![]() Has the current VC downturn in any way altered this investment strategy?īW: We recognise that the market downturn hasn’t been easy, especially for founders looking for investment capital to keep their lights on. They would typically be considered risky investments based on their sector choice, gender, geographical location, and education status. Being a founder can be a lonely journey, so I am always keen to maintain an active community of support that our portfolio can tap into.Īs an early-stage investor, what is Madica’s investment strategy?īW: We care about supporting African founders who have traditionally been overlooked and under-represented in the venture capital funding space. My role involves keeping a pulse on what our portfolio companies are up to and providing them access to resources they need as they build their businesses. I take care of the day-to-day running of this. I have always been curious about how investors make investment decisions, so to answer this question, my career journey is a natural progression.īW: Madica offers a 12-18 months structured support program for all companies we invest in. I was an operator at two startups and pivoted to being a supporter for five years at Village Capital and now a venture capitalist. Once back in Kenya, I dabbled in tech reporting. I was immersed in the vibrant ecosystem and had the opportunity to work on many exciting projects, including an idea challenge in partnership with Sussex University, targeting university students with ideas on solving education and unemployment challenges in Nigeria. TechCabal: Please share more background on how you ended up in the VC industry.īrenda Wangari: My journey started around ten years ago at Co-Creation Hub while I was part of the AIESEC Nigeria team. To understand more about the program’s investment philosophy, on this episode of Ask An Investor, TechCabal caught up with the program’s head of portfolio success to get more insights into the workings of Madica. Some of Madica’s requirements for interested founders include having to be working on their idea full-time, having a minimum viable product, and having received little or no institutional funding. The initial investment phase is scheduled to run for three years. To achieve this mandate, the program is looking to invest $6 million in up to 30 African startups, each receiving up to $200,000 in exchange for equity, availing the much-needed funding. Focused on backing pre-seed-stage startups, the program offers funding, technology support and mentorship to underrepresented founders across the continent. Madica, which stands for Made In Africa, is an investment program launched in December 2022 by global venture capital firm Flourish Ventures. #Acquisitions #merger #Partnerships #StartUp #CEO #Founder #CoFounder #Director #Trustee #Entrepreneurs #President #CXO IntrepreneurCoaching.Brenda Wangari, head of portfolio success at Madica, shares more insights on the program which aims to invest $6 million in 30 African pre-seed startups over the next three years. If these concerns are addressed in the earliest stages of partnership formation, and considered as part of the early recruitment and selection process in mergers and acquisitions, the likelihood of reaching projected ‘on paper’ benefits is possibly heightened. Consider 1) shared vision and goals 2) trust and communication 3) complimentary skills and resources that will enhance the overall strength of the partnership 4) defined roles and responsibilities to avoid conflicts and ensure efficient operations 5) mutual commitment, a willingness to invest time, effort and resources 6) a legal agreement to outline ownership, profit sharing, dispute resolution 7) flexibility and adaptability to respond to changing market conditions and evolving business needs 8)compatibility and cultural fit, an alignment in values and work ethics to promote harmonious partnership 9) conflict resolution mechanisms to address and resolve disagreement in a constructive manner 10) regular evaluation and review assessments of one another’s performance and goals to help ensure the partnership stays on track 11) exit strategy defined at the beginning, how the partnership can be dissolved in an equitable and supportive way 12) continuous commitment to improve the partnership processes and outcomes. The roots of loss can lie in the earliest stages of recruitment and selection. Acquisitions and mergers can often fail to live up to their ‘on paper’ potential especially if essential aspects of partnership are undervalued or ignored. Successful partnerships require careful planning, nurturing and ongoing effort to maintain their effectiveness.
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