His path began at MTN Uganda, where he was motivated by a desire to address the frustrations of long queues and inefficient services. This experience led him to pivotal roles that combined customer service with technology, ultimately positioning him at the forefront of Uganda’s fintech landscape.

In a chat with him, Musoke shares his journey and insights into product development and user-centric design, which have played a crucial role in shaping digital financial solutions that resonate with consumers.

Can you share your journey into the fintech industry and what inspired you to pursue a career in this field?

Well, my journey dates back 7 years ago when I joined MTN Uganda. My major inspiration was to make a difference after being frustrated with long queues in service centers. I occupied several roles in Customer Service and Technology, where I developed applications related to customer service and Mobile Money. Now, when you blend Customer Service, Mobile Money, and Technology, the result is innovative digital financial solutions. At this point, I was already immersed in the intersection of people, technology, and finance, and curiosity and the promises of a new career were creeping in.

Fast forward to 2021, MTN Uganda spun off its Mobile Money business to form MTN Mobile Money Uganda Limited and that’s how I ended up in fintech. I was among the pioneer employees of the new company, specifically, its product development and innovation team.

What key roles have you held in product development, and how have they shaped your perspective on fintech?

My perspective has been shaped by my personal experiences and other people’s experiences — and by my experience, I mean across the telecommunication and banking sectors.

While with MTN Mobile Money Limited, I was in charge of mapping out detailed user stories, creating product use cases, and ensuring that technology solutions met the product requirements. Oh, I also led the implementation of the UI to revamp of the current Mobile Money app to incorporate the company blue colors that you see today.

In my current role at Postbank Uganda Limited, one of my core responsibilities is ensuring that our systems and product solutions are resilient enough to support the delivery of an exciting digital experience to all our WENDI Mobile Wallet users, and be able to race up the bank to the forefront of mobile financial services, innovation and inclusion to grow and prosper all Ugandans, especially the rural populations not yet absorbed into the financial ecosystem.

See also: PostBank, MTN Uganda partner to digitize Parish Development Model (PDM) payments

Before I forget, I am a founding member of one fintech integrator whose details I prefer to keep in wraps for now and a consultant with another major event ticketing firm whose client portfolio includes government agencies and the Uganda Manufacturers Association.

Like all other business landscapes, fintech too has consumers and service providers. Beyond money transfers, payments, and loans, fintechs need to innovate further to be more inclusive for all. Transfers and payments are just a digital replacement of traditional money exchange means, and yes, they bring convenience, but the unbanked populations still need to feel the impact of fintech in their pockets. To achieve this, we must listen deeply to the needs of the masses and regulators will need to loosen up to let major players extend, for example, more credit to eligible borrowers.

Still, fintech can monetize many activities and innovations with calibrated integrations and digital financial exchanges among major players.

In short, fintech is booming, but it is a matter of time before it is disrupted by emerging technologies. We need to continue innovating and being inclusive, remembering that you can’t buy your way to the market with bad products.

How do you think your educational background has contributed to your success in technology and fintech?

My profession is Information Technology, and in between, I have studied the business process and IT re-engineering, marketing as well as product development and management from the University of Virginia. I am a skilled and passionate software developer, and I am very passionate about people. With IT, product development, and marketing skills, I can align the people’s needs and ensure the delivery of innovative financial products that meet the needs of these people.

Also read:

• • Seek careers in technology, Roke Telkom urges students
  • 10 career opportunities that are thriving with Artificial Intelligence
  • Disregard stereotypes: IT is for all, says Dona Musoke to girls and women

What are the most significant trends currently shaping the fintech landscape in Uganda?

One, Micro-lending is enabling massive consumption of microcredit with huge profit margins for major players.

InsurTech is another emerging but very promising division of fintech. It is often treated as an independent branch, but the underlying technology is fintech. Once consumer education is increased, a lot of middle-class users must be up for grabs by the players.

Group savings too is another trend that is enabling players to pool resources for growth and expansion while at the same time serving consumers.

Fintechs should also pay closer attention to international remittances. Major players are already doing this, but there is still a big gap requiring innovation. The revenue from inbound remittances is too much to ignore.

Payments have matured, but a lot of needs that are candidates for payment innovation are not yet met. For example, I should be able to cash out my work voucher for cash and give up a small percentage. The voucher can then go to the user who needs it.

Personalization is not yet being given enough attention by key players. It is being confused with credit scoring. Providers that will be able to tailor payments, loans, and money transfer products to demographics will have a greater edge. We should be looking to see what MTN’s Kirabo bundles were.

Lastly, Regulatory Technology (RegTech), is growing and will have a significant impact on fintech operations. The regulations are tight, and the providers want to cash in on fintech, so cost-effective technology that enables real fast consumer verification is going to take centre stage.

How do you see the role of technology evolving in financial services over the next five years?

Technology will continue to transform the way we interact and manage our finances. Service delivery channels will become more digitized and widespread. Many brick-and-mortar locations will continue to be phased out in favor of ATMS and banking agents accepting and dispensing cash.

What challenges do you believe fintech companies face today, particularly in developing markets?

One is a very tight regulatory landscape that can only be navigated by well-determined and serious players. The same too limits what even capable players can offer. For example, transfers and lendings are limited to very low amounts, leaving huge amounts to be expended only by traditional banking institutions.

Secondly, high poverty levels especially in rural areas. This leaves smartphones mostly in the hands of a few consumers. Without smartphones, many consumers cannot self-onboard on some fintech platforms, and reaching them with agents also increases the costs of service production.

How important is collaboration between tech companies and traditional financial institutions for fostering innovation in fintech?

This relationship cannot be overemphasized. Traditional financial institutions are the custodians of cash that reflects on all our E-wallets. Collaboration in key areas such as AML best practices saves each a regulatory burden. But more importantly, tech companies are enablers of financial institutions. I think that is why we are now talking about fintech. Tech companies provide technology solutions that enable banks to move this money securely and bring access channels closer to banks’ customers through enabling digital banking.

This relationship was birthed with the advent of ATMs and networked, branch banking and sealed with the introduction of mobile and online banking. It is not to be severed anytime soon.

Can you walk us through your typical process for developing a new digital product? What methodologies do you prefer?

First, any product must satisfy a user’s needs. In fintech, the need is financial in nature or enables a financial product to be offered. So, the typical journey starts with ideation, basically brainstorming about the best ideas, then goes through persona targeting and customization. All this is on paper and helps develop unique selling features for the product. Use cases and customer journeys are then mapped and technology solutions are developed and documented.

Software development is activated, followed by internal testing, user acceptability, and usability testing, and then the product is moved to production. Of course, that is high level, but there are some nitty-gritty I didn’t mention. After production, different business functions activate product monitoring and maintenance tasks, but the product must be monitored for maturity progress.

How do you prioritize features during the product development cycle, especially when resources are limited?

Quite honestly, in many cases, budgets are constrained —but a combination of lean and MVP methods is helpful. Products are developed for certain users and only they can be authoritative regarding what is most important for them. In cases where users can’t be reached individually, such as in mass consumer products like WENDI, data is utilized to identify probable high-volume journeys depending on user behavioral insights extracted. Additionally, strategic objectives, competitor direction, and market demands can help you prioritize.

What role does user feedback play in your product development process, and how do you gather it effectively?

User feedback is very important in product development. Products are built for users, and they must be involved from inception. This is the most effective means to get user feedback. An MVP product is an effective tool as users have a near real-world experience of the product.

To further incorporate this feedback, agile methodologies are key in the development process.

Are there any innovative technologies or approaches that you believe will revolutionize the fintech sector in the near future?

Agility will enable fintechs to bring working products to the market faster. Also, people-centered innovation will be key in innovating and building cutting-edge products “by people and for the people.” Additionally, strategic relationships with key stakeholders and more importantly, the traditional banking institutions, will provide much-needed synergies in the sector. Lastly, cloud computing and AI will enable even small innovators to cut out a segment in the industry.

See also: Fintech and bank partnerships will deepen financial inclusion — Stephen Mutana

What advice would you give to startups looking to enter the fintech space today?

Follow people-centered innovation and don’t go all in. Use lean and MVP principles, as well as proven frameworks like AIDA during product development. Remember, you can’t buy your way to the market with a bad product.

Written in collaboration with Douglas Kikonyogo (X, @doug_kikonyogo)

The post In an Interview with Gerald Musoke, he Has Been a Driving Force Behind Fintech Innovation appeared first on PC Tech Magazine.

Their goal is to empower individuals and businesses in Africa to leverage the power of technology and drive positive change in their communities.

In a virtual interview with Henri Nyakarundi, ARED’s founder and CEO, he highlighted more on what there’s to know about ARED, and here’s what he had to say;

What inspired you to start ARED, and how did you identify the need for affordable digital infrastructure in Africa?

The inspiration for ARED came from a personal drive to tackle the energy and digital divide in Africa. Back in 2009, I saw the challenges firsthand, and it fueled my determination to make a difference. By 2013, we launched in Kigali, Rwanda with an innovative approach—creating a smart solar kiosk platform equipped with Wi-Fi. It was our first step in empowering communities by providing energy and digital access.

As we evolved, especially during the COVID-19 pandemic, we learned a crucial lesson: digitization was not just the future; it was a necessity. Many businesses in Africa lacked access to affordable digital infrastructure, and the existing options were costly and required payments in foreign currency. This was a major barrier for SMEs trying to digitize and grow.

This realization led us to shift our focus. We decided to sell the solar kiosk technology and concentrate entirely on digital infrastructure. We saw an opportunity to create a solution that combined Wi-Fi, storage, and compute power in a way that was both cost-effective and tailored to the needs of African businesses.

Our goal was simple, to provide SMEs with the digital tools they need to thrive in a rapidly changing world. By offering low-cost digital infrastructure and a suite of applications, we aimed to make digital transformation accessible and achievable for businesses across Africa.

How does ARED’s AI-powered edge computing technology differ from traditional data center models, and what advantages does it offer?

When we started ARED, we saw a massive gap in digital infrastructure across Africa. Traditional data centers were these large, distant fortresses catering mostly to big corporations, and if you were an SME or an individual looking to tap into digital transformation, you were almost left out of the game. The costs were high, the services were designed for large-scale operations, and payments were in foreign currency, making it even more inaccessible. We knew there had to be a better way.

That’s when the idea of AI-powered edge computing came into play. Imagine bringing the power of a data center right to the edge, where it’s needed most—directly where businesses are operating, especially for SMEs. We wanted to flip the script to the traditional model by creating a solution that’s local, affordable, and incredibly efficient.

Now, let me tell you how we did this differently. Instead of building a massive centralized hub, we focused on building clusters of edge devices. Picture this: instead of sending data miles away to a central server, our edge units work together right where the action is happening. They’re like a team, sharing resources and processing data in real time. This clustering means faster responses, reduced latency, and a system that can adapt and grow with the business.

One of the coolest parts about our edge model is its affordability and flexibility. SMEs don’t have the budget for a large data center setup, and shouldn’t have to. With ARED, we bring Wi-Fi, storage, and compute power in one package, right on the edge. It’s like having a mini data center at your fingertips without the massive price tag. This gives businesses the tools to digitize and innovate without breaking the bank.

We also wanted to tackle another issue: security and privacy. By keeping data processing local, sensitive information doesn’t have to travel to a far-off server, reducing the risks of breaches. Plus, this localized processing means businesses can operate even if the internet is down, which is a game-changer in areas with unreliable connectivity.

In short, ARED’s AI-powered edge computing isn’t just about technology; it’s about giving power back to the people and businesses that need it most. It’s about creating a system that’s affordable, scalable, and incredibly versatile, bringing the best of digital infrastructure right to the doorstep of SMEs across Africa.

See also: Raxio’s GM, Godfrey Sserwamukoko urges educational and research institutions to harness tier III certified data centers

Can you elaborate on how ARED’s infrastructure enables offline access to digital services, especially in areas with poor or expensive internet connectivity?

When we designed ARED’s system, we were thinking about all those places where internet access is either spotty or just too expensive to rely on every day. We wanted to make sure that digital tools and services weren’t just a privilege for those in urban centers with perfect connectivity but something everyone could access, no matter where they were.

Think of our solution like this: instead of relying on the internet for every single task, we bring the digital world directly to you. Our edge devices act like a mini server hub of internet services, right there on the spot. So, even if there’s no internet connection, people can still tap into essential applications and information just by connecting to our local Wi-Fi. It’s like having a little piece of the internet that’s always there for you, rain or shine, signal or no signal.

Here’s the magic: everything is processed and stored locally. Imagine you’re running a small shop using our point-of-sale system. Normally, you might worry about the internet going down and not being able to process sales, but with ARED, all the data and apps are on the device itself. So, you keep selling and running your business smoothly, and when the internet comes back, everything syncs up automatically.

This isn’t just about convenience—it’s about leveling the playing field. We’re saying to small businesses, schools, and community centers, “Hey, you don’t need to be left out just because the internet is unreliable.” We’re making digital tools available where they’re needed most, without the hefty price tag or dependence on constant connectivity. It’s about empowering communities to thrive in a digital world, even when the digital world can’t always reach them.

See also: Ministry of ICT, ISPs have plans to reduce the cost of internet, says Ps. Aminah Zawedde

ARED’s approach seems focused on cost efficiency and accessibility. How do you ensure that your services remain affordable for communities and businesses across Africa?

What we realized early on was that most companies building data centers were focused on the big players—banks, telecoms, and governments. They were solving problems for the giants, but the little guys, the SMEs, were being left behind. It was like there was this massive digital wave happening, but the majority of businesses couldn’t catch it because they didn’t have the right surfboard.

We saw this and thought, “What if we could change that?” What if we could provide low-cost digital infrastructure that made all those critical applications more affordable and accessible? If we could do that, we knew adoption would skyrocket. SMEs spend hundreds of dollars just to set up basic things like security cameras, business operation apps, POS systems, and routers. It’s a huge financial strain, and it means only a few can afford to go digital.

So, our approach was to take all those pieces—security, point-of-sale, Wi-Fi—and bring them together in one solution. By removing the hardware cost and centralizing these applications through our edge infrastructure, we can offer this whole suite of services for less than $100 a day. Imagine the possibilities: a small business can now have everything it needs to operate efficiently and securely, without having to invest in multiple expensive devices or worry about managing them all.

It’s a win-win. SMEs get the tools they need to grow and compete, and ARED gets to be part of their success story. This isn’t just about technology; it’s about leveling the playing field, making sure that digital transformation isn’t reserved for the big corporations but is accessible to every business, no matter its size.

Could you share some success stories or examples where your technology has made a significant impact?

We’ve had some incredible success stories that showcase the power of our technology. One of our proudest partnerships is with GVA Rwanda and MTN Rwanda on a public Wi-Fi project. The goal here was to give citizens access to key digital applications and entertainment offline, without the need for constant internet connectivity. It’s about making digital resources available to everyone, even in places where connectivity is a challenge. This project has been a game-changer in providing people with educational content, government services, and even some light-hearted entertainment, right at their fingertips.

We also worked with MTN Rwanda to enhance some of their service centers. One of the key solutions we provided was a queuing system. You know how it is—waiting in long lines can be a headache for customers and a challenge for businesses to manage. Our solution helped streamline the process, making it more efficient and improving the overall customer experience.

Another exciting project we’re working on is a POC with a bus company. Here, we’re using our edge computing technology to provide valuable data insights through security cameras. By processing this data on the edge, we’re able to offer real-time analytics using AI tools. It’s not just about security; it’s about understanding passenger flow, optimizing routes, and enhancing overall service.

And then there’s BK Arena. We’re using our edge infrastructure there to enhance the visitor experience and operational efficiency. Whether it’s managing large crowds, providing real-time analytics, or delivering digital services, our technology is helping the arena run smoothly and offer a better experience for everyone who walks through its doors.

Each of these projects shows how versatile and impactful our technology can be. It’s not just about providing a service; it’s about transforming the way businesses and communities operate, making digital resources more accessible and useful in everyday life.

The marketplace for innovation seems to be a key part of ARED’s strategy. How does this platform empower SMEs, and what are some of the most popular applications?

ARED’s core business is all about the infrastructure layer. We built this robust, reliable edge infrastructure to showcase its potential, but the real magic happens when we open it up to third-party tech companies and developers. Our vision is to create a whole new ecosystem where these innovators can develop and deploy their applications on our edge network.

We’re planning to launch this marketplace in 2025, right after we’ve deployed 200 edge gateways across Rwanda and Uganda. The idea is simple but powerful: by giving developers access to our infrastructure, they can create applications tailored to the unique needs of African businesses and communities. It’s not just about offering tools; it’s about creating revenue-generating opportunities. And with our revenue-sharing model, it’s a win-win. Developers get a platform to distribute their apps, SMEs gain access to a suite of affordable digital solutions, and we all contribute to building a vibrant digital economy.

To showcase the potential of our infrastructure, we’ve already developed some applications. For instance, our point-of-sale system helps small retailers streamline their operations. We also have security and queue management solutions to demonstrate how edge computing can be used effectively in real-world scenarios. But our goal isn’t to monopolize the app space; it’s to open up our infrastructure so that other developers can bring their creative solutions to the table.

By doing this, we aim to foster a new type of digital infrastructure that’s specific to Africa, one that understands the unique challenges and opportunities on the continent. This marketplace will drive innovation and create new revenue streams and job opportunities, helping to grow the tech ecosystem inclusively and sustainably.

With ARED’s plans to deploy 20,000 edge gateways across Africa in the next five years, what challenges do you foresee in scaling this infrastructure?

Scaling up to 20,000 edge gateways is an exciting goal for us, but it comes with its set of challenges. One of the biggest hurdles is finding the right partners on the ground. We can’t do this alone—local partnerships are crucial for understanding and navigating the unique landscapes of each market. We’re using a licensing and partnership model to expand, but identifying and securing those key partners who share our vision and commitment is no small feat.

We’ve already selected the six markets we want to focus on: Rwanda, Uganda, Kenya, Nigeria, South Africa, and Ghana. Each of these regions has its own unique set of challenges and opportunities, from regulatory environments to market readiness. Getting our foot in the door means we need to build strong relationships and prove the value of our technology in real-world scenarios.

See also: ARED plans to expand its impact to Uganda, starting by launching a proof of concept in Jan 2025

Another big challenge is driving the adoption of this new technology. We know we have a game-changing solution, but introducing something new always requires a bit of education and proof of concept. It’s not just about installing the infrastructure; it’s about showing people how it can revolutionize their businesses and communities. We’re prepared to invest time and effort into this educational process because we believe in the transformative power of our technology.

And then there’s the scale itself—20,000 gateways is our minimum target before we start our exit process and consider selling the company. Hitting this number means everything has to run smoothly, from manufacturing to deployment to ongoing support. It’s a complex operation, but we’ve built a solid plan and are ready to tackle these challenges head-on.

Ultimately, it’s about persistence and building trust. We know there will be obstacles, but with the right partners, a clear strategy, and a lot of passion for what we do, we’re confident we can make this vision a reality.

Could you share more about your plans to launch in Uganda and the key objectives of this initiative?

We’re looking forward to our launch in Uganda. We’re currently in talks with a local partner and a telecom company, aiming to make our entry by mid-2025. Our main goal is to deploy 1,000 edge gateways, setting the foundation to become the leading digital infrastructure provider in the market.

The focus is on empowering SMEs and communities with affordable, accessible digital tools. We want to establish a strong presence in Uganda, proving that our model can drive digital transformation and create new opportunities for growth and innovation.

How do you see ARED’s AI-driven infrastructure contributing to Africa’s broader digital transformation in the coming years?

The lack of accessible digital infrastructure has been a major roadblock to digital transformation in Africa, especially for SMEs. It’s like trying to build a skyscraper without a solid foundation. We believe there isn’t a one-size-fits-all solution, but rather an approach that caters to the unique needs of African businesses and communities.

ARED’s AI-driven infrastructure is designed to fill this gap. By providing affordable, localized digital tools, we’re enabling SMEs to adopt and integrate technology into their operations. This means faster, more efficient processes, better data insights, and an overall boost in competitiveness.

In the broader picture, we see our edge infrastructure serving as a catalyst for innovation across various sectors. By decentralizing digital access and making it more affordable, we’re not just helping individual businesses; we’re creating an environment where digital transformation can thrive. This has the potential to reshape how businesses operate, how services are delivered, and how communities engage with technology in Africa.

In the coming years, as more SMEs and communities tap into this infrastructure, we believe it will drive significant change—making digital transformation not just a possibility but a reality for millions across the continent.

What are ARED’s long-term goals, and how do you envision the company evolving as it continues to drive digital transformation across the continent?

Our long-term vision for ARED is to be a catalyst for change across Africa. We see ourselves not just as a company, but as a movement that’s driving digital transformation from the ground up. Our dream is to create a world where access to digital tools and services isn’t a privilege but a right—where every small business, and every community, no matter how remote, has the chance to participate in the digital economy.

In the next few years, we’re focused on scaling our infrastructure, reaching as many businesses and communities as possible. Our edge gateways are just the beginning. We want to foster an ecosystem where innovation thrives, where developers and tech companies can build on our platform to create solutions that directly address the unique challenges faced by Africans.

Ultimately, our goal is to build something so impactful that it can stand on its own. Our long-term plan is to scale the company to a point where it becomes an attractive acquisition for a larger player who shares our vision and commitment to Africa’s growth. We believe that by creating this robust, scalable digital infrastructure, we can provide immense value—not just for ourselves but for the entire continent.

It’s an ambitious goal, but we’re driven by the belief that technology can and should be a force for good. As we continue to evolve, we’re committed to staying true to our mission: making digital transformation a reality for all, and setting a new standard for what’s possible in Africa.

Is there anything else that you would love to share?

Africa needs to take the reins of its innovation. Even in 2024, we often look outside for solutions, relying on foreign tech entities to solve problems that we are more than capable of tackling ourselves. It’s time we change that narrative. We’ve made waves in the fintech revolution, showing the world that we can lead in tech innovation. But we’re more than just fintech.

Let’s prove that Africa can be a hub of creativity and technological prowess. By developing our solutions, we can move toward true economic independence and ensure we have a seat at the global table—not just as consumers, but as producers and innovators. It’s about time we shape the conversation, rather than just being part of it.

The post In His Own Words: A Conversation With ARED’s Founder, Henri Nyakarundi appeared first on PC Tech Magazine.

Before this role, Ms. Salma had worked in public policy with Smart Capital for 5 years as an ecosystem director where she had the opportunity to work on the Startup Act from day zero all through the implementation process to the cocreation process and building the platform till date where we see over 1,000 startups labeled.

She also stated that her work also involved hosting events and a portfolio of other programs.

Ms. Salma says one of the other major roles that Startup Tunisia has been able to do is; supporting hubs with some grants of about USD$60,000 (approx. UGX222.3 million, TND187,000) to run programs that develop unique models that fill existing gaps in the Tunisian startup ecosystem but also performance/progress reports relating to how many startups they have practically supported with good KPI’s, then they can go ahead and provide some grants to each of their best-performing startups with USD$5,000 (approx. UGX18.6 million, TND16,000) grants,

Ms. Salma was also kind enough to answer questions; to mention but a few. She explained how ANAVA —”fund of funds”. Using an example of ANAVA, she said, Smart Capital is an LP (limited partner) that contributes funds to the ANAVA fund but does not participate in the day-to-day management of the fund itself.

To the question of opportunities in the Startup Act; were incentives like’ salary for two startup founders for a year based on their previous as they build their startups, waived off paying social security expenses, tax holiday up to 8 years of formal existence, creation of a special currency account to allow for startups to exchange their money which was not possible in the local economic policy.

When responding to the downside of the Startup Act; she said, that innovation hubs and startup support organizations that support the acceleration of the ecosystem were not recognized, and incentives for Startup Support Organizations (SSOs) such as accelerators, incubators, and hubs were not provided.

We should have also included a warranty and guarantee fund for Startup Support Organizations to allow for acceleration of the Startups driven by these ecosystem builders who are always part of the startup building equation.

From Baghdad, she first highlighted why the legal framework of the Startup Act needs to evolve. She suggested that having startup policies and laws in the forms of version one, two, and so on, is the best idea for this sector. This is simply because it is an ever-changing area. The Technology enabling this space to grow so fast will change tomorrow or the other day, so with the contemporary approach to the legal framework that often never has the flexibility.

SEE ALSO: UGANDA STARTUP POLICY DELEGATION BENCHMARKS WITH TUNISIA

To the question of whether there is a crowd-funding form of funding in Tunisia, she answered that it was not successful. The Crowdfunding legal framework got stuck but there is a decree that it was validated but it has not been implemented. However, I have been more involved with business angels that had 4 activities around; Capacity building with business angels, connecting the local investors, communication and exposure of angels, and incubating through 30% grant funding to startups that close angel funding. For example, if a startup raised USD$100,000 (approx. UGX369.5 million, TND309,000), The startup in Tunisia would give USD$30,000 (approx. UGX110.8 million, TND93,000).

A question regarding whether there are guidelines and regulations for innovation hubs was raised. There is no blueprint for supporting hubs except maybe supporting their capacity development needs through providing international experts to provide capacity on venture building and incubation and maybe encouraging partnerships.

Regarding the question on certification, procedures, and costs for startups’ products or ideas, Salma’s insights were spot on when she stated that; We do not do certification but we bear charge of all invoices on Intellectual property 100% which is mostly needed for international demands for startups.

Editor’s Note: The article is written by Keneth Twesigye; Policy Lead at Startup Uganda, and CEO of TechBuzz Hub

The post A Complimentary Conversation With Salma Baghdadi appeared first on PC Tech Magazine.

Understanding the importance of interview preparation

Thorough preparation builds confidence on interview day by allowing you to articulate experience clearly while learning the company’s needs in-depth to demonstrate fit. Preparing counteracts anxiety stemming from uncertainty over meeting content or format.

Just as athletes train rigorously for peak performance during key games, honing discussion points and researching the company in-depth prevent interview surprises from sabotaging your chances. The time invested immerses you in details conveying alignment.

Researching the company

Gaining company familiarity informs strong responses aligned with mission and values.

How to research effectively

Visit the Company’s Website: Study mission statements, services, current initiatives, and executive leader biographies to reference when highlighting your applicable capabilities.

Read Industry News: Scan recent press releases and announcements to spur thoughtful questions about goals or comment knowledgeably on events.

Check Social Media: Follow company pages across LinkedIn, Twitter, and Facebook to grasp culture and employee perspectives through posts.

Network: Tap your own professional and social contacts for insider intelligence on company reputation or management styles fueling more contextual dialogue.

Preparing your resume and portfolio

A tailored, results-focused resume and portfolio underscoring quantifiable contributions make qualifications easy to scan.

Tips for a Strong Resume

Tailor Your Resume: Feature experience and skills directly matching listed position requirements prominently when possible to connect abilities to needs.

Use Action Verbs: Bullet points starting with powerful action verbs like “increased”, “managed” or “created” telegraph competencies dynamically.

Quantify Achievements: Include measurable statistics demonstrating excellence like percentage gains in sales volume or productivity.

Keep It Concise: Bulleted content without dense paragraphs enables quick information absorption. Only feature information related to the target job.

Practicing common interview questions

Prepare clear, concise responses for frequent queries like describing your strengths or discussing career goals to articulate talents fluidly.

Sample Common Interview Questions

Tell Me About Yourself: Summarize your professional background and capabilities in under two minutes using an engaging narrative. Align strengths with role needs.

Why Do You Want to Work Here? Show enthusiasm for the company mission and culture with specific, well-researched examples of admirable initiatives, values, or leadership styles.

What Are Your Strengths and Weaknesses? Select honest weaknesses posing no functional setbacks on the job while emphasizing applicable strengths aligned with position needs. Frame as capabilities benefiting the company.

Describe a Challenge You Faced and How You Overcame It Feature an actual example highlighting analytical, creative, or organizational skills in overcoming workplace obstacles while quantifying positive results achieved.

Dressing for success

Polished, professional clothing choices uphold credibility while respecting organizational dress codes.

Tips for Professional Attire

Research Company Dress Code: Observe employee attire in-office visits or posted photos to match expected formality levels, erring formal until clarity is obtained.

Choose Classic Pieces: Build outfits combining traditional, versatile pieces in dark or muted tones conveying reliability and consistency.

Grooming: Neat hairstyles and trimmed facial hair prevent messy appearances distracting focus from competencies. Limit bold makeup or accessories.

Minimal Accessories: Avoid loud jewelry or accessories competing for attention from content. Keep items simple, functional, and few.

Managing pre-interview anxiety

Stress is common before high-stakes meetings but manageable through lifestyle techniques lowering stress hormone production.

Techniques to Reduce Anxiety

Deep Breathing: Inhale slowly through the nose while expanding belly for 5 counts. Exhale evenly for 5 counts. Repeat until calm.

Visualization: Picture yourself excelling beautifully within the interview while radiating confidence through clear responses. Reinforce positive mental images.

Positive Affirmations: Combat negative self-talk with empowering statements like “I am fully prepared to succeed.” Say aloud or silently before arrival.

Mock Interviews: Practicing expected questions aloud builds fluency while acclimating you to probing queries. Record rehearsals to polish areas needing improvement.

Arriving early

Arriving 10-15 minutes early prevents delays and exacerbates interview nerves while allowing brief final preparation.

Preparing for Early Arrival

Plan Your Route: Pinpoint office location through online maps to budget transit time accurately. Have backup directions.

Have a Backup Plan: Account for traffic jams, transit delays, or confusion by preserving extra lead time through earlier departures and flexible travel options.

Bring Contact Information: Carry point of contact telephone numbers to call in case of lateness arising from unforeseen circumstances.

Review Your Notes: Use extra minutes to study company research and possible talking points to reset your mindset positively before entering.

Body language and communication

Good posture, appropriate eye contact, and active listening demonstrate engagement, confidence, and professionalism.

Tips for Effective Communication

Posture: Sit upright facing the interviewer directly. Avoid slouching or strained postures closing yourself off unconsciously.

Eye Contact: Look at interviewers when speaking and listening to forge connections through appropriate, unbroken eye contact without staring uncomfortably.

Handshake: Initiate the interview by shaking hands firmly while standing to anchor introductions in welcoming confidence.

Active Listening: Avoid interrupting speakers. Nod, smile, and take notes conveying full attention to responses before thoughtfully adding comments.

Also read:

• • Shine at your next interview with help from Google
  • One-on-One Interview with Blogger, Mugibson Mugisha Patrick
  • Interview: Maryam Ehsan shares her journey and success in the digital marketing industry

Asking thoughtful questions

Poised, intelligent questions signal preparation while obtaining information for evaluating role fit.

Can You Describe the Team I Would Be Working With? Learning group dynamics, strengths and leadership styles allows for assessing cultural alignment.

What Are the Key Challenges Facing the Department? Demonstrates a desire to hit the ground running by identifying areas where skills solve real, current needs.

What Are the Next Steps in the Interview Process? Ask strategically to convey ongoing interest while gauging the timeline for decisions so you follow up at optimal intervals.

Following up after the interview

Prompt thank-you notes reiterate strengths while allowing delicate clarifications demonstrating polish.

Tips for a Thank-You Email

Send It Promptly: Send appreciation emails within 24 hours of interviews when memory is fresh while politely keeping your candidacy present.

Personalize It: Include specific references to topics discussed rather than generic messages to convey genuine interest and attention.

Reiterate Your Interest: Directly state enthusiasm for the position while highlighting applicable capabilities or cultural alignment as a poised final pitch.

Keep It Concise: Succinct notes prevent overstaying welcome. Let further conversations embed interest.

Interview questions for program managers

Program manager candidates should prepare for questions assessing technical knowledge and leadership abilities like:

Common Interview Questions for Program Managers

Can You Describe Your Experience with Program Management? Feature examples of successful initiatives you directed highlighting mission scope, technologies leveraged, stakeholders aligned, and quantifiable objectives achieved.

How Do You Prioritize and Manage Multiple Projects? Discuss best practices for assessing urgency, resources, and interdependencies across projects when establishing sequence and delegating responsibilities to maximize productivity.

Describe a Time You Had to Resolve a Conflict Within Your Team Share a real example emphasizing people skills diplomatically navigating team disputes while protecting trust, morale, and results. Quantify the constructive outcome.

How Do You Measure the Success of a Program? Explain key performance indicators you track such as quality, schedule, budget, and stakeholder satisfaction metrics proving efficacy towards institutional goals beyond mere technical functionality.

What Strategies Do You Use to Communicate with Stakeholders? Demonstrate people skills by listing productive communication channels like status reports, requirements reviews, steering committees, and celebration events that foster transparency and collective ownership.

In conclusion, with preparation, interviews become exciting opportunities to showcase strengths, not anxiety-inducing inquisitions. Tailored resumes, company research, response practice, and thoughtful questions ready candidates to connect abilities with employer needs fluently.

Pair diligence with reliable arrival timing, professionalism, and prompt follow-up correspondence for conducting engaging meetings that accelerate hiring decisions for your next career victory. Prepare thoroughly and confidently to take the next step towards meaningful work.

The post Mastering Your Job Interview: Essential Tips and Tricks appeared first on PC Tech Magazine.

Briefly, tell us about Stanbic Bank’s OLI SORTED campaign.

We are still in the first quarter (Q1) of the year, and people all over the country are still struggling with all sorts of bills and financial obligations. Individuals and many businesses are worried about how they are going to make it through this time because of the crazy expenses of school fees as well as business operational expenses that must be taken care of. That is why we came up with the Oli Sorted campaign to help individuals and businesses — to all of this, we say… Oli Sorted with Stanbic Bank!

What offers will customers enjoy from this campaign?

All salary earners working in private sector institutions and government institutions can access the Stanbic salary loan and enjoy Zero arrangement fees, interest rates as low as 16% (an equivalent of 1.34% monthly), and a repayment holiday of up to 75 days. In addition, our customers will enjoy a flexible loan repayment period of up to 84 months for unsecured personal loans and up to 25 years for Mortgages.

Businesses during this time of the campaign can get a Business loan of up to UGX250 million at zero arrangement fees in 48 hours.

When you say zero arrangement fees, what exactly does that mean?

Arrangement fees of 2% are usually applied as and when a client applies for a loan. However, for the Oli Sorted campaign period, customers who take loans will not be charged the 2% arrangements fees. The reason for this is to support our customers going through the back-to-school period with limited costs, meet other expenses, and achieve their goals set aside for 2024.

Who is eligible to apply for the salary loan?

As I mentioned earlier, all salary earners working in private sector institutions and government institutions are eligible. Additionally.

• Institutions that would like to have an MoU with Stanbic Bank can approach any of our Stanbic branches and we will commence the process of signing the MoU so that the bank can offer unsecured personal loans to the employees of the respective organization.
• Employees belonging to institutions that currently have MoUs with Stanbic Bank are free to apply for the loan at any of our branches or via any of the bank’s self-service channels.
• New clients to the bank and existing clients that have not yet borrowed with us.
• Customers who wish to switch their loans to Stanbic Bank as well as existing borrowers who wish to top up on their loans are eligible.

Is there a provision for applying online?

Yes, with our online application process, we offer a more seamless, efficient, and personalized experience. Customers who are already banking with the bank and are prescored for loans make it possible to access digital loans in 2 minutes on the Online Banking platform or Mobile. Banking by dialing *290#.

On the business side, as an SME owner, must I first have a Stanbic Enterprise account before I can apply?

Yes, you must have a Stanbic Enterprise account before you can apply. We have simplified the account opening process and now, within 24 hours you can have an account. The idea is not to only have an account, but to use it frequently to run your business through many of our various digital and physical channels like Enterprise Online, Agents, etc. The more you use your account, the more you qualify for in terms of unsecured funds.

Supposing there are already deductions on my monthly salary or off my business account, can I still apply?

Yes, existing borrowers (Salary earners and businesses) who have been servicing their loans very well can apply for loan top-ups. Clients with loan deductions in other banks can also apply and switch their loans to Stanbic.

How does this campaign relate to the entire agenda of Stanbic?

This campaign is in line with our purpose, Uganda is our Home We Drive her Growth. It is important for us to support our customers to go through this challenging period with the right solutions tailored to their needs. By supporting customers through this campaign, we are directly supporting Uganda’s economy to thrive. Because, when you grow, Uganda grows… When Uganda grows, we grow.

What are your concluding remarks?

I would like to encourage all our salaries and business customers and those who have not joined our bank to do so to be able to enjoy the benefits of this campaign and those that are in the pipeline. Stanbic Bank is always responsive to the financial needs of our customers. We hope that during this demanding interlude, our customers take full advantage because, with us.

The post A Chat With Israel Arinaitwe on Stanbic Bank’s, Oli Sorted Campaign appeared first on PC Tech Magazine.

Today, we have an up-close interview with Maryam Ehsan, the CEO and Founder of Market Pro. She shares with us her journey and formula for success in the digital marketing industry.

We’re pleased to have you here Maryam. Please tell us how you stepped into the field of digital marketing.

I started a job as a content writer at Programmers Force in 2019. I put all my efforts into digital marketing, learned new things, and gained experience.

You can say that I dedicated myself to this field. I told the company’s CEO about my vision and what I wanted to do. Thankfully, Programmers Force noticed the spark of passion inside me, and they promoted me to Team Lead in July 2019 as a gesture to help me learn entrepreneurship and develop team management skills. For straight 2 years, I dug deep into the digital marketing field and learned about leadership, team management, and other things required for becoming a successful entrepreneur.

What motivated you to start a digital marketing company after working in the field for a few years? How did your previous job experience prepare you for this venture?

After completing my Master’s, I aimed to do a business. I wanted to create disruption in the market and do something big, and my main interest was in marketing, so I planned to start a digital marketing company. However, I knew starting a business without prior experience in the field was a waste of time, resources, and money. Therefore, I decided to start a job in digital marketing to gain experience and learn the field, and in the previous answer, I’ve answered you about my job background.

So, after dedicating two years to Programmers Force, I recognized that now it’s the right time to do something on my own. I knew I’d learned enough to run my own digital marketing company. Ultimately, in 2021, I took a bold step and founded Market Pro; it was one of the biggest decisions and a turning point in my life.

Leaving a good job and starting your own business isn’t an easy step to take. What was your mission behind starting Market Pro?

My mission is to impact the digital marketing industry by elevating Pakistan’s talent and showcasing my country’s potential to the world. We started the company with around 5-6 employees, which I call “believers” because they believed in my vision and joined my company while compromising their pay and perks. Additionally, I don’t hire employees to work under me; I want them to become leaders one day, and we make all our possible efforts to train them in leadership qualities.

Do you only work with big names, SMEs, or startups? In other words, what type of clients do you choose to work with?

Our theory is to produce big names instead of already working with big names. For that purpose, we work primarily with startups, and usually, companies hire us when they are raising money and need marketing for the initial stages. So we’ve big names, but those are the ones we’ve produced in the market.

What is the one mistake you regret making in your digital marketing journey?

One mistake is I should have started early. For two years, I hesitated, thinking I was not ready yet and needed to learn more about the industry. However, now I know that you learn as you go. Waiting for the “perfect” moment only steals your time. The journey of a thousand miles begins with one step.

Why did you decide it was important for your digital marketing agency to have more than one contract for revenue, and what steps did you take to achieve this?

Starting a digital marketing agency and relying on a single contract is not a viable option for the long term. Fortunately enough, I realized this early that if the contract aborts, I would not be able to run the company for a long time. Therefore, I knew that Market Pro couldn’t rely on a single contract for the revenue, and we needed to move further from that.

I started working to reach out to additional clients and showed them our portfolio and strategy. Clients liked our service, and Market Pro began to get new contracts.

My essential idea was to have at least one year of backup to continue the operations in case of any emergencies. Instead of spending the money on myself, I started investing in employees and the company’s infrastructure. Even during the early days, I reduced my expenses to invest in the company as Market Pro was my only focus at that time.

What advice would you give to new entrepreneurs who want to start a new company in this industry?

My only advice is to stay focused on what you’re doing and don’t look for shortcuts. It can give you a benefit for a short time, but it can never become a long-term success.

Also, don’t start the idea with the aim that “I’ll be the next big name in the market.” You should dream big, but new entrepreneurs should set realistic expectations. It will take at least 8-10 years to become successful, and it’s not like you start the company right now; tomorrow it’ll be the number one (1) business.

ALSO READ: INTERVIEW WITH PROGRAMMERS FORCE CEO, KHURRAM AKHTAR

The post Interview: Maryam Ehsan Shares Her Journey and Success in the Digital Marketing Industry appeared first on PC Tech Magazine.

Programmers Force (PF) has grown significantly over time, and you have earned a good reputation in Pakistan’s tech industry. How did you start the PF, and what was your strategy?

Generally, most of the startups that are primarily service-based start from freelancing and eventually,  build a complete software house based on that experience. The same thing happened with PF, I was working as a freelancer on Upwork prior to Programmers Force. I was doing well in freelancing and after having years of experience in the field, I decided to expand my work and established a software house. That was the beginning of PF.

The model of my company was to foster a healthy work culture for the employees, and I set guidelines to ensure a stress-free, productive, and cooperative working environment. That was the parameters on which I decided to grow the company.

Happy employees are indeed the reason for growth. However, what kind of business/services does your company offer?

We’re a software house based in Pakistan that provides world-class software development services all over the globe. The vision behind PF was to bring innovation and offer top-notch business solutions.

What sets us apart from the rest is that our niche focuses on developing AI-based solutions, and we hold the title of Pakistan’s first IT company. We leverage artificial intelligence and machine learning to help businesses automate their operations.

Today, we are a team of over 800 employees working under one roof across 12 cities and 5 international offices. Our AI-powered products are making waves across 230+ countries, sparking a transformative impact on a global scale.

What strategies did you adopt to move away from dependency on a single contract for revenue in your service-based company?

Starting a service-based company and relying on a single contract can be risky, and most of the startups fail due to that reason. Fortunately, I realized early on that the single contract we’re starting with can not be the base of our business revenue, and PF needs to move further from that.

I started working to reach out to additional clients and thought that our essential idea should be to have at least one year of backup to continue our operations in case of an emergency. During the early days, I reduced my own expenses, and my only focus was Programmers Force.

How do you see your organization, and what is your vision as a leader?

Profit had never been my vision in reality. For me, a lavish working environment and giving extraordinary facilities to employees had been my focus.

I had a mission that the company I’ll build will be far more vibrant than the rest of the organizations. Even right now, we’re giving an extraordinary environment to our team members, and I always try to foster a comfortable work environment in my company. To provide them with a positive culture and help them with their financial needs, we offer certain perks to our employees, including in-house lunch, tea, vehicle financing, wedding allowance, tourism, advance salary, and others.

How do you maintain a fair and supportive environment for team members whose performance might fluctuate for various reasons?

Leaders have to keep a balanced approach when it comes to running a company. When a team member’s performance is not up to the mark, and they’re not recognizing how it’s impacting the company, a few things might be up. They might not be comfortable with the environment, not satisfied with the tasks they’re handling, or feeling a bit off. It’s unfair to them if you leave them without support, as it will directly impact their learning. That’s why, as a leader, you’ve to keep a check and balance.

Understandably, no human being can be productive around the year; there will be patches where they will go down, and there will be patches where they will perform exceptionally. As long as this process is balanced and you’re watching them keenly, it’s all good, and you don’t have to hover over everything they do.

What are the plans for the Programmers Force?

In the future, we expect to expand our operations and increase the headcount. We are currently working with major international clients and developing solutions for them that we’ll further expand in the future.

How do you advise young entrepreneurs to approach building a successful company, considering the timeline and mindset needed for realistic growth and sustainability?

If you want to stand a successful company, it will take some years after starting out. The biggest problems come with financial issues and mindset approach.

Most young entrepreneurs start with the unicorn approach that their company will be the next big thing in the market. It does happen, but not in all the cases. Instead, entrepreneurs should perceive things realistically. Their main aim should be to flourish in what they are doing and provide value to their clients, the rest will follow automatically.

Lastly, I can’t stress this enough, “there are no shortcuts to success.” You have to believe in yourself and never give up. If you are honest with what you do, you will achieve what you strive for.

The post Balancing Growth and Employee Satisfaction: A Conversation with Khurram Akhtar, CEO Programmers Force appeared first on PC Tech Magazine.

Founded in 2016, KaCyber has been at the forefront of providing digital ticketing and payment systems to public transport operators across the continent. With over seven years of unwavering dedication and a mission to catch up with global technology trends, KaCyber has made significant strides in transforming the transportation landscape in Africa.

Having processed a staggering 11 million tickets since 2019, equating to transactions worth UGX200 billion, KaCyber’s impact on the industry cannot be overstated. The company’s digital ticketing and payment solutions have not only enhanced efficiency and convenience for both operators and passengers but have also catapulted KaCyber into the spotlight as a key player in Africa’s tech scene.

In light of these remarkable accomplishments, we had the privilege to sit down with the visionary leader himself, Innocent Orikiiriza, the Founder and CEO of KaCyber Technologies. In this interview, we delve into the journey of KaCyber over the past seven years, the challenges encountered along the way, the impact of the COVID-19 pandemic, and the opportunities that lie ahead.

1. Congratulations on the success of KaCyber Technologies! It’s impressive to see how your company has grown and become a prominent player in the transportation tech industry in Africa. Could you share with us a brief overview of KaCyber’s journey over the past seven years, including the major milestones you’ve achieved along the way?

Our company, KaCyber Technologies, provides digital ticketing and payment solutions to the public transportation sector in Africa. Since our product launch in 2019, we have experienced remarkable growth and emerged as a prominent player in the public transportation tech industry in Uganda. With the Kampala commuter trains and over 100 coaches currently listed and running on our e-ticketing platform, we have processed more than 11 million tickets, amounting to a transaction value exceeding USD$54 million (approx. UGX199.5 billion).

Our journey has been marked by significant milestones, which include valuable local and international partnerships with Uganda Railways Corporation, Kiira Motors Corporation, the Ministry of ICT and National Guidance, Interswitch, and the Science, Technology, and Innovation Secretariat — Office of the President of Uganda (STI-OP).

As we continue to expand our business, I am excited to announce the upcoming launch of contactless transport payment cards for public transport in Kampala, as well as the introduction of online bus ticket services through our website www.kacyber.com, and the KaCyber Go App.

These achievements reflect our full commitment to innovation, strategic collaborations, and our vision of revolutionizing the public transportation sector in Uganda and across Africa.

2. The COVID-19 pandemic has had a significant impact on various industries worldwide. How did it affect KaCyber’s operations, and what adjustments did you make to navigate through these challenging times?

The pandemic presented unprecedented challenges for KaCyber’s business operations. The grounding of buses and public transport in general, coupled with reduced demand for public transportation services, significantly impacted us. However, we swiftly adapted to the situation by establishing partnerships in the international Business Process Outsourcing (BPO) space, which helped us maintain stability during those challenging times. Simultaneously, we took the opportunity to revamp our e-ticketing platform, incorporating delivery, luggage, and cargo handling and tracking abilities to cater to the evolving market needs of our bus operators and passengers.

This paradigm shift not only made us more resilient but also allowed us to enhance our product, making it more innovative and beneficial for transport operators and their clients.

Today, our e-ticketing solution stands as a pioneer in the industry, offering passenger and cargo ticketing capabilities along with real-time notifications, setting us apart from the competition. These adjustments, driven by our visionary leadership and the dedication of our core team, have enabled us to navigate the pandemic and emerge stronger than before.

3. KaCyber has processed over 11 million tickets across buses and trains in Uganda, amounting to transactions worth UGX200 billion. That’s an incredible accomplishment! How has your digital ticketing and payment system improved the efficiency and convenience of public transportation for both operators and passengers?

For operators, our system facilitates access to credit from debt financiers, enabling them to acquire buses and expand their services. This, in turn, leads to increased profitability and sustainability. Passengers, on the other hand, experience improved convenience through streamlined ticketing processes, eliminating paper tickets and reducing wait times. Additionally, our system enhances cargo safety with efficient tracking and management.

By combining financial inclusivity, operational efficiency, and enhanced passenger experiences, our digital ticketing system has reshaped the public transportation landscape. As we look ahead, we continue to seek investment to realize our grand vision, including expanding our market coverage and further empowering transport operators. The benefits of our solution are immense, and we are committed to driving positive change in the industry.

4. Participating in events like HiPipo’s 40 Days 40 Fintechs, the GITEX Africa Summit, and the Open Innovation Program hosted by Housing Finance Bank are remarkable achievements. How have these opportunities helped KaCyber increase its visibility and attract new partnerships or clients?

Participating in renowned events like HiPipo’s 40 Days 40 Fintechs Initiative, the GITEX Africa summit, and the Open Innovation Program have been pivotal moments for KaCyber. These opportunities have immensely contributed to our increased visibility and opened doors to exciting partnerships and new clients, allowing us to reach a global audience, as well as positioning KaCyber as a leading player in the transportation tech industry across Africa.

Additionally, our participation in recent high-profile events like GITEX Africa summit has provided us with invaluable networking opportunities and exposure to key industry stakeholders and decision-makers at global level. These experiences have strengthened our brand reputation and credibility, making KaCyber an attractive choice for potential strategic partnerships and clients seeking innovative and sustainable mobility solutions.

ALSO READ: KACYBER TECHNOLOGIES SHINED AT GITEX SUMMIT PUTTING UGANDA ON A GLOBAL TECH MAP

5. As a startup founder, you have experienced the rapidly evolving landscape of technology, including the effects of government regulations on internet-operating startups. What are some of the biggest challenges you’ve faced in navigating these regulations, and how have you managed to adapt to them while continuing to grow KaCyber?

Ultimately, our ability to navigate government regulations and maintain steady growth stems from our unwavering dedication, a collaborative approach with government partners, and a commitment to continuous learning and adaptation. We view government regulations not as obstacles, but as opportunities to foster innovation and ensure the long-term sustainability of our operations.

By actively engaging with regulatory authorities, participating in policy discussions, and staying abreast of industry developments, we proactively shape the regulatory landscape to foster an environment conducive to technological advancements. This approach has not only allowed us to comply with regulations but also enabled us to influence policies and drive positive change.

Our success in navigating regulations reflects our resilience, agility, and strong alignment with government objectives, propelling KaCyber toward greater heights.

6. Looking ahead, what opportunities do you see for KaCyber Technologies in the transportation tech industry in Africa? Are there any specific markets or expansion plans you’re considering to further scale your operations?

In the dynamic landscape of the African transportation tech industry, KaCyber Technologies has an exciting roadmap for expansion. Our immediate focus is on launching in Malawi and South Africa, solidifying our presence in these key markets.

By the end of 2023, we aim to establish strong partnerships with operators in Burundi, paving the way for enhanced transportation solutions in the region. Looking further ahead, we have ambitious plans to enter the Congolese market by 2025, followed by expanding into West Africa, with Senegal as a strategic entry point.

These strategic expansions will enable us to scale our operations, foster innovation, and create a lasting impact across Africa’s transportation landscape.

7. Many startup founders eventually contemplate an exit strategy as their companies mature. Have you ever thought about a potential exit for KaCyber? If so, what factors would influence your decision to consider such a move?

At KaCyber Technologies, our mission extends far beyond short-term gains or exit strategies. We’re on a thrilling journey to make seamless mobility sustainable across Africa. Picture this: public commuting that’s so effortless and appealing, it’ll make you want to high-five your bus driver! But we’re not stopping there. We’re teaming up with industry players to turn green mobility into a reality in the public sector. We’re not just here for a quick ride; we’re in it for the long haul.

So, when it comes to potential exits, [here’s a secret Nathan], we’ve hidden the exit sign behind our ambition. It’s nowhere to be found! Our commitment to revolutionizing transportation is lifelong, and we’re steering full speed ahead toward a future where transportation is seamless, appealing, and green. So buckle up, because with KaCyber, it’s a journey you won’t want to miss!

8. Given KaCyber’s impressive growth and achievements, there might be a possibility of acquisition interest from global players in the transportation or technology sector. Has the company received any acquisition offers or engaged in discussions with potential acquirers? How do you evaluate the potential benefits and challenges of being acquired by a larger entity?

As a company with ambitious dreams and grand aspirations, we actively seek additional investments to propel us toward our vision. Our market coverage in Uganda alone represents a mere 10% of the vast potential that awaits us, and the benefits we bring are immense. Operators are experiencing higher revenues, passengers are enjoying enhanced experiences, and governments are benefiting from improved monitoring capabilities.

While we cannot disclose specific acquisition offers or ongoing discussions, we carefully evaluate the potential benefits and challenges that come with partnering with a larger entity. We assess factors such as strategic alignment, accelerated growth opportunities, access to additional resources, and the preservation of our core values and mission. Our aim is to ensure that any decision ultimately advances our ability to create a sustainable and transformative impact in the transportation industry.

Looking ahead, we are actively seeking to raise over USD$15 million (approx. UGX55.4 billion) by of 2025 through strategic collaborations and investments. These endeavors will fuel our relentless pursuit of innovation and solidify our position as a driving force in revolutionizing transportation experiences. The future holds tremendous promise, and we eagerly embrace the possibilities that lie ahead.

9. Share thoughts on being the sole representative from Uganda in the Acceli City Resilience Challenge.

I was absolutely blown away by our digital ticketing solution being selected into the #AcceliCITY Top 100 Resilience Solutions providers in the world! The selection was from over 650 applications from across 80 countries. Being the sole representative from Uganda both reflects our potential as KaCyber and the potential of Uganda’s startup ecosystem and showcases the innovative ideas and entrepreneurial spirit that exist within Uganda and positions KaCyber as a frontrunner in the pursuit of innovation and technological advancement in Uganda’s mobility sector.

This recognition highlights the fact that Uganda has talented individuals and promising startups that can compete on a global scale, showcasing the innovative ideas and entrepreneurial spirit within Uganda’s startup ecosystem. It reflects our potential as KaCyber and positions us as a frontrunner in the pursuit of innovation and technological advancement in Uganda’s mobility sector, bringing attention to Uganda’s emerging tech scene and demonstrating that it is a viable destination for investment and partnership opportunities.

For KaCyber, being the sole representative from Uganda has positively impacted our reputation and recognition. It has put our company on the global map and increased its visibility within the smart cities and tech community worldwide. This recognition validates KaCyber’s potential and positions us as a leading player in the Ugandan transportation tech ecosystem.

This global recognition has opened up numerous opportunities for KaCyber in terms of partnerships and investments. It has provided a platform for KaCyber to connect with other startups and organizations from around the world, fostering future collaboration and knowledge exchange. Additionally, the opportunity has given KaCyber a unique advantage in terms of networking and building relationships with influential stakeholders in smart cities globally. I believe this will lead to strategic partnerships and collaborations that can further enhance our company’s growth and impact now and in the future.

Having had this conversation with Innocent, we have some hope that he and his team will revolutionize transportation in Africa. Their immediate focus, for now, is on launching in Malawi and South Africa, and by the end of 2023, established strong partnerships with operators in Burundi, paving the way for enhanced transportation solutions in the region. Looking further ahead, they have ambitious plans to enter the Congolese market by 2025, followed by expanding into West Africa, with Senegal as a strategic entry point.

The post Up Close With Orikiiriza Innocent, KaCyber Technologies CEO appeared first on PC Tech Magazine.

Podcasts are produced by individuals or small teams covering a wide range of topics, including news, interviews, entertainment, education, discussions, storytelling, and more —typically available as a series, new installments of which can be received by subscribers automatically.

With access to the necessary equipment and software, anyone can do a podcast. Tobi Ojekunle, an engineer in the energy and sustainability industry —born and raised in Ibadan, Nigeria, and currently residing in Germany hosts a thought-provoking podcast he calls Mirror Talk, where he interviews thought leaders to gain insights and shares this knowledge with the rest of the world.

In my interview with Ojekunle, we discussed his podcast’s inspiration, production process, the evolution of the podcasting industry, the challenges faced, and his podcast promotion strategies. This is what he had to say:

You’re an engineer in the energy and sustainability industry, what inspired you to start a podcast?

I have a strong passion for self-improvement, personal development, and having deep soulful conversations with people from all walks of life and this is actually what inspired me to start the Mirror Talk Podcast.

How do you come up with the topic for each episode of your podcast?

The topic for each episode of Mirror Talk comes mainly from the area of expertise of our guests. We carry out thorough research to find out the best way our guests could impact our listeners positively. Some topics are also inspired by feedback from our listeners and inspirations from life experiences.

What is your typical production process for an episode of your podcast like?

Our production process starts out with setting out a date and time for the podcast interview, we then go into the process of research to ensure that the conversation is consciously tailored to positively impact our listeners. After the podcast conversation, we save the vital information in our database and plan for the release date. Before the release date, we edit the audio and video files to the best quality that we can and at the same time place the listeners into consideration. After the podcast episode has been released, we share it with the podcast episode guest and share it on all social media platforms including on our Mirror Talk website.

What are some of the memorable moments or episodes from your podcast?

Every episode from our podcast has memorable moments. One of those moments would be when a guest was able to unravel her past and our conversation was able to assist her to reflect on the lessons from her life experiences. This led to us learning more about alignment and the importance of taking intentional pauses or breaks to reflect on life. Another memorable moment would be in the episode we had with Katie Hess in which she compared the flowers we find attractive to a mirror that reflects who we are or how we are feeling at the moment.

How do you see the podcasting industry evolving in the future?

In the future, the podcasting industry will evolve into the most relevant part of the media world bringing innovations, unfiltered messages, and shining light on various important perspectives in every aspect of life.

How has podcasting as a medium evolved since you started?

Podcasting has slowly evolved into a force to reckon with. Big media platforms like Spotify are buying and sponsoring podcasts. Several platforms now offer subscription-only services to support podcasts making a living from what they love to do best.

How do you see your podcast fitting into and impacting your industry or niche?

The Mirror Talk podcast is impacting the industry by encouraging and introducing new perspectives in the self-improvement and personal development industry. We are enabling people to share their stories and use their experiences to change the world.

How do you promote your podcast and grow your audience?

We promote Mirror Talk through social media platforms like Instagram and Facebook. We share our content on all platforms like YouTube, TikTok, Instagram, Facebook, and all major podcast platforms.

What are some of the challenges you have faced while creating and growing your podcast and how you overcame them?

Some of the challenges faced while creating the podcast at the beginning was getting guests to speak on the show but now, we have more than enough guests and have the challenge of organizing and scheduling the podcast interviews.

We overcame the initial challenge by signing up for various podcast exchange services which help podcast hosts meet with suitable podcast guests for their shows.

One challenge we are still facing is reaching a broader audience. We are overcoming that by promoting our content on social media and encouraging our listeners to help us share with their loved ones.

Who are some of the interesting guests you have had on your podcast?

We have had a lot of interesting guests, so it would be unfair to mention a few names. These guests come on the show with the intention to impact the world positively. They are willing to share their stories and give out free tips, tools, and advice on how others could improve their lives. However, one of these is Victoria Volk. In the podcast episode with her, she really got down to the basics and fundamentals of what we can do to move through grief and find spiritual solace. She taught us how we could have a guided heart.

What software and tools do you use for audio editing and mastering?

For audio editing and mastering, we make use of Logic Pro, GarageBand, and Audacity.

How do you ensure the quality and consistency of audio recordings during remote interviews?

We ensure the quality of the audio recording by encouraging our guests to record with a good microphone. We do an audio check before recording and then we make use of tools to enhance the audio recording during post-production. The consistency of our audio recording is ensured by our pool and database of pre-recorded interviews.

Have you ever had to make technical corrections or updates to episodes after they were released? How do you handle such situations? 

Yes, it has happened in the past that we had to make technical corrections to podcast episodes due to some errors during post-production. In such a situation, we had to re-edit the raw files, create a different version with the changes required and then replace the already uploaded episode with the new version. This will be updated on all podcast platforms.

What metrics do you use to track the success and impact of your podcast episodes?

We make use of the information about the number of downloads, audience retention, and episode rankings to track the success and impact of our podcast episodes.

Can you discuss any challenges you have faced in incorporating new technologies into your podcast production workflow? 

The challenges we have faced are learning about the new technologies; how to use them, their benefits and their shortcomings as well as working with time constraints while having to invest some time to learn how to use the new technologies.

Which tips or advice would you share with someone just starting out in podcasting?

One piece of advice I would give someone just starting out in podcasting would be never to give up. Appreciate the days of little beginnings and learn and improve as you grow.

The post Tobi Ojekunle: The Podcasting Industry Will Evolve into the Most Relevant Part of the Media appeared first on PC Tech Magazine.

Safari Buddy is a new ride-sharing service in Uganda that began its operations on Jan. 4 to connect riders with local drivers, providing safe and convenient transportation. Safari Buddy is just for urban rides, riders are able to book rides for upcountry trips, and boat cruises, send cargo packages as well as allow people to put their cars on the platform for hire.

Nasra during the launch said, “with its combination of convenience, flexibility, and innovation, Safari Buddy is poised to become the go-to rideshare app for Ugandans.”

To enlighten us more about the service, we had an interview with Nasra and this is what she had to say;

What inspired you/your team to start Safari Buddy putting into consideration the competitiveness and other factors in the traditional and modern hailing business in Uganda?
The use of so many cars is a significant contributor to the overall carbon footprint of society. This process releases pollutants (especially carbon dioxide) into the atmosphere, contributing to climate change. The current floods, food shortages, and outbreak of pandemic diseases are a result of these unprecedented climatic changes.

One way to reduce our carbon footprint, SafariBuddy is promoting rideshare with other passengers heading in the same direction, especially on long up-country trips. This reduces the number of cars on the road and decreases overall emissions from transportation. It also increases the lifespan of infrastructure such as roads while creating gainful employment for drivers and increasing business profitability for users.

While coming up with Safari Buddy, we believe that you looked at some of the biggest challenges that might arise. So, what are some of these challenges and how are you prepared to solve them?
There are several challenges that face any public transportation business, especially ride-sharing:

Competition: There is a high level of competition in the ride-sharing industry, there are well-established players both locally and internationally like Uber.

Regulation: Ride-sharing companies must navigate a complex web of regulations and laws. This can make it difficult for new companies to enter and or remain in the market.

Driver retention: Finding and retaining drivers is a major challenge for ride-sharing companies. High turnover rates can lead to inconsistent service for customers.

Insurance: Insuring ride-sharing drivers and vehicles can be complex and expensive.

Safety: Ensuring the safety of riders and drivers is a key concern for ride-sharing companies.

To overcome these challenges, Safari Buddy shall focus on building a strong brand and reputation, investing in technology, and providing incentives to attract and retain drivers. We shall work closely with regulators to understand and comply with local laws and regulations. Additionally, Safari Buddy safety measures like background checks and driver monitoring, as well as providing insurance coverage will help to mitigate some of the risks associated with ride-sharing. Lastly, Safari Buddy will seek to promote the use of more modern vehicles, hopefully, electric and hybrid that can help to lower the carbon footprint and be more sustainable.

What are some of the initiatives that Safari Buddy is currently working on to improve safety for riders and drivers?
Safari Buddy has taken several steps to improve safety for riders and drivers:

Driver screening: All drivers have to possess a valid driving permit for the class of vehicle they have registered to use.

Online driver training: Providing drivers with training on safety best practices and how to handle difficult situations will help to ensure that they are prepared to handle any challenges that may arise.

Eye-of-God: Safari Buddy will introduce a built-in safety feature, the “Eye of God” which is an emergency assistance button, that allows riders and drivers to quickly contact emergency services in case of an emergency.

Encourage good behavior: Riders and drivers will be able to rate each other, this way the platform can identify riders/drivers with low ratings and take actions to improve their behavior.

Communication: We encourage open communication between riders and drivers, and make sure that both parties have a way to contact each other and the company in case of emergencies.

Safari Buddy will create a safer environment for riders and drivers and reduce the risk of accidents and other incidents.

How does Safari Buddy plan to compete with other ride-sharing companies, such as Uber, and SafeCar?
Safari Buddy is providing a new and unique service in the rideshare industry. Our niche is in the long upcountry trips for example solving the Christmas travel drama. We have also introduced boat cruises for parties and business. You can also have your cargo or package transported to the village using our trucks that would otherwise be driving back empty upcountry.

Does Safari Buddy have a strategy for expanding beyond Uganda?
Climate change is affecting the whole world. Reducing the carbon footprint is a global responsibility. Our shareholders are already in talks with different partners on how the business model can be either directly expanded or integrated into existing companies in other countries.

How does Safari Buddy plan to address the issue of driver retention?
Safari Buddy drivers will be allowed to set their own fares and rates so that a customer is free to choose the best fare on the platform. This will ensure the driver earns the best rate of their choice.

Drivers and riders will be given bonuses for completing a certain number of rides or for referring new drivers.

Safari Buddy allows flexible scheduling. Drivers are able to set their own schedules and choose when they want to work.

Can you discuss some of the major regulatory challenges that Safari Buddy is facing, and how the company is addressing them?
There is a complex web of regulations in Uganda. Obtaining the necessary licenses and permits to operate has been challenging.

There are strict international laws around data privacy and security, which we had to comply with before the platform was approved to protect the personal information of riders and drivers.

Safari Buddy stays informed about the laws and regulations in the jurisdictions in which we operate, and works closely with regulators to understand and comply with them.

Tech is evolving in every industry including automotive, does Safari Buddy plan to expand into new transportation services, such as electric vehicles or driverless cars?
Electric Vehicles and driverless cars are the future. As long as technology allows, Safari Buddy, is committed to providing the latest solutions to the challenges facing humanity.

What is Safari Buddy’s approach to corporate social responsibility and sustainability?
With the current high levels of youth unemployment in Uganda, we provide quick registration support to youth who are fully competent and seeking to be our drivers. We also provide special recognition for women drivers as an affirmative action to promote gender balance and inclusivity.

How has Safari Buddy’s business model evolved since its inception?
Having started out as a basic urban ride-share app, Safari Buddy is now proud to be covering the whole country with land transport in up-country trips. We also cover water transport with our boat cruises. In both modes of transport, we serve human transport and cargo.

Does the company have plans of expanding into the food delivery market?
We shall strengthen our human and cargo transportation service over land and water before venturing into other services.

How does Safari Buddy plan to address the concerns about the gig economy and workers’ rights?
Safari Buddy is a registered company in Uganda. We are mandated and strictly adhere to the Uganda Employment Act (2006) including the Amendment Bill of November 2022.

One of your competitors in 2021 was called out on allegations of sharing its users’ data. How does Safari Buddy plan to address the concerns about data privacy and security?
Our tech support partners that host the Safari Buddy platform are internationally renowned companies of high reputations when it comes to data protection. That is why our application is the most highly rated in both the Google Play store and Apple’s app store.

How do you see Safari Buddy evolving over the next five years?
Beyond land and water transport, we might see Safari Buddy in the air.

Safari Buddy is available for both Android and iOS. Upon hailing a ride, you will be able to pay with cash or mobile money. With its combination of convenience, flexibility, and innovation, Safari Buddy is poised to become the go-to rideshare app for Ugandans.

ALSO READ: “I’M EXTREMELY SELF-TAUGHT” — DANZE EDWIN, CMO OF NEXT MEDIA

The post Interview with Davilla Nasra, CEO of New Ride-Sharing Platform, Safari Buddy appeared first on PC Tech Magazine.