The company confirmed on Monday that interested customers will be migrated into Paystack MFB before July 31, 2026, further noting that its business banking operations will now sit within Paystack’s regulated banking system.

“Brass will move its business banking into Paystack MFB,” the company said. “As part of this transition, Brass will no longer operate as an independent entity.”

Brass launched in 2020 with a focus on small and growing businesses. It offered accounts, payroll tools, expense tracking and cash-flow management. Many SMEs used the platform as an alternative to traditional banking systems that was previously slow and rigid.

By late 2023, cracks began to show. Customers reported delays in accessing funds, and issues spread across the startup ecosystem. The challenge around withdrawals affected trust in deposit-like fintech services it offered

Things escalated into a liquidity crisis that placed the company under serious stress. Founders and operators publicly voiced out at the time, as issues grew around customer balances and operational stability.

A rescue deal followed in May 2024, when a consortium led by Paystack, alongside PiggyVest, Ventures Platform, and P1 Ventures acquired Brass after months of instability.

At the time, investors described the takeover as a stabilising step, saying they wanted to support the company’s mission and restore confidence in operations. Brass’s co-founders later exited the business after the acquisition.

In Monday’s statement, Brass said the months after the deal focused on rebuilding its systems. New leadership, led by Philip Obosi and Yvonne Obike, took charge of operations and internal processes.

Progress eventually made one direction clearer. “As we rebuilt and as our platform became more mature, something became increasingly clear,” Brass said. “The next phase of our growth could not be achieved alone.”

That path now leads directly into Paystack’s banking infrastructure.

Paystack has expanded steadily beyond payments. In January 2026, it entered Nigeria’s banking space through the acquisition of Ladder Microfinance Bank, which became Paystack Microfinance Bank.

The bank now provides transfers, treasury services and other business banking tools. Brass’s SME-focused products fit into that structure without major adjustment.

Paystack itself, acquired by Stripe in 2020, has continually strengthened its focus on regulated financial services across Africa.

Ever since, however, the sector has changed. During the funding boom between 2020 and 2022, many fintechs built overlapping products and competed for the same business customers. That expansion slowed when capital became tougher to get.

Regulators also increased oversight, especially around deposit-like services and liquidity management. Several companies have since restructured or merged to stay stable.

Consolidation has followed, with Flutterwave acquiring open banking firm Mono earlier in 2026, while Paystack’s absorption of Brass aligns with that pattern of consolidation.

Brass described its exit as a continuation rather than a closure. “This transition marks a new chapter,” the company stated, “with even greater capability for the businesses we serve.”

For SMEs, the migration brings accounts and operations into a regulated banking environment under Paystack MFB. Customers will receive direct communication on next steps ahead of the July 2026 deadline.

Headquartered in Lagos, the company works with banks, fintechs and other lenders to acquire and manage non-performing retail and SME loans. 

The latest round drew support from several African private equity and venture capital firms, including AfricInvest through its Financial Inclusion Vehicle fund, as well as Algebra Ventures, which made its first investment in a Nigeria-headquartered business through the deal.

Existing investors, including Capria Ventures, VestedWorld, Axian CVC, Angaza Capital, 4Di Capital and DotExe Ventures, also returned for the round.

BFREE said the new investment will help it pursue larger acquisitions of bad debt portfolios while strengthening long-term agreements with financial institutions that regularly offload non-performing accounts.

Having raised $3 million in funding in 2024, the company started as a technology-driven debt collection business before shifting into direct acquisitions of distressed unsecured loans, ranging from nano credit to SME facilities. 

Since launch, BFREE has completed more than 35 transactions and now manages over 11 million borrower accounts across several African countries.

Chief Executive Officer Julian Flosbach said the company now plans to operate at a larger scale.

“The market opportunity is significantly larger than the infrastructure historically available to address it. This round puts us in a position to pursue substantially larger portfolio acquisitions, engage a broader range of institutional partners, and do so with the speed and certainty of execution that serious counterparties demand,” he said.

Rather than handling one-off recoveries, BFREE works through forward flow arrangements. Under those deals, lenders agree to sell newly non-performing loans to the company on a recurring basis.

BFREE said its collection model avoids intimidation and public shaming, practices that have long attracted objection in parts of Africa’s digital lending sector. Instead, it focuses on repayment structures that borrowers can realistically manage.

Patrick Herrmann, partner at AfricInvest, said the company is filling an important gap in Africa’s fast-growing digital credit market.

“BFREE’s approach to credit management, based on a unique set of proprietary data and a technology-enabled collection platform, closes an essential gap in the digital lending value chain. 

“High-velocity digital lending has become a core product across markets, with financial institutions, banks and fintechs alike requiring effective ways to manage small-ticket non-performing loans. 

“BFREE’s execution-driven team has brought the platform to an inflexion point, which will enable them to purchase larger portfolios and become a prime partner for banks and fintechs across African markets,” he said.

For Omar Khashaba, general partner at Algebra Ventures, the investment shows encouraging interest in Africa’s distressed debt market, where lenders still struggle to resolve billions of dollars in unpaid retail and SME loans every year.

“Billions of dollars in African retail and SME credit go unresolved every year because the institutional infrastructure to clear them simply does not exist. Healthy credit markets need a disciplined buyer for distressed debt. 

“The founders Julian, Moses and Chukwudi have built a platform that combines rigorous portfolio pricing, risk management, and deep data infrastructure to clear distressed retail and SME debt at scale. We are backing BFREE together with AfricInvest to scale them across Africa and beyond,” he said.

BFREE did not disclose the size of the investment round. However, the company said the capital will support expansion in both existing and new African markets where demand for distressed debt solutions continues to grow.

While the continent already accounts for 74% of global mobile money transaction volume, new analysis shows that the next stage of growth will be defined less by transaction scale and more by financial depth, institutional design, and long-term investment readiness.

Launched around the Inclusive FinTech Forum (IFF) in Kigali, a forum increasingly recognised by regulators, financial institutions and investors as a convening point for Africa’s financial architecture, the report Beyond Payments: Unlocking Africa’s Second FinTech Wave from Boston Consulting Group (BCG) examines how the continent is shifting from transactional inclusion to scalable, infrastructure driven financial systems.

While the first wave of African FinTech successfully built domestic payment rails with over 40% of adults in Sub Saharan Africa now using mobile money, the report finds that even in advanced markets, more than 50% of lending still occurs through informal or semiformal channels.

This gap has sharpened the focus on B2B payments, government digitisation, interoperable credit rails, and data driven underwriting as the engines of the second wave.

Africa has already built scale in digital finance. The opportunity now is to convert that scale into sustained, institutional-grade growth.

Markets offering regulatory clarity, interoperable infrastructure, and predictable operating conditions are becoming increasingly attractive to long term‑ capital.

Across parts of the continent, these conditions are taking shape, driving a step change in ‑long-term institutional capital interest beyond ‑early-stage‑ FinTech plays.

The report highlights Rwanda as an example of deliberate institutional coordination that directly lowers the cost to scale for financial institutions.

Supported by forward looking regulation, interoperable digital public infrastructure, and a clear cross border orientation, the country has positioned itself as a focal point for ecosystem alignment across East Africa.

Recent initiatives, including the Licence Passporting Memorandum of Understanding between Rwanda and Kenya, are cited as practical steps toward lowering the cost to scale for financial institutions, easing regional expansion, and improving cross border payment and credit flows.

Financial centres like the KIFC play a critical role in Africa’s next phase of FinTech growth. By combining regulatory clarity, coordinated infrastructure, and Pan African integration, they materially reduce uncertainty for banks, FinTechs, and investors, and help position markets into credible, long-term investment destinations.

As African FinTech ecosystems mature, the report notes a growing shift from consumer peer to peer models toward infrastructure grade opportunities aligned with bank balance sheets, development finance institutions, and long duration private capital.

Interoperable payment switches, AI enabled credit models, open banking reforms, and clearer licensing regimes are reducing fragmentation and increasing investability across markets.

What’s increasingly clear is that Africa’s next FinTech phase will be led by financial institutions. Banks and regulated FIs are becoming the primary customers of digital financial infrastructure demanding platforms that align with their balance sheets, risk frameworks and regulatory obligations.

To achieve this, the report identifies five institutional priorities critical to sustaining momentum:

• Interoperable infrastructure remains essential to unlocking Africa’s next phase of digital financial growth. Building seamless wallet to bank to switch integration will enable faster, more efficient value movement across ecosystems, reducing friction for consumers, SMEs, and financial institutions alike.
• At the same time, data-driven credit represents one of the continent’s largest untapped opportunities. By transforming transaction data into AI enabled underwriting models, providers can extend responsible, scalable credit to SMEs, helping bridge the gap created by traditional collateral based lending.
• Regulatory coherence is another critical pillar. Implementing proportional licensing frameworks and predictable supervisory practices will lower the cost to scale for innovators, reduce uncertainty, and create a more level playing field across markets.
• Trust and resilience form the backbone of sustainable adoption. Expanding cybersecurity capabilities and strengthening consumer protection mechanisms will ensure that as digital usage grows, the ecosystem remains safe, reliable, and transparent.

Africa has already demonstrated that FinTech scale is achievable. The next opportunity lies in strengthening the institutional foundations required to sustain that growth. Markets that do so effectively will shape Africa’s financial system over the coming decade.

In 2025, tech startups across the continent attracted around $4.1 billion in combined equity and debt, with the fintech segment still the largest equity segment. In short, there is a significant opportunity in a market that’s far from saturated.

There are, says McKinsey, a plethora of untapped opportunities that include cross-border payments, SME lending and embedded, sector-specific solutions.

However, says Mandla Mbonambi, CEO of Africonology, fintech innovation is outpacing the sector’s ability to plug it into old systems.

“As a result, the real constraint to change has become integration,” he continues. “Legacy systems were not designed for real-time, API-driven products and data is scattered across channels and back-office systems, limiting personalisation and cross-sell opportunities, as well as governance, security and efficiencies.”

While on the one hand, the market has depth, velocity, and real-world relevance, on the other, it is entering a complex phase of growth in which its essential fintech integration is being implemented correctly. And this is where the real bottleneck now sits.

As instant payments, digital wallets, embedded finance and platform-based services accelerate, many companies are still trying to push modern experiences through ageing core banking systems, fragmented data estates and integration layers held together by workarounds.

Banks, mobile money operators, remittance companies and fintechs are increasingly offering new ways of banking and accessing funds, particularly around cross-border payments. Still, these solutions are also fragmented with high costs and delays.

“This is not a pressure unique to Africa,” says Mbonambi. “But it is particularly important here because the continent has moved so rapidly in financial innovation. If Africa wants to continue leading in this sector, integration has to become a strategic priority. Legacy system integration is a persistent obstacle, with challenges that include poorly managed data migration, incompatible system architectures, and insufficient testing protocols.”

Companies need a strategic framework that aligns technology investments with business objectives while still ensuring smooth integration across the enterprise. Innovation at the front end has become relatively easy to showcase. A new lending feature, a smarter onboarding

journey, a slicker payments interface, and an AI-driven customer layer are visible wins. The harder work happens underneath, where systems need to talk to one another cleanly and reliably.

MuleSoft’s 2025 Connectivity Benchmark shows how widespread this issue has become: the average enterprise now runs 897 applications, yet only 29% are integrated, and 90% say data silos are creating business obstacles.

With IT teams spending close to 40% of their time designing, building, and testing custom integrations, it’s clear that integration debt has become one of the biggest brakes on digital and AI initiatives.

“You need processes that make sense, clean data and people who understand both the business and the technology. If you skip these steps, you’re just building an expensive way to make mistakes,” says Mbonambi. “Solving for these incoming bottlenecks translates into four immediate priorities: legacy modernisation, API enablement, integration as a service and platform expertise.”

Core systems do not always need to be ripped out. Still, they do need to be re-architected so old and new can coexist with less friction because careful integrations can allow old and new systems to coexist while protecting prior investments.

API-led connectivity gives institutions a more flexible way to expose services, connect partners, orchestrate data flows and reduce the dependence on brittle point-to-point integrations.

“Composable enterprise architectures built on API-led connectivity can reduce integration costs by 30% while creating reusable building blocks for innovation,” says Mbonambi.

The third step is integration as a service to ensure organisations have integration capability embedded into delivery from the start, which is supported by governance, testing and visibility. Then, platform expertise wraps all the factors into a cohesive whole, providing a deep understanding of the business ecosystems and how to bring them together coherently.

“Africa has already shown that it can lead in mobile money, digital payments and financial access,” concludes Mbonambi. “The next step is less glamorous, it’s process, process, process because the winners in fintech’s next chapter will be the ones that can connect core banking, customer channels, partner ecosystems and data in ways that are secure, scalable and commercially sustainable.”

This completes a leadership shake-up at the Kenyan fintech as it strives to grow across Africa.

Makarem joins from Agoda, where he served as global CFO and oversaw a payments network handling more than $12 billion in transactions each year.

He has worked on multi-currency systems and high-volume payment operations, areas that are important to Cellulant’s business.

His appointment comes weeks after Michael Muriuki was named chief product and technology officer. Together, both hires fill key roles at a time when the company is rebuilding its leadership team after several exits.

Cellulant processes over 4.5 million transactions daily and operates in more than 20 African markets. It turned a profit in 2024 and is now looking to expand further as digital payments continue to grow across the continent.

Speaking on the appointment, Peter O’Toole, Cellulant chief executive said, “Darren Makarem doesn’t just understand the numbers; he understands the customer. He will leverage these insights to build a finance centre of excellence, ensuring our financial operations are as innovative, agile, and customer-centric as our products.”

Before Agoda, Makarem worked at Binance as regional CFO for Asia-Pacific and Latin America. He later led OnRamp as chief executive. Those roles gave him exposure to digital assets and evolving payment systems.

Now at Cellulant, he is expected to focus on financial discipline and support the company’s expansion into cross-border payments.

He said, “What excites me about Cellulant is the quality of what has already been built. My priority is to ensure the business has the financial discipline, insight, and operational support to move fast, stay bold, and keep delivering.”

Cellulant is aiming to take a larger share of Africa’s digital payments market, which is projected to reach $1.5 trillion by 2030.

The company is also competing with other fintech firms and banks that are building their own payment systems for large business clients.

The panel, moderated by Olumatoyin Abioye, fintech product lead, featured Musty Mustapha, co-founder and managing director of Kuda MFB, and Rosemary Aimankhu, chief commercial officer of MoMo PSB.

“Every decision you make in a business has its implications, and it has its cost,” Mustapha said. 

“When you operate with the mindset of growing at all costs, regardless of whether you are really adding value to people’s lives, you are only solving for today and neglecting what could happen in the future.” 

He stressed that African users are digitally aware but operate in low-trust environments, meaning fintechs must design products that build value, not rely on incentives for user acquisition.

Aimankhu reiterated this point, noting the need to understand the context of users. “When we have the context of who those billion users are, we can actually create the value that is speaking about. It’s very, very important,” she said. 

She added that operational weaknesses are usually the first to fail as companies scale, highlighting the importance of preparing systems for growth from the outset.

Mustapha explained that the early months of a fintech’s life often leave operations underdeveloped because priorities focus on product and software development. 

“Anything or any area of a business you are not giving 100% attention to is the area that will cause problems as you scale,” he said. 

He recommended building flexibility into growth strategies and adjusting priorities over time, from customer acquisition to compliance, and eventually revenue.

On the question of trust, Aimankhu said reliability is indispensable. “You are available when I want, I can close my eyes and say, when I make this transfer, the person at the other end is going to get it. If the person does not get it, I begin to doubt,” she said. 

Mustapha added that infrastructure beyond fintechs’ control, like roads, electricity, and identity systems, is a limiting factor, and businesses must plan with redundancy to mitigate these constraints.

The panel also explored which fintech models will dominate mass adoption. Aimankhu predicted embedded finance would prevail for low-end smartphone users, noting the importance of affordable, reliable services for everyday payments. 

Mustapha highlighted the competitive advantage of combining fintech agility, telco distribution, and strong balance sheets from traditional banks.

The challenges startups avoid acknowledging has always been an issue to be addressed, and Mustapha stressed that assumptions about average users are common. 

“A lot of us still continue to have this conception of what an average user is. What they want is just that you create political trust,” he said. 

Aimankhu further added that leveraging local community networks is essential to gaining customer trust.

The discussion ended on balancing tough decisions between staff and customers. While Aimankhu said, “The customer is the reason why we’re here. You can reorganise internally to reposition that staff, but never prioritise your staff over your customer.” 

Mustapha, on the other hand, noted that a business should avoid ever having to make such a choice, maintaining both staff and customer support to keep operations stable.

Reaching the next billion users in Africa is not simply about rapid growth, but creating value, building trust, and preparing operationally for unpredictable scale.

The deal covers a Canadian Payment Service Provider and Money Services Business. With it, Nomba can hold and move Canadian dollars locally and settle those funds directly into naira and other African currencies. 

The setup is built for business payments, not personal remittances.

Trade between Africa and Canada already runs through sectors such as oil and gas services, commodities, consumer goods, professional services and technology. 

Payments in that corridor have mostly passed through correspondent banks, usually taking days and coming with high charges and clouded exchange rates.

Nomba says the new structure removes several of those steps. Businesses can open local CAD accounts in Canada, settle directly into African currencies, and receive funds the same day. The company says foreign exchange and transaction costs can drop by as much as 40 to 60%.

“Cross-border trade payments for African businesses are still built on infrastructure that was never designed for speed or transparency,” said Yinka Adewale, chief executive of Nomba. “Owning regulated infrastructure allows us to remove layers of complexity and give businesses predictable, reliable rails they can build on.”

The company is pitching the service to exporters, importers, professional firms and multinationals trading between Africa and North America. It is not targeting consumer remittance flows.

One early user is a Nigerian oil and gas services firm that bills Canadian clients regularly. Before switching, payments took three to five working days and required manual reconciliation. 

With Nomba, the company now uses a dedicated Canadian dollar account and receives funds the same day, which it can use immediately for wages, suppliers or local investment.

“For businesses, reliability matters more than novelty,” Adewale said. “They want payments to settle when expected and funds to be usable immediately. That’s what owning the rails makes possible.”

The acquisition was completed in the second quarter of 2025. Nomba is putting about $2m into the Canadian entity to strengthen systems and expand capacity. In January 2026 alone, it processed $3.4m through the Canadian setup.

“Now that we’ve demonstrated consistent same-day settlement and rock-solid reliability, we’re opening access more broadly,” Adewale said.

“From a regulatory standpoint, all FX operations run through our Canadian entity, which means businesses are accessing fully licensed, compliant cross-border banking infrastructure.”

Canada is the first in a series of overseas markets where Nomba plans to own regulated payment infrastructure. The company already handles trillions of naira each year across payments and business banking in Africa.

In November 2025, it launched operations in the Democratic Republic of the Congo after a year of groundwork. It holds a Messenger Financier licence and an Aggregator licence from the Central Bank of Congo, allowing it to move money in and out of the country. 

Payments there run through banks including Rawbank, Equity BCDC and TMB, as well as mobile money services such as M-Pesa, Airtel Money and Orange Money.

Nomba says the Congo launch, like Canada, was about proper management of payments infrastructure rather than market size. Canadian companies source minerals and other commodities from the region, but payments have often been slow and fragmented.

In holding licences in both Canada and parts of Africa, the company says it can offer local-currency accounts, transparent pricing and same-day settlement on both sides.

“Africa to Canada is live,” Adewale said. “Africa to the rest of the world is next. Our focus is building global-standard business banking infrastructure that allows African companies to operate locally while being structurally ready to trade anywhere.”

The transaction ties Africa’s largest payments company to the country’s most widely used open banking platform at a time when regulation, scale and survival are changing the fintech sector. 

People familiar with the deal say Mono’s investors will at least recover their capital, while some early backers walk away with returns of up to 20 times. Mono will continue to run as a standalone product.

Mono was founded in 2020 to solve a basic problem most African fintechs face, which is that banks do not easily share data. Through its APIs, customers can give consent for businesses to access bank information, verify accounts, analyse income and spending, and trigger payments. 

In a market where credit bureaus are thin and formal credit history is rare, transaction data has become the backbone of digital lending.

That model worked. Mono raised about $17.5 million from investors including Tiger Global, General Catalyst and Target Global. Its chief executive, Abdulhamid Hassan, says almost every digital lender in Nigeria now depends on Mono’s pipes. 

The company says it has enabled more than eight million bank account connections, reaching roughly 12% of Nigeria’s banked population, and has delivered around 100 billion data points to lenders. Its client list includes Visa-backed Moniepoint and GIC-backed PalmPay.

For Flutterwave, the logic is different but just as direct. The company already handles local and cross-border payments across more than 30 African countries. 

In March 2025, it raised $250 million in a Series D round that valued it at $3 billion, cementing its position as Africa’s most valuable startup. It also processed $31 billion in transactions in 2024. Payments alone, however, are no longer enough.

By acquiring Mono, Flutterwave moves deeper into onboarding, identity checks, bank verification, data-led risk assessment, and one-off or recurring bank payments, all within a single stack. This is more important now because Nigeria, its biggest market, has finally switched on open banking.

In August 2025, the Central Bank of Nigeria approved the country’s open banking framework, making Nigeria the first African nation to formally operationalise it. Banks are now required to share customer data through standardised APIs, as long as users give consent. That turns what Mono has been building quietly for years into regulated national infrastructure.

Flutterwave’s chief executive, Olugbenga ‘GB’ Agboola, describes the deal as a long-term play on how African finance will work. “Payments, data, and trust cannot exist in silos,” he said. “Open banking provides the connective tissue, and Mono has built critical infrastructure in this space.”

Hassan agrees that the timing is important. He argues that Africa is moving into a phase where credit, not just payments, will drive financial inclusion. But credit only works if lenders truly understand how people earn and spend, and if regulators trust the systems handling that data.

“If the economy is going to be credit-driven, you need deep data intelligence to know how people earn and spend,” Hassan said. “But at the same time, for open banking to really work, regulators need to be confident that customer funds are safe.”

That confidence is still forming. Open banking regulations across Africa are still uneven, and adoption will not happen overnight. 

However, joining Flutterwave gives Mono reach it could not easily build on its own. Flutterwave already operates with licences, compliance teams and enterprise customers across dozens of markets. When regulatory barriers fall, Mono’s tools can scale faster without rebuilding that groundwork country by country.

“This allows us to expand what’s possible for businesses operating across African markets while staying grounded in security, compliance, and local relevance,” Agboola said.

The deal also aligns with a change in African fintech. For years, startups chased the dream of becoming standalone giants. Funding was cheap, growth was rewarded, and consolidation was rare. That world has shifted. Capital is tighter. Regulation is heavier. Scale now matters more than ambition.

In South Africa, Lesaka Technologies bought payments firm Adumo for $96 million in 2024, pulling two major players into one platform. Analysts see Flutterwave and Mono following the same strategy, integration instead of isolation. Globally, the logic is familiar. 

Visa’s attempted $5.3 billion acquisition of Plaid in 2020, though blocked by US regulators, showed how valuable it can be to combine payment rails with data infrastructure.

Mono’s own journey reveals how competitive the space once was. When it launched, it faced companies like Okra and Stitch. Okra shut down in 2025. Stitch pivoted deeper into payments and raised more capital, changing its focus. That left Mono as the clear leader in Nigerian open banking APIs.

Hassan insists Mono was not pushed into a sale. According to PitchBook, the company raised $15 million in a Series A round in 2021 at a $50 million post-money valuation. 

He says Mono is well aligned to reach profitability this year and still has cash in the bank. Raising another round, he adds, would have meant fresh valuation pressure in a tough market.

There is also a shared history. Both companies are backed by Tiger Global, which led Flutterwave’s Series C and Mono’s Series A. Hassan says Tiger did not broker the deal. Instead, it grew from years of collaboration, with Flutterwave and Mono already working together on bank payment products long before acquisition talks began.

African fintech is entering a more mature phase. Infrastructure is consolidating and regulation is meeting up. 

The collaboration allows Payful’s merchants to collect payments locally and settle globally, powered by Flutterwave’s multi-currency and compliant infrastructure.

According to Flutterwave’s Founder and CEO, Olugbenga Agboola, “When the time came for Payful, a leading global trade company to expand its reach into Africa, there was no better partner to power that growth than Flutterwave.”

“Through our Virtual Account solution and multi-currency platform, we enabled Payful to collect payments locally, settle globally, and scale seamlessly, all within one secure and compliant infrastructure.”

The deal makes Flutterwave the backbone for Payful’s African expansion, providing localised payment collection through virtual accounts and enabling faster, cheaper settlements for merchants trading across borders. 

The integration also removes the need for Payful to encounter multiple banking systems and regulatory requirements in each country.

Africa’s payment sector is fragmented, with issues such as high transaction costs, currency fluctuations, and regulatory complexity. 

Payful faced these challenges while seeking efficient ways to process large trade payments in local currencies like the naira and cedi, and settle in international currencies such as the dollar and euro. 

Flutterwave’s established infrastructure provides a simplified solution to these limitations, ensuring compliance, liquidity management, and operational efficiency.

Through a simple API integration, Flutterwave issues virtual accounts that allow Payful’s merchants to receive local payments via bank transfers, a more reliable method than card payments for large transactions. Funds are then settled globally through regulated channels, maintaining transparency and security.

Flutterwave said the collaboration aligns with its mission to support global enterprises looking to enter or scale within Africa. The company noted that its platform removes the burden of integrating multiple financial systems, handling foreign exchange risks, and meeting diverse regulatory demands.

Payful, which operates across multiple sectors globally, sees the African market as a key growth frontier. The company’s focus, it said, is to make payments for its African merchants as “seamless and reliable as they are everywhere else in the world.”

Its cloud infrastructure product, Nebula, is also no more. And with both gone, one of the continent’s most ambitious tech stories has come to a quiet and unexpected end.

Okra Introduces Nebula: Africa’s Own Cloud Solution

The company, which raised over $16 million from global investors, officially ceased operations in May 2025. Fara Ashiru Jituboh, the co-founder and former CEO/CTO, confirmed the closure in a statement to Techpoint Africa:

“The company made the decision to wind down operations in May. It was an incredible journey; we built impactful technology, worked with some of the biggest brands across the continent, and helped pioneer open banking in Africa. I’m proud to have worked alongside some of the smartest and most talented people, and I’m deeply grateful for the community, customers, investors, and team who supported us over the past five years.”

Jituboh has since moved on to take up a new position as head of Engineering at the UK-based startup, Kernel, according to her LinkedIn profile. 

Her exit followed a series of quiet internal changes at Okra, including the departure of her co-founder, David Peterside, in 2022. Since then, no successor was publicly named, and by mid-2025, the startup was already off the radar of most in the ecosystem.

Founded in 2019, Okra set out to do something few African startups dared; build the core infrastructure powering open finance. Its APIs enabled users to link their Nigerian bank accounts to third-party applications in real time, offering services from identity verification to income and transaction data sharing.

That initiative attracted early backing, including $1 million from TLcom Capital and a $3.5 million seed round led by Susa Ventures, eventually pushing total funding beyond $16.5 million.

But scale didn’t guarantee survival. In October 2024, in response to high foreign exchange costs that made services like AWS and Azure increasingly expensive, Okra launched Nebula, a naira-denominated cloud platform aimed at local businesses.

Designed to offer Tier 3 and Tier 4 data centres, compliant with African data regulations and billed in local currency, Nebula was intended to reduce dependence on costly international services. It was an aggressive bet on infrastructure, competing against the likes of Nobus and Layer3.

However, tech giants quickly responded by enabling local billing and slashing prices, with AWS and Microsoft reportedly cutting rates by up to 20%. With that, any price advantage Nebula hoped to offer was gone, and customer adoption remained underwhelming.

By March 2025, Jituboh publicly admitted what many in tech were privately whispering, cloud expenses had become unsustainable: salaries aside, server costs were swallowing most of Okra’s revenue. 

The competitive space added further challenges. Startups such as Mono and Stitch, which raised $17.6 million and $52 million respectively, raced ahead in distribution, partnerships, and product sophistication. These rivals had deeper war chests and were able to move faster, often capturing the very market segments Okra once aimed for.

With no external capital infusion publicly announced after 2021, and an economic environment that continued to worsen, the signs were there. Few noticed.

What’s perhaps most notable is how quietly it all ended. No press release or farewell post. Just an update on LinkedIn and a quote to a reporter. For a company that once called itself the “Plaid of Africa,” it was a soft landing that belied the size of its dreams.

Before founding Okra, Jituboh had worked at Canva, BMW, and JP Morgan. She returned to Nigeria to solve a problem she’d experienced first-hand, fintech apps that didn’t connect to local banks. 

Okra’s solution was commendable, building the rails of open finance. And for a while, it worked. Its API usage surged by 175% in early 2020. Partnerships with platforms like Renmoney, Branch, Bamboo, and AIICO Insurance came quickly. Regulators took notice, investors followed.

But between currency depreciation, infrastructure strain, and the leadership vacuum post-2022, Okra’s speed slowly faded. The fintech space had grown more crowded and more difficult. Scaling in Africa without a deep-pocketed backer or profitable model remains a fierce challenge.

Okra’s closure repeats the fact that startups need staying power, but in Nigeria’s current economic situation, even the brightest ideas are fighting for breath.