Four years ago, Anthony, Kip, and I believed that moving goods across Africa could be cheaper, faster and far more efficient.
Too many businesses still plan deliveries through phone calls and WhatsApp, creating blind spots that slow growth.
In 2025, that view still proves true.
We doubled down on improving how goods move across our markets and on building the infrastructure required to scale responsibly.
What follows is an overview of what changed, what we learned, and what we are preparing for in 2026.
1. Operational Performance and Resilience
Across all markets, we powered more than 3.4 million deliveries on our platform.
Kenya contributed over 1.5 million of these, with the additional volume coming from Zimbabwe, Uganda, Zambia, Ghana, Nigeria, and Mauritius.
And we also saw some of our most significant gains in delivery performance:
- Average delivery time moved from 55 minutes to 28 minutes, roughly a 50% improvement in speed
- Median delivery time went from 44 minutes to 21 minutes, a 52% improvement in the typical customer experience.
And from our Head of Operations, Muddie Collins, this improvement came from two main areas:
- We onboarded more riders and brought in stronger delivery partners, which removed delays during peak hours
- We strengthened customer engagement, enabling the team to catch and address issues early. This work also guided meaningful improvements in our technology based on real customer needs.
2. Welcomed New Markets
In July, we entered Ghana, our sixth active market alongside Kenya, Uganda, Nigeria, Zimbabwe, and Zambia.
We launched in Accra with our first customers, KFC Ghana and Simbisa Brands, both significant players in the QSR sector with large delivery volumes and established national reach.
Ghana is still early for us, but the fundamentals are strong.
The market gives us another opportunity to support regional distributors who want a consistent logistics operation across multiple countries.
We also expanded into Mauritius through a partnership with Phoenix Beverages Limited (PBL), the country’s largest beverage manufacturer and distributor.
They brought us in to automate, streamline, and improve order visibility across their delivery network.
Mauritius, through PBL, has been a useful lesson in how differently each African market operates.
It is a small, dense country with a limited road network.
Traffic builds up quickly in the afternoon, which forces most deliveries to be completed earlier in the day.
Drivers are also unionised and work within fixed hours, so routes must be planned to fit within those constraints.
Operating in this environment has required us to rethink efficiency for smaller island markets where demand patterns, traffic cycles, and partner expectations differ from mainland markets.
If we get this model right, it creates a pathway to expand into other island economies in the region. Excited to expand more with the IBL group in 2026.
3. Seed Round and Strategic Alignment
In March, we closed a $5 million seed round from Google, Speedinvest, and Equator VC.
It was a key milestone for us, bringing onboard investors who added strategic value in addition to capital.
- Google recognised the long-term value of the address and road intelligence data generated from millions of live deliveries across our markets
- Speedinvest recognised that reliable delivery data potentially opens the door for fintech opportunities in the supply chain
- Equator VC aligned with the impact that better routing and utilisation have on fuel consumption and emissions.
Bringing them onboard has strengthened how we operate.
They’ve helped us tighten governance, sharpen our thinking, and draw on lessons from companies in their portfolios that have scaled across multiple markets.
4. Strategic Partnership with Safaricom
In October, Leta joined the Safaricom Spark Accelerator Cohort 2, powered by Safaricom PLC, M-PESA Africa, iHub Nairobi, and Sumitomo Corporation.
Safaricom PLC operates at a scale that cuts across payments, connectivity, and significant enterprise systems in East Africa.
For us, the program is primarily a distribution and enterprise access opportunity.
Working within this infrastructure could give us a more direct path to expand adoption of our SaaS solutions.
The partnership also aligns well with our existing Tier 1 customer base, which includes KFC, Diageo and Chandaria Industries.
These relationships continue to demonstrate that structured logistics can create measurable gains for large distributors.
5. 2026 In View
2025 was a year of meaningful growth, giving us deeper insight into how different markets behave and what it will take to scale efficiently.
The lessons we learned will shape our priorities in 2026.
We’re still early in the logistics tech space in Africa, but we’re building scalable infrastructure, and we intend to keep leading as we grow.
2026, let’s go!!