At the draw held on February 19, 10 more consumers won ₦1 million each. Among them are Ismaila Ayinde Omoshalewa from Ibadan and Okereke Happiness Chidinma from Delta State, both of whom have received their prize money.

Ismaila said the win came at a necessary time for his family.

“This money has really come to solve major problems for my family. I’m spending part of it to complete my children’s school fees, pay our rent, and I’m putting the rest in my wife’s business,” he said.

Chidinma also spoke about the moment she got the call.

“I was amazed to have won because I just thought of trying out the product, then I got a call that I won. My husband and I already made a plan about how to expend the prize money,” she shared.

With seven draws completed, the company says more than 450,000 Nigerians have won different rewards since the promotion began.

So far, 70 consumers have won and redeemed ₦1 million each. More than 350 winners have received ₦50,000 Jumia shopping vouchers, while about 450,000 participants have enjoyed ₦1,000 instant airtime.

The promotion runs for 12 weeks. Participants who buy any NIVEA 400ml Body Lotion variant such as Cocoa, Rich Nourishing, Even Glow, Advanced Care, Perfect & Radiant, or Deep, can find a unique code on the pack, scratch it, and dial 7022code# to enter.

Each valid entry provides ₦1,000 airtime instantly and qualifies the buyer for the weekly draws.

Beyond the weekly prizes, bigger rewards are also on offer. At the end of the campaign, participants stand a chance to win ₦5 million, ₦3 million, ₦2 million, three brand new SUVs, and ten all-expense-paid trips to Spain to watch Real Madrid live at the Santiago Bernabéu Stadium.

Fiyin Toyo, marketing director for Central, East & West Africa (CEWA) at Beiersdorf, said the response has been strong across the country.

“Entering Week 7 and seeing the excitement continue to build across Nigeria is incredibly inspiring for us. What stands out most is the consistency – Nigerians are winning every single week, and the process remains transparent and verifiable. 

“This promotion was created to genuinely reward our consumers at scale, and we still have several weeks and major prizes ahead. There are many more opportunities to win, and we encourage everyone to keep participating.”

She added that every eligible purchase gives instant value and more chances to win before the promotion ends.

Regulators have approved the promotion. The National Lottery Regulatory Commission, Lagos State Lotteries and Gaming Authority, and the Federal Competition and Consumer Protection Commission are overseeing it.

With five weeks left, the company says entries are still open nationwide and more winners will emerge in the coming draws.

The election is set to take place on June 23, 2025, in Mauritius.

AFRINIC, as the Regional Internet Registry (RIR) for Africa and the Indian Ocean region, plays a crucial role in the distribution and management of vital Internet number resources, such as IP addresses and Autonomous System Numbers.

Adebayo’s bid for a board position underscores Nigeria’s growing influence and commitment to the continent’s digital future.

Williams Adebayo, a freelance tech and sales consultant, brings a formidable background in business development, sales strategy, and high-level stakeholder engagement.

His professional journey spans the ICT, fintech, FMCG, and telecommunications sectors, providing him with a holistic understanding of market dynamics and digital transformation.

Seeking support and votes from members across the African continent, Adebayo said his motivation to vie for the AFRINIC board seat stems from a passion for leveraging technology to empower businesses, enhance digital equity, and foster sustainable development across the region.

“My commitment to advancing Africa’s internet ecosystem through strategic partnerships and policy advocacy has spurred me to go serve at the continental level,” he stated, hoping that his fluency in English and Yoruba is expected to be a significant asset in bridging communication gaps across diverse multicultural environments”.

In his current capacity, Adebayo manages crucial client relations with Internet Service Providers (ISPs), ensures AFRINIC compliance, and facilitates seminars aimed at strengthening Nigeria’s Internet infrastructure. His strategic outreach has reportedly “significantly enhanced the Africa regional footprint.”

Before his current role, Adebayo held pivotal positions that shaped his diverse skill set. As Territory Sales Manager at Ringo Telecommunication (an MTN Partner), he consistently drove revenue growth in broadband and mobile financial services. His leadership as Business Development Manager at Global Plus Group and National Sales/Marketing Manager at Lantern Books Publishers showcased his acumen in team leadership, digital marketing optimization, and brand awareness.

Earlier roles at E-Tranzact International Plc (fintech) and Procter & Gamble (FMCG) further honed his expertise in sales execution and distributor management.

Academically, Adebayo holds a BSc in Business Administration and an MBA in Marketing, complemented by certifications in Marketing Analytics, Retail Management, and Customer Service.

His proficiency in CRM tools, Microsoft 365, and project management, combined with his analytical rigor and interpersonal finesse, positions him as a strong candidate to deliver impactful results on the AFRINIC board.

A member of the Institute of Corporate and Business Affairs Management, Adebayo’s dedication to innovation and his extensive experience across the digital landscape make him a compelling advocate for the digital and economic advancement of West Africa and the broader African continent.

His potential election to the AFRINIC board could significantly bolster efforts to ensure the equitable and sustainable growth of internet resources across the region.

This initiative is aimed at addressing the economic challenges faced by Nigerian consumers, particularly as inflation keeps rising, added to the depreciation of the naira. 

The new brand promises to provide affordable, essential food items such as sardines, rice, flour, and canned fish, all carefully sourced to offer high quality at lower prices.

While Mangrove is not yet officially launched, it has already garnered attention from distributors through its website. In cutting out the middleman, TradeDepot hopes to offer consumers an alternative to the “brand tax”—the premium often associated with well-established food labels. With rising food costs, this move is timely, as it seeks to deliver savings directly to the consumer.

“We used to simply distribute for brands,” says Onyekachi Izukanne, CEO of TradeDepot. “Now, we’re integrating backwards into the supply chain by producing our products and bringing them directly to the market.”

Mangrove’s pricing model is a huge contrast to popular brands in the market. For example, its sardines are priced at ₦1,050, way cheaper than the widely recognised Titus sardine, which retails for ₦1,450. This price reduction could make a big difference for low-to-middle-income families, providing them with a chance to buy more food or save for future needs.

This move into manufacturing places TradeDepot in a strong position within Nigeria’s food sector, especially as consumers face a 34.8% inflation rate. 

TradeDepot is not stopping at shifting towards food production with Mangrove, but also expanding its role in the market by cutting out middlemen. This strategy, combined with its large retail network, could make the company a potential acquisition target for larger FMCG companies.

TradeDepot’s new path, however, brings added complexities. Unlike before, when the company focused on last-mile distribution, the shift to manufacturing and importing means that production delays or missed schedules could drive up costs. 

Per TechCabal, a former FMCG executive, speaking anonymously, highlighted these issues: “When they were only concerned with last-mile distribution, they could source products locally. But now that they are manufacturing and importing, every extra day outside schedule incurs additional costs.”

Again, TradeDepot’s transition into manufacturing positions its competitors—other wholesalers and distributors—as prospective customers. Izukanne explains, “Our biggest competitor is the wholesaler in the market. They can cut corners in ways we can’t and have a different cost structure.”

TradeDepot’s deep knowledge of the FMCG sector and its large distribution network give it a competitive edge. The company leverages data to advise manufacturers on the best distribution strategies, helping to streamline logistics and ensure more efficient market entry. 

Added to this, TradeDepot has secured exclusive distribution rights for well-known brands such as Unilever and Prime Hydration, a beverage brand co-owned by Logan Paul and KSI. These exclusive deals further reiterate its major role in the FMCG sector.

In response to its expanded operations, TradeDepot has adjusted its logistics model, now relying more on third-party providers to handle distribution. This change allows the company to focus on its core business of connecting manufacturers to retailers while scaling more efficiently.

TradeDepot’s adoption of manufacturing stands in contrast to other startups in the B2B e-commerce space, such as OmniRetail, which has diversified into fintech. 

With the launch of Mangrove, added to its focus on manufacturing and exclusive distribution, TradeDepot is ensuring direct value to both its customers and partners, rather than venturing into unrelated sectors.

However, in the fast moving consumer goods (FMCG) sector, Black Friday has evolved into a strategic investment of getting customers into the store ahead of the festive season.

Equally important, is learning the right lessons and making correct, data-driven decisions to improve performance during the next Black Friday period.

This makes finding and working with the best data specialists crucial because in the FMCG space, Black Friday is not just about immediate sales, it lays the groundwork for long-term customer relationships.

It’s an opportunity to showcase a brand, test new products, and gather invaluable data on consumer behaviour.

So, with an eye on extracting the most value from Black Friday campaigns, there are a few things retailers can do to learn the right lessons and improve year on year.

Black Friday analysis

This should happen immediately after Black Friday. By starting the performance analysis as soon as possible, the retailer ensures that any changes that need to be made to supply chain, marketing and advertising can take place well ahead of the next Black Friday.

The retailer needs to analyse key metrics such as sales, stock uptake, supply chain performance, the financials and market sentiment as soon as possible. In a collaborative process between the retailer and the supplier, the retailer should evaluate the supplier’s fulfilment of the campaign through a scorecard index.

The retailer needs to learn how to effectively leverage the various insights platforms available, and take steps to ensure that these can be consolidated for a full picture. This enables far quicker and more insightful analysis and, importantly, meaningful decision-making.

Negotiation and product selection phase

Three to four months after Black Friday, the retailer should start negotiating with suppliers for the next Black Friday campaign.

The business should leverage the insights it has gained through its analysis to identify a shortlist of products to underpin the next Black Friday campaign.

A strong data partner will help the retailer arrive at the shortlist based on a weighted distribution index that considers the diverse nature of the retailer’s customer base. It is important that the retailer engages in a transparent negotiation process with its suppliers.

Accurate data insights are crucial as they provide both parties with a comprehensive view of the market. Remember, the analysis looked at, among other things, sales, the supply chain, the financials and market sentiment data. Decisions must be made using accurate data.

Black Friday planning phase

With about six months to go before the next Black Friday, retailers should be finalising the campaign’s product list with their suppliers.

All stakeholders, from suppliers to manufacturers, to the retailer’s own teams, need to work together in a coordinated way, utilising a well-governed, secure platform.

It is important that the platform chosen has robust security measures in place to prevent data breaches, and if a breach were to occur, it must have the ability to quickly identify the source and take mitigating actions.

The best platforms are living ecosystems where data is continuously monitored for any positive or negative drivers that could impact product selection and planning.

Real-time data management

Once all the planning is done it is time for the big day, so to speak. If we consider that Black Friday is a strategic investment to get customers into the store for the crucial festive period, this is a make-or-break phase.

The retailer needs to leverage real-time data capabilities to closely monitor everything, from real-time stock levels, to delivery delays or other issues, environmental factors and anything else that could impact the campaign’s success.

The retailer can make quick, informed decisions to mitigate risks such as stock shortages or other technical glitches.

This all ensures a seamless customer experience. Remember, you want customers to enjoy being in the store because you want them to come back.

Retailers need to closely track the financial aspects of the campaign, including redemption and rebate calculations, to manage the financial risks associated with Black Friday promotions.

This is important if we are committed to learning the right lessons to make the right decisions for future campaigns.

Listen to market sentiment and understand customer behaviour

This is an ongoing initiative, and not something that is reserved for peak periods such as Black Friday or Christmas Eve.

An FMCG retailer should continuously monitor and analyse social media and other market sentiment data.

A strong, consolidated platform can enable deep insights using advanced AI-powered algorithms to identify genuine customer feedback, while filtering out malicious actors or, to use social media lingo, trolls.

Working closely with specialist partners, retailers should understand the psychology of retail and create a pleasurable in-store experience for customers.

This is fundamental to drive loyalty and repeat business. In this context, it is crucial in how Black Friday feeds into the critical festive season.

See a data partner as a strategic ally

Throughout the entire process of using data to learn lessons, plan for, and manage Black Friday, an FMCG retailer should view its data partner as a strategic ally.

It should choose a provider with a proven track record, an end-to-end solution, and a focus on simplicity, cost-effectiveness, and adaptability.

A data partner’s ability to deliver fast insights, to seamlessly integrate data from various sources, and to provide a transparent, well-governed platform is crucial to a retailer’s Black Friday success and improving performance year after year.

Design thinking is a methodology that places users at the center of the problem-solving process. It involves five key stages: empathize, define, ideate, prototype, and test.

By deeply understanding the users’ needs and experiences, companies may create creative solutions that are easy to use and highly efficient.

This iterative approach promotes testing and feedback, enabling ideas to be continuously improved and refined.

Design Thinking has been an effective approach in Nigeria, where challenges are often complex and resources scarce, Design Thinking has emerged as a powerful tool. Both new and existing businesses are seeing how it may spur expansion and have a long-lasting effect.

Fintech companies, for example, are using Design Thinking to create financial solutions that are specifically targeted at the unbanked population.

They are developing solutions that are not just practical but also emotionally meaningful since they have a thorough awareness of the difficulties these people encounter.

As an experienced product designer and tech enthusiast, I have seen directly how design thinking is changing the business environment in Nigeria and helping businesses remain competitive in a market that is changing quickly.

Numerous Nigerian businesses have effectively incorporated design thinking into their operations, spurring creativity and producing outstanding outcomes. Here are few instances:

1. Leading fintech startups in Nigeria, Flutterwave and Barter App, have adopted design thinking to provide streamlined payment solutions for organizations around Africa. They have increased financial inclusion and streamlined processes. These solutions were modified in response to customer input thanks to the iterative testing method, which produced extremely intuitive and user-friendly products.

2. Andela, a company focused on building engineering teams with top African talent, utilizes design thinking to address the challenge of connecting skilled developers with global opportunities. They have honed their platform to offer a smooth experience for the hiring organization as well as the developer through continual prototyping and testing. With the help of this strategy, Andela has been able to grow quickly and close the skill gap in the IT sector.

3. One of the top technological companies, Terragon Group, has effectively incorporated Design Thinking into its process of developing new products. Through a keen understanding of their target market, they have developed cutting-edge digital marketing strategies that have resonated with customers.

4. It is gaining traction in other areas outside technology. For instance, businesses are employing this strategy in the fast-moving consumer goods (FMCG) industry to create items that suit Nigerian consumers’ changing interests and inclinations. By involving consumers in the product development process, they’re ensuring that their offerings are truly relevant and desirable.

Though it is becoming more popular, Nigeria has not yet fully embraced Design Thinking to the fullest extent possible. It is imperative that additional organizations adopt this practice and allocate resources towards staff training. Furthermore, cultivating an innovative and innovative culture is essential to the successful implementation of Design Thinking.

Finally, as businesses like Flutterwave, Andela, and Terragon Group are tackling difficult issues and developing goods and services that improve the customer experience by embracing this human-centered approach, Nigeria will experience a surge of creativity that will take it to new heights in the international market as more companies adopt design thinking.

Through the consistent prioritization of user demands and the application of design thinking approaches, Nigerian businesses may realize their full potential and attain sustainable success.

About the Writer

Kizito is a proactive and experienced Product Designer and IT Specialist with a passion for leveraging creative design skills and technical expertise to create innovative, user-centric products. Over the few years, he has consistently delivered exceptional product design solutions for both B2B and B2C markets, working with renowned organizations such as East Renfrewshire Council and Tritek Consulting Limited UK.

He is Known for his human-centered approach, Kizito excels in understanding user needs and applying design thinking methodologies to drive business goals and enhance user satisfaction.

The four persons promoted into leadership positions are Jumoke Akinyele, Gabriel Olonisakin, Ugochukwu Ukaogu and Judith Ezeali.

While Jumoke Akinyele and Gabriel Olonisakin were elevated to the positions of  Business Director and Creative Director respectively,  Judith Ezeali moved up the ladder to the position of Deputy Business Director and Ugochukwu Ukaogu was promoted to the position of Associate IT Director.

Speaking on the promotion, the Chief Executive Officer of Noah’s Ark Communications Limited, Lanre Adisa, stated that the elevation is in line with the company’s culture of recognizing high-performing team members while creating the enabling environment for them to develop their skills and collaborating to achieve exceptional performance in their new roles.

Adisa expressed optimism that the promoted staff would bring fresh ideas to reinvigorate the leadership team to record tremendous success in the coming years. He noted that all the elevated team members have put in meaningful years of hard work, loyalty and dedication.

Jumoke Akinyele started her career in the agency in 2010 as a temp/intern and rose to her current role. Until recently, she was the Associate Director and was responsible for managing business processes and cross-functionally working with critical stakeholders and agency teams to solve marketing problems while ensuring profitability for the business.

Jumoke holds a B. A. in English Language from Adekunle Ajasin University, Ondo State and  an MBA from Nexford University, USA.

She is an alumna of the Lagos Business School (Senior Management Programme). An ARCON-certified marketing communications and brand management professional, her industry experience spans several multinational and local brands across various industries and categories, some of which are  Maltina, Airtel, Maggi, Rexona, Minimie, Hacey Initiative, PayAttitude, Fayrouz, Indomie, Paga, SWIFT Networks, Three Crowns Milk, Peak Milk, Travelstart, Hypo, Power Oil, among others.

Similarly, Gabriel Olonisakin joined the company 13 years ago, bringing a unique blend of artistic vision, strategic thinking and leadership prowess into his new role. Throughout his career, he has been instrumental in crafting visually stunning and conceptually compelling campaigns that captivate audiences and drive brand success.

A serial award winner, he has won laurels at global and regional advertising festivals, including the Loeries and Epica Awards. He clinched the first-ever creative effectiveness medal at the Lagos Advertising and Ideas Festival and was recognized for his creativity at the African Cristal Awards.

Judith Ezeali started her career with Brand Communicator magazine in 2008 as an Assistant Editor and Sales Lead before joining 141 worldwide (now Nitro 121).  She left 141 Worldwide as an intern and moved to Bi-Courtney Aviation Services Limited in 2011. In 2014, she joined Noah’s Ark Communications Limited as an Account Executive and rose to become a Deputy Director.

Her work involves business operations, brand management, client servicing and managing the creative processes from start to finish.

Over the years, she has garnered cross-industry experience from working on various brands in diverse categories spanning Telco, FMCG, Insurance, Aviation, Travel, Education, Hospitality and Financial Services.

Ezeali, who holds a B. Sc. in Mass Communication from Olabisi Onabanjo University, is also an alumna of the prestigious Lagos Business School, SMP 80 Class. She is an associate member of ARCON (ARPA) and holds a diploma in digital marketing (DDM) from the Digital Marketing Institute, Ireland.

Ugochukwu Ukaogo is a seasoned professional in IT infrastructure management with a robust experience.

He joined Noah’s Ark as an Assistant Manager and rose to Deputy IT Director before his latest promotion to Associate IT Director.

Before joining Noah’s Ark in 2017, he had worked in different multinational companies, ranging from telecommunications to fast-moving consumer goods.

I was always attracted by the natural beauty that surrounded me as a little girl growing up in Lagos, Nigeria, the country’s major city at the time. Nigeria possessed a wealth of natural resources, ranging from lush green forests to crystal-clear rivers.

However, as I got older, I became more aware of the influence of climate change on my city. The once-green woods were being destroyed at an alarming pace, and the waterways were filling up with rubbish from human activity, particularly plastic pollution. It was then that I saw the crucial role that Fast-Moving Consumer Goods (FMCG) firms may play in the battle against climate change.

According to the World Bank Groundswell reports, by 2050, Sub-Saharan Africa could see as many as 86 million internal climate migrants (move within their countries’ borders) without urgent global and national climate action to mitigate it.

At the 2021 United Nations Climate Change Conference (COP 26) in Glasgow, President Buhari pledged that Nigeria will attain NetZero (zero carbon emissions) by 2050.

The challenges facing FMCG companies in Nigeria in tackling climate change are significant. The lack of infrastructure and resources for sustainable production and distribution is a major setback. Nigeria has a recycling rate of less than 10%, with most waste ending up in landfills or oceans. This lack of infrastructure also affects the availability of renewable energy sources, which makes it more difficult for companies to switch to clean energy. Also, the lack of awareness among consumers about the environmental impact of their choices is another significant challenge. Despite these challenges, there are significant opportunities for FMCG companies in Nigeria to address climate change. One opportunity is the growing interest in sustainability among consumers.

As awareness about climate change grows, more consumers are looking for sustainable options. Companies that can provide these options have the potential to gain a competitive advantage and build customer loyalty, especially among the younger generations. We see more millennials and Gen Zs taking responsibility for their purchases throughout the globe.  Inputting the environment as a priority will attract and keep such customers who are persistent in looking into new brands that can provide green products.

Another opportunity is the potential for cost savings. Nigeria has a high cost of energy, which means that switching to renewable energy sources can provide long-term cost benefits. Switching from fossil fuels to renewable energy could save the world as much as $12tn (£10.2tn) by 2050, an Oxford University study says.

Additionally, investing in sustainable production and distribution can lead to reduced waste and lower operating costs. Presently, most parts of the world battle with various climate issues, particularly floods in Africa, earthquakes, typhoons, mudslides in Asia, bushfires, and hurricanes in the Americas.

This has heightened discussions and adoption of sustainability measures such as the Sustainable Development Goals, SDG among United Nations member states and sundry initiatives by business/corporate organizations.

Apart from working on the SDGs at the governmental level, Fast-Moving Consumer Goods firms are moving quickly to reduce the environmental impact of their operations by manufacturing eco-friendly goods and establishing sustainable supply chains that decrease waste. Unilever Nigeria, for example, has set lofty sustainability goals, such as procuring 100% of its palm oil responsibly by 2023 and going carbon positive by 2030.

They have also introduced environmentally friendly goods, such as Sunlight 2-in-1 washing powder, which uses less water and energy than standard washing powders.  Nestle Nigeria is another FMCG firm in Nigeria with a sustainability programme that focuses on waste reduction and energy efficiency. They have also introduced environmentally friendly items, like their Milo refill pack, which eliminates packaging waste.

The measures these FMCG firms undertake in Nigeria serve as a model for others to emulate. It is now up to other FMCG firms to step up and take action to combat climate change. Companies may start by establishing sustainability goals and investing in renewable energy. They may also introduce environmentally aware shoppers to sustainable items.

FMCG firms may enhance infrastructure for sustainable manufacturing and distribution by collaborating with the government and other stakeholders. They may, for example, collaborate with waste management firms to build a recycling infrastructure in Nigeria. They may also collaborate with renewable energy firms to expand the availability of renewable energy in Nigeria.

The role of FMCG companies in tackling climate change is critical in Nigeria. While there are challenges to overcome, such as the lack of infrastructure and consumer demand for sustainable products, there are also significant opportunities, such as cost savings and building customer loyalty.

FMCG companies in Nigeria can learn from examples set by other countries and companies and take steps to reduce their environmental impact and provide consumers with more sustainable choices. Working together can create a more sustainable future for Nigeria and the world.

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About the Author:

Lovelyn Okafor is a lawyer and a public relations professional. She has over a decade of experience leading and advising businesses across multiple industries on strategy, corporate governance, and regulatory compliance.

She serves on several boards and works actively at the intersection of policy, media relations and business processes and is passionate about youth mentorship and development. Lovelyn has served as a lecturer at the Nigerian Institute of Journalism (NIJ) and is currently the Country Head of Newmark Group, Nigeria.

She is a member of the Nigerian Bar Association (NBA), Nigerian Institute of Public Relations (NIPR) and the Nigerian Institute of Management (NIM).

This distributor has probably done business with you for five, ten years or more, knows your business, your purchase, sales and payment patterns, and can in fact, offer financial services better suited to your business.

This is because they know more about you than perhaps the big-name bank you use down the road. For example, when you need to expand your business from one to two shops, your bank is unable to give you the loan to help you do that because, frankly, it can’t tell whether or not you are into what you claim is your business.

Your bank statement does not contain enough information about your business to help them decide and they don’t know what you sell daily, weekly, etc. Or the margins you get on each supply you receive and sell.

But, your distributor provides you goods, maybe weekly or even daily, knows the volumes you move and how promptly or not you make payments. Also knows the margins in each product. Just like you, they know the business.

If the distributor could finance you to grow your business, you will buy more from him. And sell more. And she in turn will pull more volume from Nestle, P&G, etc. Win-win-win for everyone.

The spoiler? That distributor is not a bank and can hardly do more than give you goods on credit, occasionally. She definitely doesn’t have the liquidity to cater to all of your growth needs.

That’s where embedded finance comes in.

A Forbes article describes embedded finance as “the use of financial tools or services — such as lending or payment processing — by a non-financial provider,” and expanding this, the end goal is to offer customers a payment experience that is likely to keep them loyal and continue doing business through that platform.

Here are four ways the FMCG industry can utilise embedded finance, to offer financial services throughout their supply chain, without having to grow through the overhead of becoming banks themselves.

Credit line to keep goods moving

The supply chain as at today is mostly analogue and it is hard to accurately know in micro details, what role every participant has played. To be clear, a manufacturer or distributor would have records of how much inventory it sold or not, but does it know what moved across different categories of distributors and down to retailers? Not likely. And definitely, not accurately.

Digitizing the workflow creates an integrated ecosystem in which every player becomes visible in the supply chain. This is especially important for players closer to the bottom of the chain, many of whom the FMCG manufacturers would have no direct records of, yet are active participants in getting goods down the last mile and to consumers.

Many of these could rely on physical bookkeeping to track their finances, but when they need a credit line for goods from the same company, showing a track record becomes challenging. Even worse when they buy their inventory through layers and layers of middlemen and sales agents.

A finbox article emphasised that “The digital integration of smaller distributors and local stores through payment solutions, accounting apps, and banking solutions will generate standardized data on transactions within the chain, leading to increased transparency at every stage – tracking goods, inventory management, and sales.”

In essence, offering digital tools that help a retailer to spend, receive and track their money – embedded finance, could allow a 3rd party (or even a bank) have the visibility and confidence to step in to offer credit lines that support the retailer with goods or services (as the case may be), based on their transaction history, which would have been recorded on the platform.

In practical sense: If a shop owner usually buys N20,000 worth of inventory every week, consistently, and a bank or lender has visibility into this, they are able to step in to help increase the basket size to N30,000.

Needless to say, the more goods the retailer is able to sell, the more the FMCG distributor or manufacturer itself stands to make. With embedded finance – inserting the services of the bank or lender into the (now digital) exchanges between retailer and distributor, we are now able to determine based on transactions; who is qualified for what level of credit line.

It becomes possible to have data driven decision making that keeps retailers in business and possibly expand, and invariably, the company at the top of this chain keeps winning.

Insurance on sales

Insurance is often overlooked in this part of the world and when offered to people, it is not unusual to hear; ‘loss is not my portion’. Yet, losses occur, and perhaps more frequently than many would like to admit.

However, there are instances where insurance is not optional, especially for transnational movement of goods.

As part of the supply chain experience, insurance protection can be embedded within the solution offered by the FMCG manufacturer or distributor.

As usual, an insurance provider needs historical data to determine risk and price it appropriately. The digitization effort creates this trail and makes this possible.

In practical terms: It’s not uncommon for drivers of delivery vans to drive off with goods and cash. Or get waylaid by urchins. Embedded insurance protects against this possibility. But requires digitization to be effective.

There are even more interesting insurance products that can be designed: Imagine a retailer getting money back for inventory they were unable to sell due to external factors? Yes, possible.

A financial bouquet to do more

The account number that ties any dealer in the supply chain to the embedded finance solution, can also be used for any regular banking service. So, when the delivery of Indomie Noodles comes from Dufil and the distributor needs to pay the haulage company, they are able to do so through the embedded finance solution provided by Dufil.

They would not need to log into a separate bank account, then make a transfer, or worse still, hand over a wad of cash.

Payment for warehouses, store rent, utilities and even salaries of employees can be done from that account provided by the FMCG company.

A distributor can make all business related expenses from that single account, making it easy to accurately determine what costs are associated with that business, and how profitable or not it has been.

The good part of this? Because the account is provided by the FMCG company or Distributor, they usually have negotiated “corporate pricing” with the bank or financial service providers… and because they are not in this to make money from banking services, per se, they are able to pass those gains down to the retailer in the form of cheaper services, etc. Imagine sending money for less or buying airtime at a discount because the margins of the bank have been passed to the retailer in the form of incentives.

Integrated payment experiences to eliminate cash

Every distributor and manufacturer knows that cash handling is a big problem and cost. Retailer receives cash from his own customers.

Retailer pays the wholesaler or distributor in cash. Everyone has to count, reconcile and move that cash around. Someone pays for the insurance on that cash, someone pays the cashless penalty on that cash, Etc.

With an embedded bank account, the distributor can in one-click take payments from the account of the retailer when the time comes to pay.

With an embedded account, customers can pay directly into the account of the retailer versus cash. And these days, they can do that with either cards or transfers.

And the incentive for the Retailer to push this? Every inflow and outflow from that account helps him to create the required data trail through which he can get the credit line with which he can start his 2nd shop or buy more inventory. An unending hamster wheel of growth..

In conclusion

Embedded finance solutions are ready for deployment within days and do not require building from scratch. OnePipe makes it possible for non-financial institutions like FMCG manufacturers and distributors, to offer financial services without becoming fully fledged providers.

From facilitating credit to offering investment possibilities, each possibility is in itself a full time job, with requirements varying from tech to operations, regulation, dealing with things like fraud, compliance etc, yet, possible to offer as a single suite through embedded finance.

The experiences for customers keep them integral in the supply chain, and the implementing FMCG expands revenue without ‘investing heavily’ in the tech to achieve this. What is there not to love about embedded finance?

From global brands to agile startups, spanning sectors as diverse as FMCG, telecom, and cloud infrastructure, Wilson has crafted a career centered on one core belief: when applied purposefully, technology multiplies value. His track record confirms it.

“For me, innovation is not a buzzword—it’s a method,” Wilson explains. “In every sales opportunity, I ask: how can technology radically improve outcomes for this client? That lens has served me well—across industries, borders, and every deal I’ve done.”

The Problem-Solver Behind the Pitch

Before stepping into his current role as Sales Director at RedCloud Technologies, a UK-based Open Commerce startup, Wilson had already built a formidable reputation selling enterprise solutions into complex and often fragmented markets.

He developed a unique blend of commercial acumen and technical fluency, enabling him to align C-level stakeholders around value-based solutions—from cloud-driven telecom projects to data-led retail transformations.

“I don’t just sell,” says Wilson Dike. “I translate. I connect business pain points with digital capabilities. That’s how I’ve always positioned technology—not as a cost but a strategic asset.”

Breaking Ground at RedCloud: Beloxxi and the Four-Month Landmark Deal

Wilson joined RedCloud with a clear mission: unlock Africa’s vast but underserved B2B commerce ecosystem. The company’s ambition was bold—to democratize distribution by enabling suppliers, distributors, and retailers to trade digitally via a single intelligent platform.

And he delivered. Fast.

Within four months of joining, Wilson closed a landmark deal with Beloxxi, one of West Africa’s top FMCG brands. It was RedCloud’s first-ever commercial win in Africa—and a turning point for the business and the market.

“Beloxxi was navigating a traditional supply chain model—with limited visibility, high costs, and disconnected retail points. We came in and digitized their entire route-to-market,” Wilson recalls.

By onboarding them onto RedCloud’s platform, Beloxxi gained access to real-time demand signals, pricing intelligence, and direct-to-retailer channels, significantly reducing the cost of sale, faster market penetration, and smarter supply decisions.

“That deal wasn’t just a commercial win,” Wilson reflects. “It was proof that digital transformation is possible—even in traditionally offline markets—when value is clear and innovation is intentional.”

The Diageo Deal: Global Validation for a Local Playbook

If Beloxxi was the breakthrough, Diageo was the validation.

Shortly after the Beloxxi win, Wilson led another major deal with the global beverage giant Diageo, a brand known for its rigorous standards and complex supply architecture.

“What Diageo saw in RedCloud’s platform was the ability to bring intelligence to the last mile—something even their internal systems struggled with in certain African markets,” Wilson says.

By digitizing distribution operations and integrating predictive demand tools, Wilson helped Diageo unlock operational efficiencies, reduce stockouts, and drive better sales outcomes at the retail level.

“That deal told the market: this isn’t just a startup experiment—RedCloud works. For startups entering emerging markets, credibility is everything. These deals gave us that in spades.”

Innovation as a Sales Superpower

Across every milestone, one thread is clear—innovation is Wilson’s superpower. Not confined to any single vertical, he applies technology as a cross-sector catalyst to drive cost efficiency, customer engagement, and revenue growth.

“Whether it’s telecoms, FMCG, or trade enablement, my approach is consistent: use technology to simplify complexity and generate new value,” he explains.

This mindset has helped Wilson thrive in unpredictable markets—navigating cultural dynamics, regulatory uncertainty, and infrastructural gaps with a forward-thinking, insight-led approach to enterprise sales.

The Vision: Ecosystem Thinking, Scalable Impact

Today, Wilson continues to drive RedCloud’s commercial growth across Africa, mentoring rising sales talent and advising companies on aligning product innovation with go-to-market strategy.

His long-term vision? To remain at the forefront of sales-led digital transformation—not just selling tools, but building ecosystems.

“I want to be remembered not just for the deals I closed—but for the markets I helped build, the teams I empowered, and the systems I helped modernize,” Wilson Dike says.

In a world where markets are changing faster than ever, leaders like Wilson Dike are showing us that sales can be a force for economic acceleration and inclusive growth when fused with innovation.