HOW AQUANTUO IS TRANSFORMING CROSS-BORDER TRADE FOR AFRICAN COMPANIES

In this edition, we sat down with Clement Owusu-Donkor, our 2024 Top 10 Hero and founder of Aquantuo, a cross-border e-commerce and logistics platform tackling one of Africa’s biggest challenges: moving goods across borders efficiently. Operating in over 10 countries, Aquantuo connects sourcing, fulfilment, shipping, and last-mile delivery into one seamless experience for individuals, SMEs, and retailers. In this interview, Clement shares what problem first caught his attention, what it really takes to build trust in cross-border trade, and how Aquantuo is quietly reshaping how African businesses reach global markets.

1. You come from a strong background in IT and telecommunications and now lead Aquantuo. What inspired you to build a platform in cross-border e-commerce and logistics for Africa, and how did your earlier career shape that direction?

My journey into cross-border e-commerce and logistics wasn’t accidental, it was shaped by both personal experience and professional exposure. I spent many years in IT, payment processing and telecommunications, sectors that taught me the power of connectivity, infrastructure, and scalability. But as someone who has lived and worked both inside and outside Africa, I saw first-hand how frustrating, fragmented and costly cross-border trade can be for Africans, especially businesses and individuals trying to access global markets.

What inspired me to build Aquantuo was this gap, a clear lack of a seamless, reliable, tech-enabled platform that could bridge Africa and the world. Technology gave me the tools to think in terms of platforms and systems, not just transactions. I understood early on that logistics is not just about moving packages; it’s about creating access, trust, and infrastructure that enable people and businesses to thrive.

My background in IT helped shape Aquantuo’s DNA. We didn’t start as a traditional logistics company; we started as a technology platform solving real pain points, visibility, reliability, speed, affordability and transparency. That mindset is why we’ve been able to build solutions tailored to Africans at home and abroad, scaling operations across multiple countries while staying nimble.

In short, my earlier career gave me the foundation to build not just a company, but a scalable system that leverages technology to make cross-border commerce fast, simple, and borderless.

2. For those unfamiliar with Aquantuo: could you describe what your company offers, who your target customers are, and the core problem you’re solving in Africa’s logistics and e-commerce space?

Short answer: Aquantuo is the platform that brings global trade to Africa and African trade to the world for individuals, SMEs and larger businesses; by combining technology, logistics and fulfilment in one seamless flow.

Here is how I like to lay it out:

• What we offer: We provide a full spectrum of logistics services – “Ship for Me”(you shop globally, and we receive & ship to you in Africa), “Buy-For-Me” or “Shop-For-Me” procurement assistance, door-to-door international shipping (air & sea), customs brokerage, warehousing/3PL/fulfilment and local last-mile delivery across multiple African markets.
• Who our target customers are:o Individuals in Africa (or in the diaspora) who want to buy from global stores that don’t ship to African countries. SMEs and retailers in Africa sourcing globally and importing to Africa, needing logistics, fulfilment and last mile delivery support for International and African brands and e-commerce players looking to enter or scale within African markets and in need of local infrastructure within their supply chain process and cross-border logistics.
• The core problem we’re solving: Global-to-Africa e-commerce has been highly fragmented: many global stores won’t ship to Africa, customs and freight are unpredictable, local last-mile is weak. African businesses are constrained by high logistics cost, poor visibility, slow transit times and complexity of cross-border trade on the local side, many logistics providers don’t have global sourcing + platform + fulfilment + last mile in a unified stack. We built Aquantuo to provide that full-stack, integrated, tech-enabled solution.

To put it succinctly, our mission is to transform lives globally through efficient trade and logistics. We are doing this by offering technology-enabled end-to-end logistics, fulfilment and cross-border commerce. Because we combine global sourcing (USA, China, South Korea, UK, UAE, Canada), an African network of offices/last-mile, and a tech powered platform for manageability, we remove many of the friction points that used to stop African consumers and businesses from participating fully in global e-commerce.

3. The logistics sector is dominated by global giants such as DHL and FedEx. What makes customers choose Aquantuo over these larger competitors, and how do you differentiate your service in terms of cost, speed, or customer experience?

We live and breathe the Africa-bound trade flow in a way many global giants simply don’t. Because we are built from the ground up to serve global → Africa flows and intra-Africa trade, we have developed specific solutions (e.g., tax-free US warehouse address, “Buy-For-Me”, African last-mile) that large players may not offer or optimize for.

Cost-effectiveness: For example, our US warehouse address allows consumers and businesses sourcing from the USA to shop from different stores and avoid sales tax when shipping to Africa via our platform.

Because of our specialty we optimize and offer all-inclusive freight rates and reduce per-unit logistics cost for SMEs and retailers.

Speed and visibility: We integrate end-to-end: processing at origin → air/sea freight → customs clearance in destination → local delivery. That visibility (tracking, end-to-end) builds trust. Because we have a local African presence (offices in Kenya, Ghana, Nigeria, Uganda, Zambia, Tanzania and Rwanda) and in-house brokerage capability, we can mitigate delays and provide more reliable timelines compared to generalists who treat Africa as another trade route.

Customer experience & tailoring: We provide “Buy-For-Me” procurement assistance

(helping clients who cannot easily transact in overseas stores).

We serve both individuals (personal parcels, diaspora flows) and businesses (retailers, wholesalers) with flexible product offerings. That dual focus enables better customer segmentation and service design.

We also emphasize transparency, tracking, simplified customs clearance, and local delivery. That builds local trust.

Local expertise vs global “one-size”: Many global giants apply the same playbook globally; we’ve tailored our model to African realities (customs variability, last-mile challenges, currency/payment issues, sourcing flows)

Hence, when a member chooses Aquantuo over a large incumbent, the decision often comes down to: “I want a partner who truly understands Africa-specific trade flows, gives me competitive, transparent, end-to-end service from sourcing to delivery, and adapts to my business size and destination market” rather than a generic global freight-forwarder.

4. Expanding across African markets presents operational hurdles such as customs delays, transport costs and market entry risks. What significant obstacles have Aquantuo faced in scaling operations, and how have you addressed them?

Scaling across African markets has been both a tremendous opportunity and a real operational test. Two major obstacles have consistently stood out for us: customs and regulatory unpredictability, and market entry risk. Alongside these, we’ve also had to navigate some strategic execution challenges, like finding the right first hires, managing foreign exchange exposure, and identifying the right go-to-market strategy in each country.

• Customs and regulatory unpredictability: Every country operates under different clearance rules, timelines, and documentation requirements. Sometimes shifting without much warning. That unpredictability directly impacts speed, cost, and member trust. To address it, we’ve built strong local partnerships, developed in-house brokerage capabilities. This gives us a bit more control, faster response time, and better visibility end-to-end. It’s not just about compliance, but also stability and reliability in unpredictable environments.
• Market entry risk: Africa isn’t a single market; it’s a mosaic of very different operating environments. What works in Kenya doesn’t automatically work in Ghana or Nigeria. Early on, we learned that success depends on how we enter, not just where. We’ve adopted a phased approach, starting lean, testing, listening to the market, and scaling once we’ve established product-market fit.

A key part of this is finding the right first hires. The initial team often sets the tone for how well we execute locally. We’ve become more intentional about recruiting people who understand both the local market and how to operate within a structured, fast-scaling organization.
We’ve also had to navigate FX volatility, which can quickly erode margins if not planned carefully. Our approach includes using shared-cost models and matching revenue and expenses as much as possible within each market.

Finally, finding the right marketing strategy in each country is critical. There’s no universal formula; some markets respond to digital channels, while others rely more on trust-building and community-driven engagement. Even with digital channels, what works in Tanzania may not work in Zambia. Adapting our approach has been essential to driving adoption and growth.

In short, scaling Aquantuo has required more than just operational muscle, it’s required strategic agility, local insight, and the ability to build trust market by market

5. Technology is clearly part of Aquantuo’s DNA. Could you tell us how you use tools like AI or data analytics to optimize your logistics and e-commerce operations, and where you see innovation headed in your business?

Technology has been part of Aquantuo’s DNA since day one. We use data and are using AI to make our logistics smarter and more efficient.

Data analytics helps us process packages more efficiently and make faster operational decisions. We are also currently looking more into using AI to support our member interactions, better visibility for them, and the entire supply chain cycle. I believe in first identifying the problem and using AI to address the challenge as opposed to trying to slap AI on everything.

Looking ahead, innovation for us is about deeper automation and intelligence, making cross-border experiences faster, more transparent, and more reliable.

6. With operations in over 10 countries, what strategies has Aquantuo used to scale effectively across diverse markets, and what factors have been most critical to your success?

Phased market expansion & local footholds: We didn’t attempt to launch full-scale everywhere at once. Instead, we picked key markets (Kenya, Ghana, Nigeria, Uganda, Tanzania, Rwanda, Zambia) where demand and logistics potential aligned and scaled gradually in them.

• Technology + platform mindset: We treat each country operation as part of the platform, not a collection of independent units. That means shared systems, tracking, dashboards, standardized processes, but still adapting to local needs. This allows scale without exploding complexity.
• Standardized core, localized execution: Our core service promise (global sourcing → freight → customs → last mile delivery) remains consistent; what differs is the local execution, pricing, marketing, and payment flows. Having that common DNA lets us scale more efficiently.
• Focus on customer segments and supply-chain value: While many logistics companies only move goods, we looked at underserved segments as well (e.g., individuals shopping globally, SMEs sourcing products) and built services and processes to address those needs.
• Adaptable go-to-market & trust building: In each country we invest in building trust (local offices, local delivery, clear communication) and tailored marketing to how people buy/shipping is perceived in that market. For example, addressing customs delay fears, providing tracking, and simplifying communication.
• Continuous learning & agility: We treat each new market as a learning opportunity: what works in Kenya may not in Nigeria. We refine our model, then replicate what is working. This agile approach avoids over-investment before service-market fit in a given country.

Our most critical success factor has been the team mindset - local leadership and team players who understand the market + global platform that enables easy collaboration towards achieving our North Star Metric.

7. Logistics businesses are often impacted by global events such as COVID-19, rising fuel prices, or supply chain disruptions. Can you share an example of a major challenge Aquantuo has faced, and how your team adapted to overcome it?

One example has been the global disruption of air-freight and sea-freight routes coupled with volatile fuel and shipping rates, and unpredictable customs and compliance regulations in certain African states. Many shipments that once took 7-10 days and were affordable suddenly took several weeks and rates went up sharply, and customers were increasingly anxious.

How we adapted:

• We diversified our freight mix: negotiating with multiple carriers to cushion rate spikes.
• On the customs/clearance front we refined our documentation workflows to prevent hold-ups. Since one delay can ripple through the chain, proactive visibility and clearance control paid off.
• Transparent communication with customers: when delays or cost changes became unavoidable, transparency was key. We communicated clearly explaining “why”costs were going to change in some markets, how we were managing business continuity, and giving options (e.g., sea vs air, slower but cheaper vs premium faster). That transparent engagement-built trust even under pressure.The outcome: we maintained higher reliability and cost-control, enabling our customers to keep trading even in turbulent times, which ultimately reinforced Aquantuo’s value as a trusted logistics partner.

8. Building an expansive logistics platform across many countries means building teams, culture and capacity. What leadership principles guide you at Aquantuo, and how do you maintain culture and team effectiveness across geographies?

Leading across markets requires clarity, culture, and trust (dotted out in portions). For me, it starts with great leaders in critical positions, people who buy into the vision, mission, strategy, and culture. I’ve been blessed with a lot of those. Whenever we’ve had communication or collaboration gaps, that’s often where the root cause has been. Issues that we still occasionally have to work through.

To keep everyone aligned, I hold frequent leadership meetings with my direct reports to review strategy and improve the member experience. Departments have daily or weekly stand-ups, and we host monthly company-wide and quarterly town halls to bring all locations together.

We’ve structured at least six core departments across our markets to work cross-functionally, with a mix of nationalities and gender balance to strengthen collaboration.

By fostering strong leadership, structured communication, and a culture of openness, we maintain alignment and effectiveness across geographies, which is critical for a platform like ours that depends on trust, execution, and shared purpose.

9. Looking ahead, how do you envision Aquantuo evolving over the next five years? Are there services beyond logistics and shipping, such as payments, fulfilment-as-a-service or supply-chain finance, that you plan to add for Africans and African-businesses?

Over the next five years, I see Aquantuo evolving far beyond a logistics and shipping company. Our goal has always been to build a trusted cross-border commerce platform that enables Africans and African businesses to participate fully and competitively in global trade.

Logistics is our foundation, but it’s just the entry point. The future is about building the infrastructure that powers trade, expanding services that make cross-border commerce faster, more transparent, and more accessible.

We currently offer 3PL/third party logistics services across multiple locations and are already laying the groundwork for fulfillment-as-a-service, providing warehousing, inventory management, and last-mile integration to help businesses scale without heavy upfront investment. We also see opportunities to enable smoother transactions and remove some of the financing bottlenecks African SMEs face in trade. This is a bit down the road.

We’re equally focused on intra-Africa trade corridors, not just the world into Africa, leveraging frameworks like AfCFTA and PAPSS to strengthen trade within the continent.

In short, logistics will remain at our core, but Aquantuo’s future is about powering the full trade journey.

10. Reflecting on your entrepreneurial journey so far, what key lessons have you learned that you wish you’d known at the start? And what advice would you share with African founders who want to build across borders?

Looking back, the lessons have been real and humbling. First, people matter more than anything. The right team determines how far and how fast you can grow. I’ve learned that leadership alignment and trust at every level are critical, especially when you’re building across borders.

Second, things will take longer and cost more than you expect. Early on, we scaled a bit too quickly without always having the right structures in place. That taught me the value of strong internal controls and the importance of pacing growth strategically.

Third, it’s impossible to be everywhere at the same time. I’ve had to learn to trust but verify, to build systems that give visibility and accountability even when I’m not physically present. But equally important is to build trust and openness beyond your direct reports. That creates a backchannel to really understand what’s happening on the ground.

Fourth, nothing replaces being on the ground. Visiting markets more often than planned gives a clearer picture than any report ever could. It shapes better decisions and strengthens culture.

And finally, I’ve learned the importance of balancing family and work. Building across borders can consume everything if you let it. Finding that balance isn’t just healthy, it’s necessary for longevity.

And through it all, I’ve learned you need an anchor, something that grounds you when the turbulence comes, as they will. For me, that anchor has been my faith. In the most difficult seasons, it has given me clarity, strength, and perspective beyond what strategy alone can provide.

My advice to African founders is simple: grow intentionally, build systems early, stay close to your people, and never underestimate the power of trust, presence, and a strong anchor.

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