Truth be told, too many organisations still treat human capital as a budget line to be squeezed rather than the force that drives growth. 

Gallup’s 2024 global workplace survey shows that only 21% of employees feel engaged at work, and disengagement costs the world nearly $8.8 trillion in lost productivity each year. For an age that prides itself on innovation, that’s a huge irony.

It takes a different kind of leader to flip that script, one who doesn’t see HR as a cost centre, but as the strategic engine of growth, resilience and sustainability. Adebayo Aderohunmu has built a career proving exactly that. 

From scaling Reliance Health’s workforce by over 300% in two years to driving LemFi’s expansion across 10+ countries while supporting its $86 million fundraising journey, his work shows how a thoughtful people and business strategy can change the direction of companies.

Adebayo commands the depth and approach of both an HR and Business Leader, whose approach blends apt research, technology, and empathy, while his ecosystem contributions reveal a dedication to paying it forward. 

In this conversation with Techeconomy, he opens up about his early inspirations, lessons from scaling global teams, and why the future of HR depends on building systems that go beyond managing people to actually empowering them.

TE: You’ve worked across multiple industries – from consulting, oil & gas, healthtech to fintech – what inspired your journey into HR, and how has your background shaped your approach today?

Adebayo Aderohunmu: My journey into HR was inspired first by related courses I did in my undergraduate degree, including industrial sociology, human resource management and the sociology of organisations. These courses made me understand and become deeply interested in the nature of human relations, roles within organisations, and how the productivity of organisations, and essentially our society, rests on human resources and how they are managed.

Research and academia in these courses, which I grew familiar with, established the centrality of human resources in organisations, its priority over other resources and research-backed methods to managing it effectively. Post my graduation, I chose to focus on a career in Human Resource Management. I have since over time, extended my learning in this field via certifications and my work experience. 

A lot I do is largely fed by that research, data and academic background. It has shaped my commitment to understand historical trends and future innovations in my field, curate research and academia-backed initiatives at work.  

Progressively, I have had the opportunity to work with HR Leaders who have also inspired my approach with their empathetic decision-making, impeccable execution and warm stakeholder management approach. 

TE: Looking back at your career trajectory, which role or project do you consider the turning point in establishing yourself as a global HR leader?

Adebayo Aderohunmu: It’s a company, or pretty much a project, Reliance Health. Working at Reliance Health marked my foray into Tech, a new approach to doing things in HR, and working with stakeholders across geographies. The role afforded me a great level of balanced autonomy and responsibility to own, curate and execute a number of talent acquisition and management projects that moved the company many leaps forward.

Projects I did in this space include a democratised competency-based and structured interviewing process, instituting an asynchronous internal learning system, supporting the building of an internal Performance Management System, curating an effective onboarding process for a global remote-first system, and recruiting globally across functions and seniority.

These projects meant the company could effectively recruit folks across the world, incrementally grow its workforce by over 300% in two years with spread across EMEA & APAC, onboard GTM and technical c-suite leadership,  increased revenue, raised the primed highest funding by an healthtech in Africa of $40m, doubled down on its market in Nigeria and expanded out of Nigeria into Egypt, etc. 

As an instance, I held the brief to recruit the VP of International Expansion at RH with so much glee as it marked such a next step in the company’s trajectory. With a great understanding of the brief, sourced and eventually hired a Super profile for the role. Down the line, this hire informed the company’s expansion into Egypt, of which I also held the reins in hiring the country’s leadership.

Did some great work here. Also got to win Employee of the Year, People Operations Team. 

Global HR Experience

TE: At LemFi, you managed a workforce of over 400 employees spread across 10+ countries. What are the biggest challenges of managing a distributed, multicultural workforce, and how did you overcome them?

Adebayo Aderohunmu: Managing such a distributed workforce had many challenges, among which were timezone syncs, employee productivity, communication and availability, team bonding and employee engagement, etc. Chief among these was the acculturation of new hires and employees in general. 

In a build fast, ship fast and scale fast environment, it is easy to forget the work is within an organisation and the individual employee and/or the new hire is part of a breathing whole.  Working with the team, a couple of the initiatives I did were:

1. Ensuring onboarding wasn’t just about work and work deliverables, but a larger introduction and absorption of the LemFi culture. 
2. A Quarterly Meet The Founder, where new hires at that time could have a chat with one of the founders. This was such an opportunity to share and ask questions about the mission, journey and behaviours at the company. 
3. Instituted a Culture/Engagement Champion Programme, where nominated colleagues served as culture ambassadors within different teams, who weren’t just mirrors of our culture but also had the soft responsibility to spread the culture markers, organise engagement and bonding events in their team, and generally work with the People Team and their Team Leads to foster a positive work culture. 

The surveyed and anecdotal feedback from these initiatives was warm and showed an impactful contribution. 

TE: Studies show that 77% of companies now use HR tech platforms to manage global teams. What merging lines between technology and HR Management have you explored, and what’s your opinion?

Adebayo Aderohunmu: Technology is a super phenomenon. Within my career, I have always had a bias towards the possibilities of technology, particularly within my areas of focus. This bias and putting it to work have made me some sort of SME on HR Technology in most of the places I have worked. 

In recruiting and managing people at scale, especially in global environments, which forms my work experience, I needed to grow an affinity for reigning in technological tools and platforms across various value chains in HR, from onboarding, recruitment, employee management, performance management, employee engagement, payroll, etc.

Across these lines, using a number of platforms helped ensure the companies were compliant per different geography of employee residence, could recruit and onboard at scale, asynchronously internally train employees, etc.

My pose to fellow professionals in this wise is to imagine the possibilities technology can offer to their work, and then go after it. You will most likely find what you are looking for. 

Impact & Achievements

TE: LemFi in the last 3 years has been on a super impressive growth and expansion trajectory, including raising $86m (Series A & B), deeper market expansion into Europe and the Americas, and the acquisition of two companies in the UK. What role did HR, in particular Talent Acquisition and Management, play in this?

Adebayo Aderohunmu: I believe LemFi is on such a wholesome trajectory that is hard to deny, energised by such a driven founding team, leadership team and the general workforce. As the CEO calls it, the company is on course to build the “Fullstack Financial Service for the Global South” diaspora. 

While many tend to tout HR as a cost centre, without immediate business results or contribution to the bottom line, otherwise is mostly the case. At LemFi, my team and I, including my manager and two other team members, did work that is hard not to see how we moved the needle of the business forward.

A lot of this work, albeit in the background, is running people operations, tempering chaos, company compliance across global legal entities, multi-geography payroll and benefits structuring and management,  recruiting and onboarding hires, etc. Two mantras that drove us as laid down by my manager – HR will not be a clog in the business wheel, and business and people’s priority was HR’s priority. 

Particularly, a couple of my individual contributions include working with departmental leaders and the IT Team to institute an onboarding system that supported the growth of the company across different geographies, crafting policies and processes that not just simplified our people processes but also ensured our financial regulatory compliance and access to licences, recruiting globally across teams to support GTM, engineering, product compliance and customer success, etc.

Coupled with the achievements you noted in your question, these inputs by me and the larger HR team are not too far from the company’s recent achievement of over $1 billion in monthly transactions, the acquisition of Pillar and expanded product lines and markets. 

TE: As on your LinkedIn profile, during your time at Reliance Health, you helped grow the workforce by over 300% in less than two years. What strategies or systems made that scale possible without losing cultural alignment?

Adebayo Aderohunmu: Thank you very much for that question. Aside from working extra hours and embracing the startup hustle culture, one system that the scale was built on was what I call a democratised, competency-based and structured recruitment process. An overarching highlight of that was enabling every employee of RH, post 6 months on the job, to adequately interview for cultural elements in a recruitment process. 

So, the typical traditional process in an organisation, or tech startups, is to have either the HR Manager, the recruiter or the company leadership interview candidates for cultural alignment with the company. As good as this process may be, it meant the “culture interviewer”, especially in a fast scaling organisation, was all logged on interviews for a number of hours a week, interviews lagging based on their availability and at times being drawn to other “more” priority projects/tasks. At RH, in the initial months, this obligation fell on me as the recruiter and obviously was not scalable. 

So, working together with the company leadership and asking a lot of “whys” on the traditional process, I instituted a process that trained and empowered all post-6-month term Rhomans (employees of RH) to adequately interview for cultural elements in interviews. A summation of this was identifying our culture markers, defining them as related to the company, creating questions and rubrics related to this, an interviewer training tutorial and guide, etc. Thus, spreading the task to over 100 employees, who were happy and glad to be part of the process to select and usher in new colleagues to the company. 

Big Ups to Google’s rework and Laszlo Bock’s Work Rules! That provided such a global guide.

TE: Diversity, Equity, and Inclusion (DEI) is an evolving global priority, especially for companies. One of the companies you worked for, Stitch, seems to have a very credible focus on DEI. Did you get to play some part in this?

Adebayo Aderohunmu: Because a lot of the things we do as talent acquisition and management professionals feed off the direction and priority of the leadership. At Stitch, the leadership was very deliberate about a diverse and inclusive workforce, particularly at the levels of race and gender. The company had a Diversity, Equity and Inclusion Initiative (DEII), to mirror the diverse market it serves and to further empower innovation and better outcomes for the company. 

Riding on this, I grew familiar with related communities, companies in mirroring localities where those talents were, and was willing to go the extra mile. This meant most times, going beyond the talent that was easily accessible for me, but looking for more. For instance, the brief for a black/coloured female Senior Software Engineer in South Africa meant dedicating more time to sourcing, reaching out via 2nd or 3rd LinkedIn connections, understanding the terrain, etc.

This also meant building a system that can support remote onboarding across and expanding talent markets into countries such as Togo and Kenya. I was glad to have been part of such a driven team, achieving 50% gender diversity and 40% racial diversity within the workforce. 

I joined the team as they were looking to expand into Nigeria and Kenya. In about two months, I hired a couple of senior software engineers and product managers from top companies within Africa to move its mission forward and and added a number of hires from other verticals such as compliance, product partnerships and data in subsequent months.

Though the Nigeria and Kenya expansion didn’t particularly pan out, not yet, happy to see how that contribution has grown the team, doubled down on its products in South Africa, made incredible acquisitions, increased revenue and raised funding rounds after. 

People, Culture & Leadership

TE: Employee engagement remains a global concern — Gallup’s 2024 report found that only 21% of employees worldwide feel engaged at work. From your experience, what truly drives engagement in distributed teams?

Adebayo Aderohunmu: What drives employee engagement is a decade-old burning question. Because employees are individually different, exist in different contexts, experience varied management styles even in the same company, etc. This dynamism becomes quite multiplied in a remote, distributed team. 

In my experience, an anchor that I have seen work in distributed teams is trust and autonomy. When companies build an environment, communication system and structure that sees employees as adults, engenders clear communication of expectations, provides the tools and enablement for achievement, and trusts employees to put in their best at work, the typical employee is attuned to work, the deliverables and the company’s vision. I believe this view has also been established by research by the NHS and CIPD. 

TE: Leadership training and coaching seem to be recurring parts of your work. Why is investing in mid-level leadership development so critical to long-term organisational success?

Adebayo Aderohunmu: It’s often said that children are the leaders of tomorrow. While mid-level managers aren’t children, they are indeed the leaders of the organisation tomorrow, and also very much now. Firstly, much of the operational burden and performance drive of organisations rests on the middle leadership, which is easy to see. A recent McKinsey research noted that organisations with middle managers who exhibit best-in-class behaviours generate 21x higher total shareholder returns (TSR) over five years than companies with weaker managers.  

Secondly, they sit in such a place to determine the culture and meaning of work in the organisation. Poor mid-level management will lead to quite disengaged employees, while great mid-level management is a catalyst for purposeful and aligned employees. Of course, they are also the pipeline of management leadership, who at the time of being at the midlevel, should be exposed to adequate management behaviours either via training, mentorship or coaching. 

Unfortunately, what you find in most companies, especially tech startups, is that mid-level managers are abandoned, assumed to know how to lead and inadequately supported. I believe this is one of the reasons for a number of toxic leadership behaviours and employee burnout we have around.

Future of HR & Technology

TE: With AI rapidly entering HR — from recruitment to performance tracking — do you see it as a threat or an opportunity for HR professionals?

Adebayo Aderohunmu: Seeing it as a threat will spell doom. Most importantly, it’s such a massive opportunity for HR professionals to expand their skillset, build transformative people processes and offer more value to the business and their people.

TE: The global HR tech market is projected to hit $63 billion by 2032. Where do you see the biggest opportunities for innovation in HR over the next decade? Again, if you were mentoring a young professional entering HR today, what three lessons from your own journey would you want them to take with them?

Adebayo Aderohunmu: The biggest opportunities over the next decade in HR Tech, especially with the incursion and integration of AI into many platforms, will be massive. I can easily identify two:

1. More than ever before, AI will provide an engine for Predictive HR  Analytics tools across different value chains – recruitment, performance, learning, etc.
2. Automation and interoperability of platforms. Automation tools for operational HR tasks are on the rise, but most are still within standalone platforms that don’t easily feed into each other; however, because a number of HR related data and tasks flow into each other, it causes some hard stops, hence not as smooth an automation or value. For instance, onboarding information feeds seamlessly into payroll, or performance flows into learning. Either in more open API access or other means, I see more interoperability in HR Tech. Of course, of note here is the need for data integrity and best data practices. 

Three hands, I will borrow a young professional new to talent activation and management:

1. Don’t be afraid to do the dirty work. A lot of the work that will build your competency, add to the business’s bottom line and make you proud in the long term is in the dirty work. 
2. Train your thought process and apply it on the job. Don’t be afraid to question the norms in practice you see around.
3. Be very familiar with business concepts, and see that you have a good understanding of what’s behind the hood of the company you are working for. 

Ecosystem Contribution

TE: Many leaders focus only on their organisations, but ecosystems thrive on collective effort. In what ways are you contributing to the growth of the wider tech and HR community, and what impact do you hope to leave behind?

Adebayo Aderohunmu: Leaving behind is a life question. But I do try my best to pay it forward in individual relationships and the larger ecosystem, and I find great value in doing so. One of the ways I do this is by supporting younger tech professionals who are looking to grow their careers and get the best jobs, through volunteering and mentorship in tech communities and platforms such as Uptick Talent, Code Your Future, etc. The feedback and success stories from this have been amazing, and I definitely look forward to doing more. 

Within the HR community, you will find me individually guiding professionals on how they can scale their contributions to the bottom line. More recently, I have been putting out topical and research-based articles in journals either individually or in collaboration with a couple of friends, on subject matter areas within HR that I believe are important for the profession in light of recent trends and technology, to help shape how we deliver value and add to the global HR knowledge base. 

This collaboration highlights the power of technology to empower individuals to take charge of their health while achieving substantial cost savings.

The study set out to evaluate the effectiveness and economic benefits of Platos, a virtual platform for chronic disease management, for Reliance HMO enrollees.

The results reveal a promising future for diabetes care in Nigeria, with notable health improvements and cost reductions.

Key outcomes from the study include:

• Notable Improvement in Blood Sugar Levels: Over 12 weeks (about 3 months) of treatment, participants saw an average reduction of approximately 12% in fasting blood sugar levels, a critical factor in managing diabetes effectively.

• Significant Reduction in Insulin Usage: The total insulin required to maintain blood sugar control dropped by about 15%, from 94 IU to 80 IU. This reduction is particularly impressive, with two participants achieving a remarkable 43% and 20% decrease in insulin use, respectively. The decreased need for insulin translates to estimated savings of over N88,000 for both the insurance provider and its enrollees during the three months under review.

These outcomes underscore the positive impact of integrating advanced health tech solutions into chronic disease management.

By leveraging the virtual platform provided by Platos Health, Reliance Health enrollees were able to achieve better health outcomes with fewer resources, enhancing their quality of life while reducing healthcare costs.

Dr. Ugochi Nwosu, senior vice president of Clinical Services, Reliance Health, remarked:

“This pilot study demonstrates the incredible potential of technology to improve patient health outcomes and reduce costs. We are proud to partner with Platos Health to bring such impactful solutions to our enrollees.”

Dr. Itopa Jimoh, Platos Health’s Senior Medical Advisor, added:

“We are delighted to see the positive changes in the lives of Reliance HMO enrollees. Our mission is to make effective chronic disease management accessible to everyone, and this study reinforces the value of our platform in achieving that goal.”

This successful pilot study not only showcases the effectiveness of Platos Health’s platform but also highlights the commitment of Reliance Health to invest in innovative solutions that empower individuals and transform healthcare delivery in Nigeria.

Together, these companies are paving the way for a healthier, more cost-effective future.

Reliance Health:

Reliance Health is a leading health tech company providing innovative healthcare solutions to individuals and organizations.

Through its health insurance plans, telemedicine services, and a network of healthcare providers, Reliance Health is committed to making healthcare accessible and affordable.

Platos Health:

Platos Health is a virtual platform dedicated to chronic disease management.

By leveraging technology, Platos Health aims to provide effective and personalized care for individuals managing chronic conditions, ultimately improving their quality of life.

The insightful conversation highlighted some critical aspects of infrastructure development and the immense potential of digital health solutions to enhance healthcare access and quality in Nigeria.

However, Dr. Kuti emphasized the need for collaboration between various stakeholders (public and private) to address the emerging challenges.

While acknowledging the key improvements in the healthcare landscape over the past decade, he highlighted the importance of addressing infrastructure gaps, ethical considerations, and distribution hurdles to ensure equitable access for all Nigerians.

The discussion touched upon the ongoing efforts by the National Health Insurance Authority (NHIA) and the Ministry of Health to strengthen regulations and raise the bar for HMOs.

Dr. Kuti commended these efforts, highlighting their potential to build trust within the healthcare ecosystem.

During the interview, Dr. Kuti shared his perspective on the progress made within the Nigerian healthcare system, stating,

“if you look broadly at the Nigerian healthcare system, we’re not there yet. We still have our challenges, but there has been significant improvement over the last 10 years. We now have significant multi-specialist hospitals that have opened across Lagos and other major cities offering high-end surgeries, that were previously only available abroad. Likewise, we are witnessing a reverse trend of skills transfer, where doctors, surgeons, and physicians who trained abroad are returning to Nigeria, bringing their expertise back to their home country after initially starting their training here.”

This compelling insight from Dr. Kuti highlights the progress made in Nigerian healthcare, while acknowledging the existing challenges that still need to be addressed.

Building Solutions on Existing Infrastructure for Wider Reach

The dialogue also emphasized the need for digital health solutions to be designed with Nigeria’s existing infrastructure in mind to maximize their impact and ensure they reach a wider audience.

In corroboration, there is a need for increased support to enhance the distribution of digital health services.

He pointed out that an appreciable portion of the population has access to mobile phones, but internet connectivity and reliable power supply remain challenges. Dr. Kuti urged stakeholders to focus on solutions that function well within these constraints.

Another important aspect of the dialogue centers on the need for concerted efforts from the government and private entities like Health Maintenance Organizations (HMOs) to push the envelope further.

In addition, the dialogue also touched on the current state of healthcare insurance in Nigeria and offered insights into the ongoing improvements and challenges within the sector.

Dr. Kuti described the situation as an “inflection point” with significant potential for positive change to be spearheaded by key health authorities and private sector innovation.

Watch the full interview here: Nigeria’s Digital Healthcare System

Transparency and Data Privacy: Fundamental of Trust

The discussion also shed light on the ethical considerations surrounding digital health. Dr. Kuti identified quality of care and data privacy as the two most critical aspects that should be safeguarded.

“As we implement these solutions, we must ensure they uphold the highest standards of care and protect the sensitive health data of individuals,” Dr. Kuti stated.

He assured listeners that reputable HMOs like Reliance Health prioritize providing patients with access to the best possible care,  understanding that proper treatment at the outset translates to lower costs in the long run.

Dr. Kuti also commended the enforcement of the Nigerian Data Protection Regulation, underscoring Reliance Health’s commitment to safeguarding sensitive patient information.

Dr. Kuti also advocated for clear communication and the fulfillment of promises, which are cornerstones of a healthy healthcare ecosystem.

These are also fundamental drivers for strengthening trust among healthcare providers, insurers, and patients. Citing an example of prompt delivery updates, Dr. Kuti explained that keeping patients informed throughout their healthcare journey fosters a sense of security and fosters trust in the system.

Nigeria stands at the cusp of a healthcare transformation, with digital health innovations promising to enhance access, improve quality, and ensure an ethical approach towards patient information.

Dr. Kuti’s interview serves as a call to action for stakeholders across the Nigerian healthcare sector.

As the sector continues to evolve, collaboration between government bodies, the private sector, and healthcare professionals will be crucial to realizing the full potential of these technologies.

Who is Dr. Femi Kuti?

• Femi Kuti is a leading innovator at the vanguard of Africa’s digital healthcare revolution.
• As the CEO/Co-Founder of Reliance Health, the visionary company behind Reliance HMO (a Next-Gen HMO catering to businesses in Nigeria), Dr. Kuti has consistently led the charge in transforming healthcare delivery through groundbreaking technological solutions.
• He is a licensed general physician focused on medicine and surgery. He worked as a healthcare investment banker at Goldman Sachs, advising healthcare, biotech, and pharmaceutical corporations in the EMEA region before co-founding Reliance Health in 2016.
• Today, Reliance Health is spearheading a much-needed digital transformation in the healthcare sector, changing the way healthcare services are delivered.
• As the foremost provider of both B2C and B2B healthcare solutions, they have emerged as the leading force driving innovation and accessibility in Nigeria’s healthcare landscape.
• Kuti is a trained physician specializing in the intersection of healthcare, business, and technology. With a professional focus on developing innovative healthcare experiences and products in low-resource environments, he brings a unique perspective to his work.
• With a deep understanding of the challenges faced by the African healthcare system, Dr. Kuti has dedicated himself to improving access to quality healthcare services for individuals and organizations across the continent.

Without an employee health plan, productivity was regularly impacted by absenteeism– made even worse by long hospital wait times.

Team members’ health challenges were also a financial concern: without a fixed investment in health coverage, ad-hoc requests for financial support were unpredictable and a source of stress for Jude and his team alike.

Jude admits this ad-hoc approach was unsustainable, draining resources and hindering his ability to invest in employee development, and ultimately scale up.

Jude’s predicament reflects a common challenge for countless businesses in Nigeria. The lack of accessible and affordable healthcare options forces entrepreneurs to choose between their employees’ well-being and their growth ambitions. This raises a crucial question: can ambition and accessible healthcare coexist in Nigeria’s current landscape?

Jude’s predicament isn’t unique. Across the corporate landscape in Nigeria, businesses, big and small, struggle with the delicate dance of balancing growth with the escalating costs of sustainable healthcare for employee well-being. Limited health insurance coverage across the country poses a significant challenge, impeding access to quality healthcare for millions of individuals.

The World Economic Forum’s latest prediction that medical inflation will outstrip GDP growth in many countries seems to be taking a heavier toll on the entire continent as Africa records higher rates of medical inflation compared to the global average. But what does this mean for Nigeria, Africa’s most populous nation?

Beyond the Headlines: The State of Healthcare Insurance in Nigeria

In Nigeria, achieving sustainable healthcare remains a tightrope walk. A stunning 74% rely on out-of-pocket payments, as highlighted by a recent PwC report. Affordability presents a formidable obstacle, leaving many Nigerians vulnerable and the healthcare system itself unsustainable.

Nigeria’s healthcare system faces a perfect storm: Rising costs of living due to inflation, reliance on medical imports, recurrent strikes, exodus of skilled healthcare professionals, and lack of basic infrastructure.

These threats create a vicious cycle, eroding quality and accessibility for all. The result? A system struggling to meet present needs, let alone ensure future sustainability.

Across Africa, and particularly in Nigeria, a heavy reliance on imported medical equipment and pharmaceuticals poses a significant challenge.

With over 70% of medications coming from foreign sources, this dependence drives up costs and undermines the long-term sustainability of the healthcare system. There is also the rising cost of fuel, which adds to the overhead costs of facilities and imported medications.

By investing in employee health, businesses not only empower their workforce but also foster a healthier and more productive workforce, drive employee retention, ultimately reduce turnover and pave the way for a transformed healthcare ecosystem.

Existing health insurance models, despite their potential to contribute to a thriving economy, are struggling to keep pace with the contemporary economy. Inefficiencies and static benefit structures limit their ability to address the evolving needs of businesses and employees.

Numerous healthcare facilities are owed significant amounts for services rendered, creating cash flow problems for both providers and insurers.

With a smaller pool of insured individuals, insurers lack the leverage to negotiate better rates with providers, perpetuating a cycle of financial strain and hindering the overall quality of healthcare.

This combination of accumulated debt, service disruptions, unsustainable fees, and limited penetration creates a precarious situation for both healthcare providers and enrollees, highlighting the urgent need for innovative solutions to ensure a sustainable and adaptable healthcare system.

Bridging the Healthcare Coverage Gap

Imagine accessing quality healthcare on your terms, without long wait times or limited options. Imagine businesses leveraging digital health technology to offer comprehensive, affordable healthcare benefits that attract and retain top talent.

This is the future of healthcare, and it’s happening right now.

Leading the charge in this exciting shift is Reliance HMO, a pioneering health insurance company at the forefront of healthcare innovation in Nigeria. With a focus on technology and prevention, we’re redefining access to quality healthcare.

The future of healthcare is brighter than ever– and with Reliance HMO at the forefront, Nigerians are experiencing the difference firsthand.

Through a solid commitment to cutting-edge technology and a customer-centric approach, Reliance HMO is making healthcare accessible, convenient, proactive, and beneficial for both individuals and businesses.

Since inception, Reliance HMO has remained committed to transforming Nigeria’s healthcare insurance sector, while contributing to a better future for the ecosystem. We’ve already forced a paradigm shift, making telemedicine a non-negotiable option for Nigerian HMOs.

The preventive care and consumer-centric approach to healthcare that we deploy, give employees the support and information needed to stay healthy before problems arise. This not only benefits individual employees, but also drives business performance– as team members bring their best and most resilient selves to work.

Furthermore, we use technology to help businesses understand the real impact of employee healthcare plans on their personnel’s day-to-day lives. Empowered by insights, businesses are able to see the true value of their healthcare investments, ensuring they’re meeting the needs of their employees while staying within budget.

Plan members and admins also have direct access to dedicated support. For enrollees, this means prompt access to multichannel service via chat, phone, email, as well as an app including telemedicine, an overview of benefits, virtual ID and a searchable directory of providers. For admins, a dedicated account manager offers regular strategic support on how to get the most value from the health plan, while optimising utilisation.

Reimagining the Role of an HMO

At Reliance HMO, we’re committed to a seamless and supportive journey for both enrollees and administrators. From streamlined digital onboarding to multi-channel support, we blend technology and a personal touch to enhance accessibility and improve the overall experience..

“We have had experience with about five different HMOs.  Support took  so long. In fact, my weekends were usually crazy because everybody had to dash into the hospital due to weekly workloads.. With Reliance HMO, most of the information I need is on the app. It is convenient. I don’t even need to call the corporate retention person to find out some things. I appreciate the innovations Reliance delivers– they make the experience seamless,”  Iquo Ballantyne, Group Admin Lead at PE Energy Ltd.

We’re seeing the impact of integrating artificial intelligence and machine learning to drive quicker collaboration with providers, investing heavily in customer support and building tech solutions to make healthcare accessible and easy to navigate: improving businesses, communities and individual lives in Nigeria.

Redefining Sustainable Healthcare in Nigeria

Reliance HMO serves more than 2,000 businesses– all of which have shared Jude’s concerns at some point. Working with them, we hear the challenges faced by Nigerian businesses, corporations, and HR leaders first-hand.

hat’s why we’re so passionate about helping businesses to take control and actively support their teams’ physical and mental wellbeing. We know from experience that quality, transparent health benefits alleviate avoidable pressure on the talent management professionals, business owners, and the teams they manage.

Nigeria’s healthcare insurance landscape holds immense potential for growth, but discovering its true power demands a multi-pronged approach.

Innovative technologies like telemedicine and data analysis can streamline processes, improve access, and personalize care.

Expanding coverage to informal sectors and vulnerable populations is crucial for inclusivity and equity. Finally, benefit plans that embrace a holistic approach to wellness and prevention, incorporating education and healthy lifestyles can be absolutely transformative, delivering value to plan members before they ever get ill. Such strategies will drive sustainable progress for the entire sector. By embracing these strategies, Nigeria can unlock a healthier, more equitable future for all.

Dr. Ugochi has over ten years of experience in the fields of clinical medical practice and health systems strengthening. Driven by a longstanding passion to make an impact in healthcare services, Ugochi studied Molecular Biology and African Studies at Harvard University. She has a Medical Doctorate (MD) from Columbia University College of Physicians and Surgeons and completed internal medicine residency at the University of California, San Francisco.

In her role at Reliance Health, she leads the expansion of Reliance Family Clinics franchise of primary health care facilities and growth of the acute-care telemedicine platform via the Reliance Care App.

What more can you appreciate in life than that which you need most being reachable to you at your convenience? Well, that’s what the health sector is becoming with the help of innovative healthtech startups.

The works of these Nigerian healthtech startups listed below have gained good recognition globally, being Y Combinator- or Seedstars-backed. They include:

1. Healthtracka 

Healthtracka makes life easier and life assurance rates higher by bringing medical tests to your doorstep and sending the results to you within the twinkle of an eye – really fast.

The startup’s goal is to ensure as many lives as possible are saved in a country where a lot is uncertain. 

Currently present in 12 Nigerian cities, Healthtracka is steadfastly working to ensure it covers the entire country and beyond, taking its health solution global.  

2. Remedial Health

Remedial Health makes the process of purchasing pharmaceutical products seamlessly. While sellers can access different manufacturers easily via the platform, manufacturers in turn gain access to the African market.

All you need to do is place your order digitally and you’d have all you required delivered within 24 hours. Interestingly, healthtech startup offers a buy-now-pay-later service so you don’t need to let your health deteriorate before making purchases due to lack of funds.

3. Lifestores Healthcare

Inclusion is the goal of Lifestores Healthcare. The startup is tackling the inefficiencies that exist in our health sector including poor procurement practices, lack of affordable and quality medical products and services, insufficient operations and many more.

As of October last year, the Lifestores affirmed to be having a monthly marketplace growth of 25%, with plans to increase its customer base of 100,000+ patients to 400,000+ this year.

4. Reliance Health

Reliance Health is also leveraging technology to make healthcare accessible and affordable for all. 

The healthtech provides health insurance and telemedicine by partnering with healthcare facilities and hospitals.

With its business customers including Jumia, Nivea and PwC, the healthtech’s integrated approach currently serves emerging markets in Nigeria and Egypt, but plans to go beyond this soon.

5. Helium Health 

The aspect Helium Health focuses on is an interesting and highly important one. Medical record keeping and operational management are highly essential for any hospital or healthcare facility.

With Helium Health, healthcare providers get a comprehensive suite of technology solutions built to manage all aspects of operations including healthcare delivery, electronic medical records and telemedicine, to administration and financial management.

Payments are transparent on the platform and patients can view personal health records, prescriptions and lab results. 

6. LifeBank

LifeBank is an on-demand delivery healthtech company providing blood, oxygen and medical consumables as quickly as possible. 

This has ensured that hospitals provide improved healthcare services to patients, with 24/7 availability of blood and other medical products.

The healthtech leverages Google Maps to make quick and precise delivery in any location, utilizing multimodal logistics such as drones, boats, bikes, and tricycles.

7. Chekkit

Chekkit leverages blockchain-powered technology to help pharmaceutical and FMCG companies fight counterfeit drugs.

The startup reduces the fragmented supply chain in medical supplies, connecting end users directly to health companies and hospitals.

So far, Chekkit has deployed over 10 million medical products across and beyond the African continent.

8. CribMD

CribMD eliminates the need to spend long hours waiting to see a doctor or qualified medical practitioners.

The healthtech provides affordable healthcare plans for individuals and families to access comprehensive and convenient medical services, including home visits by doctors, telemedicine, health plans, online pharmacy, among other services.

9. DrugStoc

One of the healthtech startups tackling the issue of counterfeit drugs, DrugStoc empowers stakeholders including hospitals, clinics, government facilities, doctors as well as specialists to work towards a healthier continent.

Healthcare providers can manage and procure their medical and pharmaceutical products on the platform without stress.

Interestingly, DrugStoc also provides collateral free loans to pharmaceutical businesses, ensuring they never run out of stock and never fail on quality services.

10. Medsaf

Medsaf is a healthtech marketplace where hospitals and pharmacies can purchase quality products at affordable rates. 

Medsaf automates and finances medication procurement across Africa with its technology and data-driven solution.

It utilizes embedded financing and plugs in financiers, logistics, and quality control as a service, and employs blockchain and data analytics, enabling manufacturers and other stakeholders to have access to crucial data on the movement of medications.

With this funding, Reliance Health has successfully closed the largest Series B round in the African HealthTech industry to date.

Led by General Atlantic, a leading global growth equity investor, the round received participation from Partech, Picus Capital, Tencent Exploration, AAIC (Asia Africa Investment and Consulting), P1 Ventures, Laerdal Million Lives Fund, Arvantis Social Foundation Impact Investment, and M3, Inc.

The newly-established partnership also marks General Atlantic’s first technology investment in Africa. To date, Reliance Health has raised $48,000,000 in total funding, including a $6,000,000 Series A funding round in January 2020 led by Partech, with participation from Y Combinator, LoftyInc Capital, Golden Palm Investments, Picus Capital, and Ventures Platform.

Reliance Health uses technology to bring more affordable and accessible healthcare to leading companies in emerging markets including Biersdorf Nivea, Jumia, PWC, Merrybet, Regus, and others.

The company has averaged 3.5x YOY revenue growth and offers an integrated approach that includes flat fee healthcare plans, telemedicine, prescription delivery, and a combination of partner and proprietary healthcare facilities in one single platform with one single fee.

Headquartered in Lagos, Nigeria and Austin, Texas, Reliance Health began operations in Nigeria in 2015 as a telemedicine-focused startup, Kangpe, founded by Femi Kuti, Opeyemi Olumekun, and Matthew Mayaki, and later expanded into a single-fee healthcare provider to better address the complex, evolving needs of patients.

This new Series B investment will accelerate Reliance Health’s efforts in expanding the platform in emerging markets around the world while adding new products that complement existing proprietary technology, facilities, and partnerships. Reliance will also leverage the funds to hire additional top talent.

“Healthcare in emerging markets is often overlooked by private initiatives because it’s an extremely complex challenge to solve. At Reliance Health, by leveraging new innovations to break the constraints of legacy solutions, we believe there is an opportunity to solve some of these tough problems and even for aspects of healthcare in emerging markets to leapfrog to other parts of the world. We are excited to work with our investors towards bringing affordability and accessibility in healthcare to underserved markets, ultimately saving lives around the world,” said Femi Kuti, Reliance Health CEO and co-founder.

“General Atlantic is thrilled to announce our first technology investment in Africa in Reliance Health, backing a team focused on improving healthcare quality for millions of patients in Nigeria and abroad,” said Chris Caulkin, head of EMEA Technology and managing director at General Atlantic. “We have been consistently impressed by Femi and Ope, who exemplify the entrepreneurialism and innovation we see across the African continent. We look forward to sharing our experience as a leading global growth equity investor in support of Reliance Health’s exciting and important mission.” 

“We led Reliance Health’s Series A because we saw a team that combines great vision with superb execution. They have proven this by delivering a product that is successful with large corporate as well as micro-businesses, opening up access to healthcare for underserved segments of the population. All of the Partech team feels proud and excited to see top global investors join the company as it scales in Nigeria as well as new markets,” said Tidjane Dème, general partner at Partech.

“Financial barriers prevent millions of people from receiving the life-saving and life-improving care that they need in low- and middle-income countries. Ensuring equitable access to healthcare coverage is something we care deeply about as mission-driven healthcare investors, and we’re honoured to partner with Femi Kuti and the entire Reliance Health team to help scale their offering to achieve the largest potential impact,” said Jeff Trost, managing partner at Laerdal Million Lives Fund.