BRCK’s field team plays an essential role in keeping Moja WiFi up and running and our customers happy and online. On most days, we’re spread out across different cities and towns, providing maintenance to our equipment in matatus and at fixed sites. We are continuously problem solving as unexpected challenges arise. We are used to workdays full of variety, personal interactions, and enjoy the buzz and energy in the field. It keeps us fit, energetic, and cheerful. But working in the field during Coronavirus means that things have looked a little different lately. 

The field team prior to the restrictions.

COVID-19 in Kenya

Kenya announced its first case of COVID-19 on 12th March, several months after the beginning of the outbreak in China. We had to first internalise the whole situation and strategize a way forward for field operations. Being on the frontlines, where our daily routines involve interacting with people, there were quite a few things to consider.

Before the pandemic, our operations included daily visits to fixed and mobile spots, with one-on-one interactions with drivers, agents, and users. Field techs would move freely in town, fixing and maintaining WiFi devices. At lunch hour, we would meet up at our favourite joint while planning out the rest of the day. This free movement gave us the flexibility to repair equipment and address issues as they arose. Overnight, this had to change immediately to prevent the possible spread of the virus. 

Safety Measures

At this point, in line with government regulations, field operations are continuing – but with some significant changes. To flatten the curve, we are taking the following measures:

• Practising social distancing. To avoid the use of public transport, one person picks each tech from their homes and also practises caution while in the vehicle. When off duty, we stay at home. We avoid crowded areas and only operate in designated areas with minimal interference where we can observe social distancing. On the mobile network, we no longer move to bus stops and stages. Instead, we contact the individual drivers and meet at identified parking areas that are not crowded.
  

• Cleaning frequently touched surfaces and objects.  We use disinfectants to clean hand tools and equipment used on site. Prior to touching any agent-owned or site infrastructure, we spray or wipe down using a disinfectant. Regularly washing our overalls and dust coats, we make sure our work vehicles are kept clean and well ventilated. We regularly clean the commonly touched surfaces with a disinfectant.

• Practising hand hygiene by thoroughly washing hands using soap and water and/or using a hand sanitizer regularly, especially after maintenance at a site or a matatu.  
• Wearing protective gear such as gloves, face masks, and safety glasses.
  
• Using good judgement. This includes avoiding the sharing of phones or other work tools and equipment, reminding others on the precautions to flatten the curve, and observing the government curfew.

Impacts of the Pandemic

With the outbreak of the pandemic came unexpected challenges. With reduced numbers of commuters in and out of town, some matatus have been parked, making accessing for maintenance difficult. The government has also placed restrictions limiting our movements, particularly for night maintenance. 

On the fixed network, we have to factor in the 7 pm curfew when we plan assignments and travel routines. Planning tech visits also needs more coordination with agents, as some of their operating hours are now irregular and unpredictable. Additionally, since the government has imposed a 50% limit to passengers in private vehicles, the field guys have to work in shifts because our vehicles cannot carry the maximum number of people required for the job in a day.

Some Silver Lining

With the pandemic also came some positive trends. On the maintenance front, field engineers find it easier to maintain equipment, as clients and drivers are more cooperative. The WiFi fights boredom during this time of social distancing and there is less interference by people during servicing. Users have continued to interact with the network, even though the mobile network activity has reduced due to less travel. Video conferencing has also brought a new experience to the field team, as technicians from Kigali, Mombasa, and Kisumu are now able to participate in our weekly company-wide team meetings.

Looking Ahead

The coming weeks and months will continue to bring new situations. We will need to think creatively and adapt to changing circumstances. With the majority of our work out in public spaces, our highest priority is ensuring we continue to work safely. As people spend more time indoors, we believe the requirements and demands on the fixed network will grow, so we must do what we can now to fill the gaps and tap into new opportunities. The COVID-19 situation requires us to provide a reliable and consistent service, pay attention to our customers’ needs, and use our network to address some crucial gaps in the neediest communities. In these times of unpredictability and fear of the unknown, especially for those with fewer resources at hand, Moja plays a massive role to reduce the barriers to connectivity and affordability and making an impact to peoples lives. 

As we continue working in the field during Coronavirus, our hope is that a vaccine is found very soon and the economic situation returns to normal. Until then, we will do our part to stop the spread of the virus while we continue expanding our network. 

I love the “moonshot” ideology, a type of thinking that aims to achieve something that is generally believed to be impossible.  I first came across this concept with Google X and their way of thinking about hard problems. Who wouldn’t get inspired by solving a massive challenge using next generation technology? Especially when it’s backed with enough money to see if it will actually work. Of all the projects, I love Loon the most – connectivity by high altitude balloons that use wind patterns intelligently.  It’s just that right mix of insanity and brilliance that epitomizes solving a massive problem by trying something incredibly lateral.

Like many others, I too am driven to use my time on this earth to solve big problems. My mixture of background and experience ideally suits me to do technology work in Africa, and my personality means I end up building new things, new companies, instead of working for others. By the nature of those three things (entrepreneurship + tech + Africa), I tend to be resource constrained when it comes to moonshots. Instead, along with great partners and co-founders, I’ve built organizations that utilize crowd sourcing, foster innovation grounded in the African context, provide funds to tech startups, and create space to collaboratively build and rapidly prototype new technology.

My most recent endeavor has been building BRCK, which is 6 years old, trying to solve for how to create a real onramp to the internet for people who can’t pay for it.

Moonshots and Groundshots

As I look at this odd mixture of companies, I realize that, while I’m a moonshot thinker, I’m a groundshot operator.  I’m trying to solve big problems that impact many people across the world using the last generation’s technology in different ways, and coming up with a new pattern or model for everyone to benefit. In short, I don’t have the resources to build a Loon or StarLink, but what I can do is figure out how to make something that meets ordinary people where they are with what they have, and not just for profit, but also to make the world a slightly better place.

I’ve been thinking about this a lot as we’re dealing with the current coronavirus pandemic. Google’s Loon was first-level approved to work in Kenya last year, and then just this week was given a final green light by the Kenyan government to operate. This is great news, and I’m excited that we have four of their balloons sitting over Kenya right now. I’m also concerned that it’s only going to solve part of the problem.

You see, connectivity is a mixture of signal and devices, AND affordability. Loon solves for the difficulty of signal in rural Africa, where building mobile phone towers has too low of an ROI for the mobile operators to be interested. Devices are getting cheap enough that we’re seeing a deep density of (low-end) smartphones across many countries. However, affordability is a BIG hairy problem, made only bigger as the economic hits start coming during and after this pandemic.

Loon uses the LTE spectrum of Kenya’s Telkom operator, so anyone who has the Telkom SIM card can receive that signal from the balloon and be connected. The problem is that you have to pay the data rates that Telkom charges, which isn’t much by middle-class standards, but most rural people aren’t middle class and their wallets are much more rigid.

That’s the problem we started working to solve in a little room beneath the iHub back in 2014. “How do you get everyone in Africa online if they can’t pay?”

The answer was a bit humbling for us techies to swallow, but it turned out that the business model was as important as the technology – maybe more so. We started grinding on this problem, which culminated in our Moja platform, now operating in Kenya and Rwanda. So far, it has brought 2 million users online for free. The answer was found in us saying, “What if the internet becomes free for consumers everywhere? The internet isn’t free to deliver, so what is the business model for that?” The mental model we were left with meant we had to find other parties to pay, which led us down the B-to-B-to-C model that we currently use and are finding quite successful.

So… What is a Groundshot Then?

I think it’s the glue that connects the amazing wizardry of the moonshot with the grounded business models and older technology found in most people’s pockets.

We’re rapidly expanding our Moja network, and I’m glad to work with our backhaul partners in terrestrial fibre internet and mobile operators. But I’m equally excited to take these moonshots like Loon or StarLink and connect them to real people on the ground in Africa. With a ground game like ours, and air support like theirs, it’s a magical combination.

Kilimanjaro rises through the cotton clouds, spread like a skirt around it. I don’t often get this view as most of my flights go West or North from Nairobi. This time I do, though, as I head to South Africa for the annual trek to AfricaCom, that gathering of all things established telecom and a spark of new entrants and startups in the market.

It was 8 years ago, after this very same AfricaCom event in 2011, as I was leaving Cape Town to head back to Nairobi, that I had a conversation that would change the trajectory of my life. Henk Kleynhans was a friend of mine in the startup world of South Africa. He had a company called SkyRove that had created software to sit on top of routers that would allow hotels, cafes, and restaurants to get their customers online. On the flight home that evening, I was sitting on the aeroplane and I couldn’t stop thinking of a specific problem: why were we using routers and modems not designed for our African context? I started to wonder if we could build something better.

What I sketched out that day was a brick-sized and shaped form, with serious battery power and redundant SIM for when the ethernet went down. It was simple, and I called it BRCK.

Eight years later and I’m back here in Cape Town, having built and grown that company in Kenya. We started off building hardware, and we still do, but now we do a lot more than that.

Two years ago we launched Moja WiFi, which sits in public spaces and on thousands of buses and vans across Kenya and Rwanda’s transportation sector. Moja WiFi is free to the public; they don’t pay anything to be online. We monetize instead with our business customers across these markets. We’ve grown to 7 million sessions each month and we’re now one of the largest public WiFi providers in Africa.

This year I’m going to AfricaCom with a bit more excitement than normal, since we’ve been quietly working to open up the South African market for a few months. This week I get to tell everyone that we’re entering the country with our free public Moja WiFi service, which has transformed the East African market with nearly 3,000 locations across public spaces and buses.

Moja differs from other public WiFi as it is free for the consumer. They don’t need to pay anything to get online or to access premium content. While most just try to charge less for their service, at BRCK we realized that there just wasn’t the ability for the majority of smartphone owners in Africa to pay at all. The uniqueness of Moja is found in a business model that monetized people’s abundance of time, and subsidizes that internet connection with our business customers connecting to our user with some form of digital work.

South Africa is interesting to me as it has a wide swath of smartphone users, many who can’t afford data bundles, and that is mixed with a more mature business market than is found in any other African country. We’re already inking deals with some great FMCG, bank, and insurance companies – and we’re also interested in onboarding more of the top-level content creators from this hotbed of talent.

With Moja I think we’ve finally found a way to connect Africans to the internet, AND a way to monetize Africa’s content creators.

Join us!

(Part 1 here)

I’ve argued before, alongside others, that the main inhibitor of ubiquitous and perpetual internet connectivity at a global level isn’t a technology problem, it’s a business model problem. Mostly the tech exists to put the signal everywhere. What we overlook when we say this is, that while that is true, it’s unsavory to point out that many of “those users” are not valuable – that the population covered won’t make a good return on business investment. So, even if you covered the initial cost of the equipment outlay in those areas with subsidized government funds, without a proper business model to support the ongoing operations of running the network, then the ROI would be weak and maybe even negative.

A low cost tower set up in rural Africa

The unspoken technology issue

Many of the incumbent ISPs and mobile operators have sunk too many resources into legacy technology, and then subsequently outsourced their technical capacity and platform knowledge to foreign firms. This leaves them in an unfavorable position when it comes to new technology that would decrease the cost of rollout by up to 90%, or of taking advantage of how software is changing the way networks work. Due to heavy GSM investment, the industry thinks it best to switch those from 2G/EDGE to 3G. This misses the mark, though. It’s iterative change driven by sunk costs, ignoring the fact that we’re moving to a data-only network world. GSM is a dead man walking. IP networks are the future.

It’s not just me saying this. Two years ago Deloitte was saying,

“African MNOs should create business models around smartphone users and brace for the rise of the data exclusives and data centric phone users.”

This then provides the opportunity. This is the time to bring new networks without legacy business or technology paradigms, and the ability to apply web-scale economics to the network itself, backstopped by new open software stacks and business models that don’t rely solely on end-user payment.

Fortunately, at BRCK we’ve been able to find great investors and strategic partners who see this bigger picture and understand the investments needed to make change happen in this connectivity industry of ours. BRCK, alongside some other firms, are on the forefront of changes happening across all types of data pipes, at the infrastructure level all the way through to the retail side – for both people and things. And as we start running the numbers it becomes increasingly clear just how big of an opportunity this actually represents. It only helps that many incumbents are stuck in aged technology stacks and legacy business models, so the window for positive change is here and profits are substantial.

East Africa Railways train

A new railroad

I tend to think of what we do in the connectivity space as similar to our forebearers building railroads, making it easier, faster, and more efficient to move data and connect far-flung parts of the world. The 1990s brought us the rebels in the form of scrappy upstart mobile operators and ISPs, they were real cowboys and renegades then! Inspiring leaders, courageously trying everything from pre-paid credit models in Africa, to thinking of mobile credit as cash, to digging the first fibre cables into the hard parts of the continent. Regrettably, these cowboys have handed the reins over to our modern day robber barons, sitting fat and happy on their oligopolies (or monopolies), and making damn sure that no one else has a chance to build something better if they can help it.

I like to think that at BRCK we are building the new connectivity railroads. The tip of the spear for us is unlicensed spectrum, where we take advantage of the ability to roll out public WiFi hotspots without much in the way of regulatory or political hurdles. We layer this with a free consumer business model, so that anyone who can get that signal can connect and take advantage of the whole internet. The underlying economics of the Moja platform are built around the idea of a digital economy. Businesses create engagement tasks that users can complete to earn value within the system. Users then spend their value on faster connectivity, premium content, or additional services. The flow of value into and out of the Moja platform creates the monetary value necessary to profitably run the network.

This is just the BRCK model, though, and as I sit on some global boards and in meetings, I hear of the others trying their new models as well. New technology stacks, driven primarily by open source software (and some key open source hardware plays), are a big part of the significant decrease in the cost profile (both CapEx and OpEx). But again, the business models… this is where we see the real changes coming and I’m excited to have a front row seat.

As these new railroads are built, by us and others, there lies such great opportunity for economic growth, social development, and business profit.

As with most CEOs of younger companies, I find myself on the investment raising treadmill. Doing so for a company focused on internet connectivity in frontier markets provides an extra layer of complexity, since it’s not as sexy of a proposition as a new app for ecommerce, agtech, fintech, etc might be. Those are easier to invest in since you’re playing with a world of software, not any hardware or infrastructure to muddy your hands with. Unfortunately, in my BRCK world, we have to deal with atoms, not just bits and bytes (though we do those too). Which is why many of my conversations find me explaining why connectivity is critical – thus this post.

What I find interesting is that everyone wants to benefit from a basic underlying availability of connectivity, but few understand what it is or why it is so important. If you’re with me at a public event, I’ll eventually spout off something along the lines of, “you can’t have a 21st century economy without power and connectivity.” This is my simplified way of stating that for any industry to be meaningful on the world stage (or even their own country stage), they need the ability to move data. If power and connectivity are the foundation, then the aforementioned ecommerce, agtech, fintech, and others are all pillars that stand on that foundation.

Economic growth

I’ve written before on how smartphone penetration has reached critical mass and proceeds on a noteworthy trajectory across Africa and other frontier markets. Africa, coming from a largely 2g/Edge based on old legacy GSM technology will have some of the highest growth rates in mobile data subscriptions globally, driven by chat apps and mobile video, as we transition to data-only networks. In 2022, there will be eleven times more mobile data traffic in Central and Eastern Europe and Middle East and Africa (Ericsson 2017).

Mobile subscriptions (global)

• 250M smartphone subscribers in 2016
• 770M by 2022 (Y-o-Y growth of 30%) (Ericsson 2017)
• Over half of mobile phone shipments into Africa in 2016 were smartphones (Deloitte 2017)

All of this means that there are millions of new customers available for new, smart, and data-intensive financial products, agricultural services, marketplaces, logistics, and the list goes on. This is why we’re seeing the rise and rise of startups in these spaces, as well there should be.

What we’re not paying attention to is this: the market is still smaller than it could be.

Imagine that you’re finding amazing market traction with your new mobile lending app, or with your logistics system, or with your online goods marketplace. Imagine that you’re doing well. However, did you know that you’re only reaching 20% of the people who own smartphones in the country? Oh, right, that’s the piece that’s surprising! You could be doing even more, growing faster, and capturing more market share if only the other 80% of smartphone owners in your market could afford the costs of getting online regularly to use your service.

This is where BRCK is stepping in with our Moja platform (free to consumer internet). You’ll benefit greatly from our growth. We’ll benefit greatly from your growth.

Social development

Even though I’m largely driven by the economic reasoning for connectivity alone, since I believe that the best way for us to make significant change in Africa is to grow wealth for everyday Africans, there is a strong social argument for widespread and affordable connectivity as well.

Connecting an additional 2.5 billion people to the internet would add 2 trillion dollars per year to global GDP and create 140 million jobs.

• It enables improvements in health (Deloitte 2014)
• Unlocks universal education (Deloitte 2014)
• Strengthens civil society through public services, social cohesion, and digital inclusion (Deloitte 2014)

It turns out that if we connect people to the largest, greatest network of knowledge and information in the the world, then a lot of great social benefits are realized across a number of important areas. It’s hard to argue against more jobs, better education, better healthcare, more informed citizens, and a stronger civil society in any country.

Connectivity is the foundation

Like everyone else not involved in the plumbing and distribution of the internet, I used to think of this only academically. It’s easy enough to understand and think through intellectually. However, I found that in living it, in dealing with the practicalities of the internet, in coming to know the end-user, I began to appreciate just how important connectivity is. Building a new app or service can have big effects, changing the affordability equation for connectivity, and you send a shockwave reaching everyone, everywhere.

It was 5 years ago that we created BRCK as a company, and I’ve had the great joy of being on a journey with some fantastic people, including the three here with me in this picture (Reg Orton, Emmanuel Kala, and Philip Walton).

We had an idea of what we were getting into back in October 2013, but none of us were sure where it would actually take us. All we knew then was that the barriers to creating hardware had dropped enough for us to get into it, that there was a problem in the internet connectivity space in Africa (and other frontier markets), and that we had the right mixture of skills, naiveté, and optimism to figure it out. Over the next 12 months we grew to a team of 10 that had this the desire to meet a big challenge and believed we could do hard things. As I write this, 8 of those 10 are still at BRCK.

In the intervening years we’ve built three full products and taken them to market (BRCK v1, Kio Kit, SupaBRCK), and a fourth (PicoBRCK) that is still in R&D. That alone is quite an accomplishment. I hadn’t known back in 2011, when the idea for creating a device was first hatched, just what the life cycle of building a hardware+software product would be. I do remember having a conversation with an old friend, Robert Fabricant, that I thought we should be done with the first one in about a year. He laughed and said it would be at least 2-3 years. He was mostly right.

[foogallery id=”4816″]

I’ve since learned that it takes approximately 18 months for a product to go through the concept, design, testing, productization, and first samples stages. Then it typically takes us another nine months for iterations and small fixes on hardware to happen, while that same time is spent concurrently hardening up the software side of things. For example, our most recent SupaBRCK took approximately almost two years from conception to product, and then another six months of continued fixes/changes to the low-level software and the hardware, before it worked well consistently.

Asking the Right Question

You would often hear us saying, “Why do we use hardware designed for London or New York, when we live in Nairobi or New Delhi?” as a way to frame the problem we thought we were solving. It was only in late December 2014, after we had shipped the BRCK v1 to 50+ countries, that we realized we were only partially on the right track.

It turns out the problem isn’t in making the best hardware for connectivity in difficult environments. Sure, that’s part of the equation – making sure that you have the right tools for people to connect to the internet. But the bigger question involves people. Who is connecting to the internet and who isn’t? If, after many years of building BRCK, we had built the best, most rugged and reliable solution for internet connectivity, that would be something we could pat each other on our backs for. However, if the problem instead was “How do we get the rest of Africa online?”, and we were able to solve that problem, then that was a legacy we’d be proud to tell our children about one day.

Sitting in our tiny office around Christmas 2014, we started thinking hard about this bigger issue and began doing deeper research into the problems of this loosely defined “connectivity” space. We started doing some user experience research, man on the street interviews, to figure out what the pain points were for people in Kenya.

Connectivity can generally be broken into two buckets:
First, accessibility – can I connect my device to a nearby signal?
Second, affordability – can I afford that connection?

The results were quite telling, it was definitely about affordability.

For everyone who’s not deep in African tech, let me lay out some interesting numbers for you. Accessibility in most of the emerging markets has been moving rapidly since the mid-2000s when we started to get the undersea cables coming into the continent. These cables then went inland and started a rapid increase in available internet connections and wholesale internet costs decreased rapidly. Since 2008, we’ve had more than one million kilometers of cable dug across the continent, and we have over 240,000 cell phone towers. Concurrently, the mobile device prices continued to drop globally, and by 2016 we started to have more smartphones imported into Africa than non-smartphones.

Reaching deeper into the market research, we started to study this affordability problem.

“A4AI found that the average price of 1GB prepaid mobile broadband, when expressed as a % of average per capita Gross National Income (GNI), varied between 0.84% in North America and 17.49% in Africa.”

It turns out that in almost every country in Africa, there is a consistent ratio among all the smartphone owners in a country: 20% could afford to pay for the internet regularly, and an incredible 80% couldn’t.

Interestingly, when we looked at who else was working in this connectivity space, almost everyone was focused on accessibility, not affordability. Those who were focused on affordability thought that just making the price cheaper was enough. What we’ve seen is that if you just make “less expensive” subscription WiFi (as most do), then you’ll capture another 10% of the market. And while that can make a profitable enterprise, it still leaves 70% of the market unaddressed.

This last blue ocean of internet users in Africa, as well as Asia and Latin America, is still largely ignored. Those who do have the resources to go after it tend to try with iterative approaches in both business models around affordability, and only marginal creativeness in solving for technology accessibility.

Moja Means ONE

It’s taken us 5 years, going through multiple iterations of new tech, building new hardware, and creating new software stacks that go from the firmware up to the cloud. We’ve been mostly quiet for the past year as we put our heads down and tried to take a new platform to market. Where are we now?

“Moja” means “one” in Swahili, and it was the brand name that we chose to call the software platform that we would build on top of the BRCK hardware. While Moja means one, “pamoja” means “together” or “oneness”, and that was the root we were looking for. To us, Moja is the internet for everyone.

We started by trying to make it work on the BRCK v1, but that was a bit like trying to make a sedan do a job built for a lorry (truck) – it wasn’t powerful enough. The SupaBRCK was envisioned as the hardware we could leverage that would allow us to not just have enough of a powerful and enterprise-level router, but a tool that was actually a highly ruggedized micro-data center. With this, we could host content on each device, as well as get people connected to the internet. Another way to think about the accessibility side of what we do is that we have a new model for how a distributed CDN works on a nation-scale, moving away from the centralized model that the rest of the world uses. In environments like Kenya, we can’t continue to just copy and paste models from more developed infrastructure markets, we have to think of new ways to deal with how the undergirding system actually works and operates.

We give the internet away for free to consumers. How does that work if we all know that the internet isn’t free? After all, someone always pays.

The business model is an indirect one. We charge businesses for some form of digital engagement on our Moja platform (app downloads, surveys, or content caching), and the free internet to our consumers is a by-product of this b2b business model. Like everyone else, we thought we could do it with advertising at first. But we realized that our unique hardware capabilities allowed us some other options, since advertising is a poor option for all but a few of the biggest global tech platforms.

Today we’ve deployed 850 of the SupaBRCK’s running our Moja software into public transportation (buses and matatus) in Kenya and Rwanda. They’ve been quite successful with almost 1/4 million unique users monthly in just the first three months. We have both a tested and working technology platform, as well as product market fit. With unit economics that make sense, a growing user base, and a business model that works, we’re excited for the growth phase of the business. This next step means going nation-scale in each of these countries, and also determining our next market to enter.

It’s important that ordinary people across Africa and other frontier markets can stop thinking about the costs of the internet and don’t have to turn off their mobile internet on the smartphones that they already have in their pockets.

Once they know they can afford it, the way they use the internet changes dramatically. An internet like this is feasible today, and it’s a cheaper, faster, more distributed, and resilient one. It’s also being built from the ground up in Africa, where we’re close to both the technology and human problems, and have a better chance of building the right thing.

Thoughts and Lessons Over 5 Years

First, make sure it’s a big enough problem.
If you’re going to spend 5+ years of your life on something, make sure it’s something that matters. At BRCK we are creating the onramp to the internet for anyone to connect to the internet, and a distribution platform for organizations trying to reach them. If we succeed we only succeed at scale, which by its nature means that we’ve done something big and that it has made a large impact on people.

Second, figure out what to focus on.
When you start out it’s difficult to determine product market fit. We started with a wide funnel of possibilities for our technology, industries that we could target and consumer plays. Over time, we were able to narrow down what could work, and what we could actually do, to the point where we focused on this big “connecting people” problem. We did detour into education with our Kio Kit, which we still think is one of the best (if not the best) holistic solutions for emerging market schools – after all, it’s in places across Africa, as well as the Pacific Islands and as far as Mexico. However, it proved to be too costly for our bottom line to hold inventory, sales cycles are too long, and it was largely a product sale. When we realized that, we started to focus most of our efforts on the bigger underlying issue across all of the markets, which was affordable connectivity and our Moja platform.

Third, persistence trumps skill.
Building hardware is hard. It’s even harder doing it in Africa. The upside, however, is that you’re both closer to the problem and that, if you succeed in figuring it out, you have a good head start on everyone else. The process takes time, costs money, and there are people and organizations who don’t want you to succeed. It always takes longer than you want to get software working properly, or hardware built and reliable. We’ve often been faced by that same problem that plagues all venture backed companies in Africa, in that you have to do a lot of education to investors to even raise the capital, and then when you do, you get charged a premium for perceived risk. Partner organizations take resources and time to work with, and they don’t always come through on their promises. All of these things (and more) mean that the best ideas don’t always win in the market, because it’s those that push the hardest and longest that win.

Fourth, it’s the people you do it with.
If you’re going to be on a journey that takes a great deal of time, with intense pressure, and where success is not guaranteed, then you had better do it with people that you can trust, who you can work with, and it helps if you like them too. Throughout my work career I’ve been more fortunate than most (whether at Ushahidi, iHub, or BRCK), and this time is no exception. I get to work with a host of wonderful people; not just smart and talented, but also genuinely good human beings. It makes work a joyful challenge, not an exhausting chore.

So, to those back in the day who believed we could do this when it was just a sketch in my notebook, thank you Shuler, Kobia, Nat, and Juliana (and the rest of the team at Ushahidi). To our investors who have joined us in this dream of connecting and doing hard things, you’ve continued to step up and that has made this possible. Thank you.

To Jeff, Janet, Birir, Kurt, Barre, and Oira, thank you for sticking it out for all these years and stepping up to more leadership challenges as we’ve evolved. To Philip, Reg, and Kala, I want to thank you for making the impossible happen, time and again, each for more than 5+ years.

I was bumping along a waterlogged dirt road on the island of Pemba a couple weeks ago, trying to find my way to a lighthouse where the BRCK team was setting up a weather station. I stopped to check my map, and had a solid 3g signal I could use to check my map. Looking around I realized that all the houses in this section were wired up with electricity too. It turns out, though Pemba (a small island north of Zanzibar off of the Kenya/Tanzania coast) is a bit behind economically and it has that island slowness to it, that they meet the basic infrastructural requirements for a 21st century economy.

No matter where I’ve traveled, this holds true. Whether in the city edges in Nairobi or Lusaka, or the rural areas across Africa or Asia. If there is power, if there is connectivity, then people will find a way to further their lives in enterprising ways. And that word enterprising is important, because their ingenuity and drive are focused on finding a way to make money. For school fees, for food and living, for their future.

A Foundation of Power and Connectivity

Power and connectivity are the two foundational elements of a 21st century economy upon which all of the other pillars sit. Whether you’re talking about commerce or education, entertainment or logistics, you’re not going to play in the global economy unless you have access to reliable energy and internet.

It used to be that the way a country developed to a point where they could have nice roads and comfortable homes for the middle class came by building a low-cost manufacturing sector (witness the Asian tigers.)

Yet, today the world has turned.

Although manufacturing will always play a meaningful role in a country, you can now have far greater gains on the world’s economic stage for lower costs if you invest in digital communications and transactions.

McKinsey released a fascinating report on “digital globalization” where they show that increasing flows of data and information now generate more economic value than the global trade in goods.

Stop and think about that for a moment.

They’re saying that an industry that didn’t exist 15 years ago can now bring in more value to a country’s Gross Domestic Product than the centuries-old trade in goods.

And in Africa, here’s the reason this is a big problem. While the continent is moving forward, the internet is more available and devices for accessing it are getting less expensive, we’re still far behind. We’re simply not moving fast enough or staying close enough to the rest of the world. And that has profound consequences.

And there is only one investment needed: Digital infrastructure. This is the undersea cables, the terrestrial cables, the internet exchange points and locally stored content.

Regular commerce isn’t possible without physical infrastructure like roads, nor is ecommerce possible without digital infrastructure which gives us accessible internet.

In the energy space, smart friends of ours like Mkopa, SteamaCo and SolarNow (and many others) are working on ways to make power affordable. Truth be told, there has been a lot more money put to work in that space than on connecting people to the internet. What’s interesting is that there are now millions of Dollars spent each year on tech startups across Africa which rely on connectivity, but very few investment dollars being put to work on the connectivity frontier itself. There are some though, and that’s why companies like BRCK exist.

Whether in Pemba or Nairobi the face of Africa is changing, and power and connectivity are the reasons why. While I might ride on a bad dirt road to get somewhere, I know that if private and public organizations both focus on increased power and connectivity, we will get there.