However, identifying an opportunity and converting it into a paying customer are two very different challenges.

For startups entering Southern Africa, understanding enterprise procurement processes, labour legislation, Broad-Based Black Economic Empowerment (B-BBEE) requirements and local business practices is essential.

One point I emphasised was the importance of having someone physically present in the market who understands both the local business environment and the expectations of international companies.

This is particularly important when navigating enterprise relationships, where trust, local knowledge and established networks often determine whether an introduction becomes a commercial opportunity.

Technology makes it easier to operate across borders, but it does not eliminate the importance of local relationships.

Partnerships Are Market Infrastructure

Another important takeaway was the role of local innovation ecosystems in helping startups enter unfamiliar markets.

AfriLabs' network of more than 500 innovation hubs provides access to local knowledge, entrepreneurs, industry connections and ecosystem support across the continent.

For startups, these networks can help bridge the gap between market research and market reality.

A local partner can provide insight into customer expectations, identify procurement barriers, facilitate introductions and help a business avoid costly assumptions.

But partnerships must go beyond introductions and networking events.

The real value of a partnership is its ability to help a business establish operations, reach customers and generate sustainable revenue.

This is particularly relevant to the work we do at GRIT Hub, where connecting entrepreneurs and technology businesses with established industries and regional opportunities is central to building a stronger innovation ecosystem.

What Startups Should Do Differently

Several practical lessons emerged from the discussion.

First, validate the market before committing to expansion. A large population or growing economy does not automatically translate into demand for a particular product or service.

Second, understand the cost of operating locally. Regulatory compliance, employment requirements, procurement processes and currency considerations can significantly affect commercial viability.

Third, build relationships before attempting to scale. Local partners, industry networks and trusted representatives can reduce barriers to entry and accelerate market understanding.

And finally, stop treating African expansion as a single strategy. Each market requires its own assessment, commercial approach and operating model.

Scaling Should Be a Deliberate Decision

One of the most valuable contributions came from Victor Famubode, Itana, who emphasised the importance of trust, policy predictability and strategic partnerships when navigating regulatory and financial challenges.

These considerations are often overlooked when entrepreneurs focus primarily on market size and growth projections.

For me, the broader takeaway is that Africa's opportunity is not in question. The challenge is how effectively startups prepare to participate in it.

We need to move beyond encouraging entrepreneurs to expand across the continent and provide them with the market intelligence, relationships and operational support required to do so successfully.

At GRIT Hub, we see an important role for regional innovation hubs in this process, particularly in connecting international startups with local industries, entrepreneurs and commercial opportunities that might otherwise remain difficult to access.

My thanks to AfriLabs and the Digital Cooperation Organization (DCO) for bringing together such a diverse range of perspectives and creating space for these important conversations.

Scaling across Africa should not be about entering as many markets as possible. It should be about entering the right markets, with the right partners, for the right reasons.