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African businesses are benefiting from key developments in trade finance

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African businesses are benefiting from key developments in trade finance

This article was sponsored by Standard Chartered Bank

How does SC see the progress of the AfCFTA now and in the future and which regions are set to benefit the most, and why?

The African Continental Free Trade Area (AfCFTA) has emerged as a critical imperative for delivering cross-continental cooperation, development, and progress since it first entered into force over four years ago. AfCFTA has now been ratified by the majority of African states and, once fully implemented, will enable, and drive intra-Africa trade and accelerate sustainable economic development.

AfCFTA is the world’s largest free-trade area, connecting 1.3 billion with a combined gross domestic product (GDP) of $3 trillion, and its impact could be historic. By 2035, total African exports are expected to reach close to USD1 trillion and a well-implemented AfCFTA can boost this figure even higher by 29 per cent.

Intra-Africa trade is set to grow 3.9 per cent per annum and reach USD 140 billion by 2035. We expect robust intra-regional trade for West Africa, with a projected growth of 13.3 per cent annually over the next decade, driven by a great potential for agricultural products such as shea butter and cocoa beans. East Africa will also be a key beneficiary from AfCFTA, trade and this region is set to grow at 15.1% annually, driven by large-scale cross-border infrastructure developments such as the Lapsset Corridor Project connecting Ethiopia, Kenya, and South Sudan. 

For intercontinental trade, Africa’s corridors to South Asia will be among the fastest growing into 2035, with India as one of the most rapidly growing major economies. The East Africa-South Asia corridor in particular is expected to emerge as the fastest growing major corridor at 7.1 per cent per annum through to 2035. 

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How can countries in Africa become more competitive, particularly in an environment of lack of export readiness and manufacturing competence? What should governments be focusing on to drive this? 

Africa has a unique set of challenges that require policy makers to craft trade policies that align with the region’s developmental needs. There are currently a multitude of trade agreements that have created a ‘spaghetti bowl effect’ resulting in overlapping and contradicting objectives. A key objective set out by AfCFTA is to resolve the conflicting and confusing overlapping trade agreements. This could be achieved by implementing common rules of origin, granting all 54 AfCFTA members preferential trade access to each other’s markets, in addition to improving access to information on trade regulations and enhancing the capabilities of the border authorities who enforce trade regulations. 

Governments will play a central role in helping to realise the full potential of AfCFTA. Trade and industrial policies need to be developed to nurture infant industries, such as providing incentives contingent upon a firm’s export performance. Governments should leverage their markets and partner with private enterprises to grow regional value chains. Trade facilitation measures, such as cutting red tape, and greater infrastructure connectivity will be key to increasing cross-border trade. 

How can Africa benefit from greater integration with global value chains and what is needed for it to do so? 

As a continent, Africa has one of the richest natural endowments in the world. However, creating greater value-add from these endowments remains a key challenge. Africa’s economies export commodities across the world for further processing and in return, import finished goods for consumption at many times the price. 

One of AfCFTA’s main objectives is to build-up value chains across the continent which will enable Africa’s markets to internalise value-creating activities, create wealth and quality employment opportunities, as well as reduce the dependency on imports for essentials such as pharmaceutical and agricultural products. Foreign direct investment inflows are vital to achieving this objective as multinationals not only bring in capital and employment opportunities, but also play a key role in introducing technological sophistication into local industries and facilitate knowledge spill-over and tacit learnings.

What are the key developments in trade finance and how will Africa benefit?

A key development in trade finance is growing digitalisation which will strongly benefit SMEs – the backbone of Africa’s economy. According to the African Development Bank, one in six SME exporters fail to meet export sales due to a lack of funding, resulting in a USD 50,000 loss of trade per SME per year. Digital supply chain finance solutions could help democratise access to trade finance by reducing the time and monetary costs associated with obtaining supply chain financing, unlocking greater economic participation of Africa’s businesses, particularly SMEs. Our research shows that greater adoption of digital supply chain finance solutions could have the potential to increase the combined exports of Egypt, Ghana, Kenya, Nigeria and South Africa by USD34 billion by 2035, or 9.1 per cent over the 2035 baseline.

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There is also an increasing emphasis on sustainable finance to address global climate change challenges and achieve UN Sustainable Development Goals. Standard Chartered, for example, has launched a sustainable trade loan for financial institutions, enabling them and their clients to play a greater role in driving sustainable outcomes by directing capital to where it is needed most, including Africa. Sustainable trade finance can help African nations achieve their climate goals and strengthen the sustainable economic development of the continent.  

What is the role of technology in driving Africa’s trade future?

Technology will play a pivotal role in helping Africa to leapfrog and propel the continent’s economic growth. Africa’s markets can cut trade costs by digitalising customs and border procedures, reducing the time taken by manual processes, making trade more efficient. For Africa’s businesses, digitised information can increase transparency and lead to a smoother flow of information, boosting cross-border vendor-buyer connectivity. 

Digital technologies can also help alleviate infrastructural barriers and provide vendors access to a larger customer base through e-commerce platforms. According to the International Trade Administration, Africa’s e-commerce market is expected to post double-digit growth, and surpass half a billion users by 2025. This growth is supported by the expansion of mobile internet, the increasing adoption of smartphones and a fast-growing, tech-savvy Africa’s middle class. According to our survey, 73 per cent of Africa’s business leaders predict that at least 20 per cent of their sales will be generated through e–commerce channels in 2-3 years.

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Finance

Why Chime Financial Stock Surged Nearly 14% Higher Today | The Motley Fool

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Why Chime Financial Stock Surged Nearly 14% Higher Today | The Motley Fool

The up-and-coming fintech scored a pair of fourth-quarter beats.

Diversified fintech Chime Financial (CHYM +12.88%) was playing a satisfying tune to investors on Thursday. The company’s stock flew almost 14% higher that trading session, thanks mostly to a fourth quarter that featured notably higher-than-expected revenue guidance.

Sweet music

Chime published its fourth-quarter and full-year 2025 results just after market close on Wednesday. For the former period, the company’s revenue was $596 million, bettering the same quarter of 2024 by 25%. The company’s strongest revenue stream, payments, rose 17% to $396 million. Its take from platform-related activity rose more precipitously, advancing 47% to $200 million.

Image source: Getty Images.

Meanwhile, Chime’s net loss under generally accepted accounting principles (GAAP) more than doubled. It was $45 million, or $0.12 per share, compared with a fourth-quarter 2024 deficit of $19.6 million.

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On average, analysts tracking the stock were modeling revenue below $578 million and a deeper bottom-line loss of $0.20 per share.

In its earnings release, Chime pointed to the take-up of its Chime Card as a particular catalyst for growth. Regarding the product, the company said, “Among new member cohorts, over half are adopting Chime Card, and those members are putting over 70% of their Chime spend on the product, which earns materially higher take rates compared to debit.”

Chime Financial Stock Quote

Today’s Change

(12.88%) $2.72

Current Price

$23.83

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Double-digit growth expected

Chime management proffered revenue and non-GAAP (adjusted) earnings before interest, taxes, depreciation, and amortization (EBITDA) guidance for full-year 2026. The company expects to post a top line of $627 million to $637 million, which would represent at least 21% growth over the 2024 result. Adjusted EBITDA should be $380 million to $400 million. No net income forecasts were provided in the earnings release.

It isn’t easy to find a niche in the financial industry, which is crowded with companies offering every imaginable type of service to clients. Yet Chime seems to be achieving that, as the Chime Card is clearly a hit among the company’s target demographic of clientele underserved by mainstream banks. This growth stock is definitely worth considering as a buy.

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How young athletes are learning to manage money from name, image, likeness deals

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How young athletes are learning to manage money from name, image, likeness deals

ROCHESTER, N.Y. — Student athletes are now earning real money thanks to name, image, likeness deals — but with that opportunity comes the need for financial preparation.

Noah Collins Howard and Dayshawn Preston are two high school juniors with Division I offers on the table. Both are chasing their dreams on the field, and both are navigating something brand new off of it — their finances.

“When it comes to NIL, some people just want the money, and they just spend it immediately. Well, you’ve got to know how to take care of your money. And again, you need to know how to grow it because you don’t want to just spend it,” said Collins Howard.


What You Need To Know

  • High school athletes with Division I prospects are learning to manage NIL money before they even reach college
  • Glory2Glory Sports Agency and Advantage Federal Credit Union have partnered to give young athletes access to financial literacy tools and credit-building resources
  • Financial experts warn that starting money habits early is key to long-term stability for student athletes entering the NIL era


Preston said the experience has already been eye-opening.

“It’s very important. Especially my first time having my own card and bank account — so that’s super exciting,” Preston said.

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For many young athletes, the money comes before the knowledge. That’s where Glory2Glory Sports Agency in Rochester comes in — helping athletes prepare for life outside of sports.

“College sports is now pro sports. These kids are going from one extreme to the other financially, and it’s important for them to have the tools necessary to navigate that massive shift,” said Antoine Hyman, CEO of Glory2Glory Sports Agency.

Through their Students for Change program, athletes get access to student checking accounts, financial literacy courses and credit-building tools — all through a partnership with Advantage Federal Credit Union.

“It’s never too early to start. We have youth accounts, student checking accounts — they were all designed specifically for students and the youth,” said Diane Miller, VP of marketing and PR at Advantage Federal Credit Union.

The goal goes beyond what’s in their pocket today. It’s about building habits that will protect them for life.

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“If you don’t start young, you’re always catching up. The younger you start them, the better off they’re going to be on that financial path,” added Nihada Donohew, executive vice president of Advantage Federal Credit Union.

For these athletes, having the right support system makes all the difference.

“It’s really great to have a support system around you. Help you get local deals with the local shops,” Preston added.

Collins-Howard said the program has given him a broader perspective beyond just the game.

“It gives me a better understanding of how to take care of myself and prepare myself for the future of giving back to the community,” Collins-Howard said.

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“These high school kids need someone to legitimately advocate their skills, their character and help them pick the right space. Everything has changed now,” Hyman added.

NIL opened the door. Programs like this one make sure these athletes walk through it — with a plan.

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Finance

How states can help finance business transitions to employee ownership

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How states can help finance business transitions to employee ownership

With the introduction of the Employee Ownership Development Act , Illinois is poised to create the largest dedicated public investment vehicle for employee ownership in the country.

State Rep. Will Guzzardi’s bill, HB4955, would authorize the Illinois Treasury to deploy a portion of the state’s non-pension investment portfolio into employee ownership-focused investment funds. 

That would represent a substantial investment of institutional capital in building wealth for Illinois workers and seed a capital market for employee ownership in the process. And because the fund is carved out of the state investment pool, it doesn’t require a single dollar of appropriations from the legislature.

Silver tsunami 

The timing of the Employee Ownership Development Fund could not be more urgent. More than half of Illinois business owners are over 55 years old and are set to retire in the coming decade. When these owners sell their firms, financial buyers and competitors are often the default exit – if owners don’t simply close the business for lack of a buyer. 

Each of these traditional paths risks consolidation, job loss and offshoring of investment and production. These are major disruptions to the communities that have long sustained these businesses. Without a concerted strategy, business succession is an economic development risk hiding in plain sight, and one that threatens local employment, supply chain resilience, and the tax base of communities across the country.

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Employee ownership offers another path. Decades of empirical research show that employee-owned firms grow faster, weather economic downturns better (with fewer layoffs and lower rates of closure), and provide better pay and retirement benefits. 

The average employee owner with an employee stock ownership plan, or ESOP, has nearly 2.5 times the retirement wealth of non-ESOP participants. That comes at no cost to the employee and is generally in addition to a diversified 401(k) retirement account.

Because businesses are selling to local employees, employee ownership transitions keep businesses rooted in their communities. This approach can support a place-based retention strategy for state economic policymakers.  

Capital gap

Despite the remarkable benefits of employee ownership and bipartisan support from policymakers, a lack of private capital has impeded the growth of employee ownership: In the past decade, new ESOP formation has averaged just 269 firms per year. 

Most ESOP transactions ask the seller to be the bank, relying heavily on sellers to finance a significant portion of the sale themselves, often waiting five to 10 years to fully realize their proceeds. Compared to financial and strategic buyers who offer sellers their liquidity upfront, employee ownership sales are structurally uncompetitive in the M&A market.

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A small but growing ecosystem of specialized fund managers has begun to fill this gap. They deploy subordinated debt and equity-like capital to provide sellers the liquidity they need, while supporting newly employee-owned businesses with expertise and growth capital (see for example, “Apis & Heritage helps thousands of B and B Maintenance workers become owners”)

This approach is a recipe for scale, but the market remains nascent and undercapitalized relative to the generational pipeline of businesses approaching succession. To mature, the market needs anchor institutional investors willing to commit capital at scale.

State treasurers and other public investment officers could be those institutional investors. Collectively managing trillions of dollars in state assets, they have the portfolio scale, time horizons and fiduciary obligation to earn market returns while advancing state economic development. 

Illinois’ blueprint

Just as federal credit programs helped catalyze the home mortgage and venture capital industries in the 20th century, state treasurers and comptrollers now have the opportunity to help build the employee ownership capital market in the 21st

Illinois shows us how. The state’s Employee Ownership Development Act is modeled on proven investment strategies previously authorized by the legislature and pioneered by State Treasurer Michael Frerichs. The Illinois Growth and Innovation Fund and the FIRST Fund each ring-fence 5% of the state investment portfolio for investments in private markets and infrastructure, respectively, deployed through professional fund managers. Both have generated competitive returns while catalyzing billions of dollars in private co-investment in Illinois. 

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The Employee Ownership Development Fund would apply that same architecture to employee ownership. The Treasurer would invest indirectly by capitalizing private investment funds deploying a range of credit and equity. The funds, in turn, would invest a multiple of the state’s commitment in employee ownership transactions.

The employee ownership field has matured to a point that is ready for institutional capital. The evidence base is robust. The fund management ecosystem is growing. And the business succession pipeline is larger than it will be for generations. 

Yet the field still lacks the publicly enabled financing interventions that have historically built new markets in this country. State treasurers, city comptrollers and other public investment officers have the tools and resources at their disposal to provide that catalytic, market-rate investment to enable the employee ownership market to scale.


Julien Rosenbloom is a senior associate at the Lafayette Square Institute.

Guest posts on ImpactAlpha represent the opinions of their authors and do not necessarily reflect the views of ImpactAlpha.

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