veri blog

Africa has never lacked ambition. What it has lacked — unfairly, but persistently — is trust. Too often, conversations about investing in Africa are framed around potential returns. Big numbers. Fast growth. Catch-up stories. But long-term capital doesn’t respond to promises. It responds to process . Performance attracts attention. Credibility attracts capital. Global investors don’t need Africa to outperform tomorrow. They need to believe the rules won’t change unexpectedly.

In Africa, context matters. No two markets are the same. No two institutions operate under identical constraints. And no serious financial business thrives by being forced into a rigid, one-size-fits-all framework. That’s why at Veri, we’ve never seen ourselves as just a technology vendor or a service provider. We see ourselves as a working business partner . When we engage with clients across the continent, the starting point is never the platform. It’s the business. We take

This Sunday, I travel back to Kenya with our CEO and co-founder, Craig Wetton , and it marks our first trip of the year. As always, there’s a genuine sense of excitement — not just about the journey itself, but about what lies ahead. We’re returning to continue conversations, to strengthen relationships, and to crystallise work that has been building over time with clients and soon-to-be clients we’ve met, spoken with, and worked alongside on real solutions. This trip isn’t a

When I think about the future of Africa, I don’t see fragments. I see connection . Not broken markets. Not isolated opportunities. Not distant capitals and siloed potential. I see one Pan-African investment ecosystem — transparent, accessible, efficient, and interoperable. This isn’t a dream. It’s a clear roadmap. At Veri, our vision is to create one truly African Continent platform that unifies capital markets across every jurisdiction, and here’s what that means in action

Africa is often spoken about as if it were a single place. A market. A narrative. An opportunity. In reality, Africa is 54 countries—each with its own economic structure, regulatory framework, political history, financial system, and pace of development. Treating it as a homogeneous whole isn’t just inaccurate; it’s operationally dangerous. I’ve learned that the real challenge isn’t ambition. It’s understanding. When you work across African markets, surface-level knowledge is

Some challenges attract you not because they are easy, but because they stretch something you know you haven’t fully developed yet. For me, connecting Africa as a cross-border trading continent is one of those challenges. Africa is not a single market. Not a single rhythm. Not a single way of doing business. It is a mosaic of histories, regulatory environments, economic realities, and deeply rooted cultural norms. From the outside, it’s often spoken about in broad strokes. Fr

There is a moment in most professional journeys where a shortcut presents itself. It rarely looks unethical. Often, it’s framed as being “pragmatic.” Faster. Easier. More efficient. A way to get the same outcome with less friction. And in the short term, it usually works. That’s what makes the decision difficult. I’ve learned that the hard path isn’t hard because it’s complex. It’s hard because it demands restraint. It asks you to tolerate slower progress, fewer immediate rew

Early in my career, I thought sales was mostly about persuasion. Convincing arguments. Clear value propositions. A strong closing instinct. If you understood your product well enough and articulated its benefits clearly, the logic went, adoption would follow. Experience has a way of humbling that assumption. Building a sales strategy around Financial Advisers—especially experienced ones—has taught me that persuasion is rarely the missing ingredient. Most advisers are not shor

There is a quiet discomfort that comes with changing fields—not because you’re starting from zero, but because you’re starting from experience that no longer fully applies. For years, I worked as a private banker. I faced end clients. I discussed investments, diversification, risk, long-term allocation. My role was clear: understand the client, advise them, take responsibility for the structure of their portfolio. Decisions were debated, justified, refined. The accountability

There is a particular kind of silence that comes with no longer managing people. For years, my days were structured around others. I managed close to 40 Financial Relationship Managers in a large organisation. My calendar was full of conversations, decisions, escalations, coaching moments, performance reviews. Leadership was externalised. You could see its impact—through people, teams, and outcomes that weren’t carried by you alone. Then I moved into a smaller organisation. S

Some ideas stay with you for a long time before they become actionable. For me, the idea of Africa as a truly connected, cross-border trading continent is one of them. Not as a slogan, not as a vision slide — but as something practical, functional, and overdue. Africa isn’t short of capital. It isn’t short of ambition. And it certainly isn’t short of talent. What it has historically lacked is connectivity . Too often, capital is trapped within borders. Opportunities are fragm

There are always easier options. In business, in life, in leadership — shortcuts present themselves regularly. They rarely look unethical at first. More often, they look efficient. Sensible. Even smart. I’ve learned that the hardest paths are usually hard for a reason. Taking the long route forces you to understand what you’re building, not just assemble it. It requires patience when progress is slow and discipline when temptation appears dressed as opportunity. There were mo

Sometimes the hardest word in business isn’t yes. It’s no . Early on, “no” can feel irresponsible. When you’re building something, revenue looks like validation. Opportunity feels like momentum. Turning either away can feel like you’re standing in the way of your own progress. But over time, I’ve learned that not all revenue moves you forward. There were moments when saying yes would have made life easier. More comfortable. Faster. It might have meant better optics — flying m

People often talk about support as encouragement. In my experience, the most valuable support doesn’t sound like motivation at all. It sounds like understanding. I’ve been fortunate in that my wife never needed an explanation for the realities of building something from nothing. She had been self-employed her entire life. She understood, instinctively, that running a business isn’t just a job — it’s a constant mental presence. The pressure doesn’t switch off in the evening. I

The older I get, the more I realise how much of success is about endurance. Not intelligence. Not confidence. Not even talent. Endurance. When you’re younger, success feels like something that should arrive quickly if you’re doing the right things. You work hard, you make good decisions, you push forward — and you expect progress to be visible, measurable, and fairly immediate. Real life doesn’t work like that. Some of the most meaningful periods of growth in my life were lon

There’s a moment in every serious journey where you stop hedging. Not publicly. Not dramatically. Quietly . For me, that moment came early one morning on a beach in Dubai, walking with my wife as we had done countless times before. The conversation wasn’t rehearsed. It wasn’t emotional. It was factual. I remember saying to her, “ We’re all in. ” If life were a game of poker, it meant every chip we had was being pushed into the centre of the table. No safety stack. No fallback