film is a different puzzle. The job isn't finding one source of money. It's figuring out which pieces your project can  realistically unlock, and how they fit together. ♻️ Find this interesting? Repost for your network.   📌 Follow for more insights that spark big ideas.

In the past 10 months at EY SaT, I have worked on numerous deals and dealt with around 3 Private Equity Firms. Across all the deals, one thing became clear - PE investors look at businesses through a very specific lens. In this post, let’s discuss the key factors they analyze, with real-world examples: 1] Sustainable & Scalable Business Model PE funds are not just looking for revenue growth - they want businesses with a model that can scale efficiently. Example: A D2C brand with ₹500 Cr revenue may seem attractive, but if its customer acquisition cost is high and repeat purchases are low, investors will think twice. Compare this to a SaaS company with predictable recurring revenue—investors would lean towards the latter. 2] Unit Economics & Profitability Cash burn is fine, but only if backed by strong unit economics. Example: A food delivery startup with ₹100 per order revenue but ₹150 cost per order (even after discounts) is a red flag. On the other hand, a logistics company with a clear path to breakeven per delivery is much more attractive. 3] Industry Tailwinds & Competitive Advantage PE investors assess whether the industry itself has strong growth potential and if the company has a sustainable edge over competitors. Example: Fintech lending is booming, but does the company have a unique underwriting model, regulatory approvals, or a sticky customer base? Without these, it’s just another player in a crowded space. 4] Governance & Compliance Risks A company with strong growth but weak compliance is a ticking time bomb for investors. Example: Many startups in the past have faced issues due to financial misreporting or governance lapses, leading to massive devaluations (WeWork being a classic case). A PE fund will conduct rigorous due diligence to avoid such risks. 5] Exit Potential & Value Creation PE investors don’t just invest—they need a clear plan for exiting with strong returns. Example: If a company has a strong IPO pipeline, potential M&A interest, or clear secondary sale opportunities, it becomes a far more attractive bet. CRUX At its core, PE investing is about value creation—identifying businesses that are fundamentally strong and helping them scale further. If you were a PE investor, what factors would matter the most to you? Let’s discuss in the comments!

Agriculture Infrastructure Fund: From Subsidy Mindset to a Rural Infrastructure Revolution!! India’s agriculture story is quietly undergoing one of its most important structural shifts – from supporting crops to building ecosystems. At the heart of this shift is the Agriculture Infrastructure Fund (AIF), a ₹1 lakh crore financing facility designed to create the hard and soft infrastructure that our farm economy has always lacked – warehouses, cold chains, processing, logistics, and digital integration. Launched in 2020 and operational till 2032–33, AIF is not another short-lived scheme; it is a 13-year capital pipeline aimed at de-risking agri-infrastructure investments across India. Its architecture is smart: 3% interest subvention on loans up to ₹2 crore, a credit guarantee under CGTMSE for the same amount, and an interest rate cap so that benefits actually reach the last mile. For FPOs, PACS, start-ups, cooperatives and agri-entrepreneurs, this is the difference between an idea on paper and a project on the ground. The numbers are beginning to tell a powerful story. As of mid 2025, more than ₹66,310 crore has been sanctioned under AIF for over 113,419 projects, mobilising investments upwards of ₹1,00,000 crore in rural infrastructure. The official dashboard today shows over 1.4 lakh projects sanctioned and upwards of ₹78,000 crore in loans, with most of it flowing through scheduled commercial banks. Each project may look “small” in isolation – a packhouse here, a cold store there, a primary processing unit in a village cluster – but together they are stitching a new backbone for India’s agri-value chains. What I particularly like about AIF is its inclusive and entrepreneurial design. It doesn’t restrict participation to large corporates. FPOs, SHGs, cooperatives, agri-startups and even public–private partnership projects are eligible, creating a level playing field for rural innovators. When combined with schemes like PM-KUSUM, e-NAM, agri-export promotion and state-level initiatives, AIF becomes a force multiplier – reducing post-harvest losses, improving price realisation, and turning “surplus” into structured value-addition rather than distress sale. AIF symbolises an important philosophical shift: from recurring subsidies to long-term productive assets. We are finally investing in the invisible plumbing of agriculture – storage, aggregation, processing, and logistics – that will decide whether India can truly become a reliable food, feed and fibre hub for the world. It was a pleasure to meet my friend Samuel Praveen Kumar, Director at Central Warehousing Corporation (CWC) who until recently spearheaded the AIF at Ministry of Agriculture & Farmers Welfare, Government of India as a true champion within the system. His vision, persistence and quiet leadership have contributed immensely to the scheme’s success and to the thousands of projects now transforming rural India. Wishing him similar success at CWC.

What if green finance could scale decarbonization for SMEs? 🚀🌱 Small and Medium-sized Enterprises (SMEs) contribute about 40% of business sector emissions. However, many face significant barriers in accessing the necessary tools or funds to transition to Net Zero. Today, we are proud to have partnered with HSBC in the UK to help accelerate their transition ! Taking a step back, here is an overview of various ways in which finance can help scale the energy transition 🌱🚀: 💰 Green Loans and Equity Financial institutions are now offering tailored green loans & equity investments to invest in projects like renewable energy installations and energy efficiency upgrades at favorable terms. In 2022, green loans in Europe alone totaled over $150 billion, showing a substantial increase in availability. Green equity is rapidly growing, with venture capital for green projects reaching $10 billion in 2023. 🤝 Public-Private Partnerships Public financial institutions can offer credit guarantees and direct financing, which reduce the risk for private investors. For example, the European Investment Bank (EIB) provided over €5 billion in guarantees for green projects in 2022, mobilizing an additional €20 billion in private investment. 🌍 ESG Integration In 2023, about 60% of global asset managers incorporated ESG criteria into their investment processes. This includes exclusionary screening, where investments in industries harmful to the environment are avoided. 🔧 Innovative Financial Instruments Transition Bonds help high-emission industries ("brown" sectors) transition to greener operations, unlike green bonds, which fund entirely green projects. They support incremental improvements towards sustainability in sectors such as mining, heavy industry, and utilities. In 2022, their issuance reached $20 billion. It works for SMEs too Blended Finance: This involves using public funds to attract private investment in sustainable projects. By pooling resources, private investors reduce risks, unlocking significant capital for green initiatives. In 2022, blended finance transactions mobilized over $30 billion for sustainable development projects globally. 📚 Non-Financial Support SMEs often lack the expertise and resources to navigate sustainable finance. Public and private institutions can provide essential non-financial support, including training, information on sustainable technologies, and tools for measuring and reporting environmental performance. For instance, the SME Climate Hub offers resources and training programs that have reached over 10,000 SMEs worldwide. This is also where Greenly | Certified B Corp comes in, now offering HSBC's customers in the UK a rapid way to track their emissions. Thank you for your trust Emily Bailey Pedro Anaya Natalie Blyth ! Of course, green finance still needs to grow 100X fold, so join the movement now... https://lnkd.in/eW53NhYs

Popped along to VentureFest yesterday to see what's happening in the world of investing. I was particularly interested in finding out what options there were in funding for businesses, and how best to secure them. There was a fab panel on "Where's the money?" So I've put together some of the interesting points from the session... 🟠 Pre-Funding Prep: Getting Your House in Order 🟠 ▪️Intellectual Property (IP): Have a clear IP strategy and ensure it's properly documented. ▪️Contracts: Make sure all supplier, employee, and financial contracts are in place. Due diligence will flag any gaps later. ▪️Investor Collaboration: Work with investors to get your team ready before securing funds. Select investors who listen and respect your market expertise. Beware of overly enthusiastic investors who might seek too much influence. ▪️Investor Roles: Many investors may join your board, not only to provide input but also to enhance the company’s profile by increasing the board’s size. ▪️Long-Term Planning: Most businesses go through multiple funding rounds, so prepare for the journey. 🟣 Funding Sources and Approaches 🟣 ▪️Innovate UK: Beyond grants, they offer loans and access to an investor network with 150+ partners. ▪️European Grants: Typically available for businesses at higher Technology Readiness Levels (TRL). ▪️Debt vs. Equity: Debt funding focuses on future projections rather than past performance, reducing due diligence on historical data (better for companies that might not have enough past data). ▪️FSE Group: Acts as a bridge between angel investors and venture capital (VC) firms, providing a middle-ground approach. ▪️QuantX: Collaborates with university spinouts, targeting groundbreaking ideas. Investors often expect 50% of ventures to fail, but aim for a a couple of global successes alongside the rest offering solid returns. Funding is about more than securing cash—it’s about building partnerships and preparing for the long haul. Start with a strong foundation, choose investors wisely, and be ready to pivot and grow.

Unlocking Affordable and Patient Capital for MSMEs in Africa Can Africa build financial systems that truly serve its entrepreneurs and redefine how small businesses grow, scale and sustain themselves? This week on the Unlocking Africa Podcast, I had the pleasure of speaking with Dr Henry Clarke Kisembo, Group Global Lead and Executive Chairman of Development Associates Link International (DALI), an organisation driving inclusive finance, digital transformation and sustainable business development across Africa and beyond. With over 25 years of experience spanning fintech innovation, agrifinance, investment strategy and development finance, Dr Kisembo has worked with leading institutions such as the World Bank, African Development Bank, USAID and UN Capital Development Fund to design systems that empower MSMEs and strengthen local economies. Explaining the challenge, he told me: “Investment readiness is one of the key challenges. A company must be compliant, from governance and tax to certification, before external financing can come in.” And on the solution: “Patient and affordable capital should be long term and low cost. MSMEs cannot survive on short term loans at 36% interest. We need capital that allows them to grow, not collapse under debt.” Dr Kisembo shared how DALI is rethinking MSME financing, structuring blended and alternative capital models that are tailored to the real needs of entrepreneurs. From agriculture and mining to real estate and logistics, his team is helping to build legacy companies, not just short term ventures. He also highlighted how fintech innovation is transforming access to finance: “Fintechs have broken the monopoly of banks. Agency banking and digital platforms are bringing financial services closer to MSMEs, cutting transaction times from days to hours.” Key takeaways from our conversation: → Why Africa’s MSMEs need patient, affordable and flexible capital → How digital innovation is expanding access to finance → The policies and partnerships needed to unlock private capital at scale → Why the future of MSME growth will be shaped by green finance and inclusive investment Dr Kisembo left us with an inspiring message: “The future is bright, but we must embrace technology, rethink policy and move faster to match the pace of innovation.” If you care about inclusive finance and entrepreneurship, this is a conversation you will enjoy. ⬇️ Listen now — link in the comments below ⬇️ #MSMEFinance #Fintech #PatientCapital #Entrepreneurship #DigitalTransformation #PodcastHost #Podcast

"Why are you raising money?" It's easily my most asked question, and to be honest I usually know the answer before I've asked it, but it's great hearing the responses. If you’ve ever wondered where the money REALLY goes between pre-seed and Series A, here’s the breakdown, based on real data across Europe. 1. People dominate the budget Salaries, hiring, and recruitment costs eat up 50%+ of early funding. The founders often pay themselves modestly, but key hires (engineering, product, and leadership roles) make this the single biggest expense. 2. Building product is next 30–40% of funding goes into product development and R&D — especially for deep tech and SaaS companies. This includes dev work, design, infrastructure, prototyping, and testing. I wonder how low this will go over next few years due to AI? 3. Marketing is where things shift At seed, most startups spend very little on marketing. But by Series A, 20–30% of the round can go straight into customer acquisition. Startups are expected to scale growth quickly — so this is where paid ads, content, CRM tools, sales hires, and GTM strategies show up. 4. Operations and Infrastructure Think cloud hosting, SaaS tools, dev software, IT setup. Thanks to startup credits and modern tooling, most startups keep this lean — around 5–15% of total spend depending on complexity. 5. Legal, Compliance, Admin This includes legal fees, accounting, insurance, data protection, and any regulatory requirements. These costs spike during fundraising or contract negotiation, but typically stay in the 5–10% range overall. 6. Office and admin overhead is shrinking Pre-2020, rent was the #2 cost. Now? It’s closer to 3–5%, with remote work, coworking spaces, and lean ops setups being the norm across Europe. → Your budget isn’t infinite — treat marketing and hiring like high-leverage investments, not default checkboxes. → Get clear on your business model before scaling spend. → Make sure your burn reflects your actual stage — not what others are doing. → A great product still needs great distribution — spend accordingly. → Keep legal, admin, and ops tight — they matter, but they shouldn't steal runway. This is how funding gets spent...whether you plan for it or not. So plan for it.