Nigerian profitable food delivery Chowdeck lands $9M from Novastar, Y Combinator

Chowdeck, a Lagos-based food delivery startup that has stayed profitable in a notoriously tough and low-margin market, has raised $9 million in Series A funding to launch a quick commerce strategy and expand into more cities in Nigeria and Ghana.

The equity round was led by Novastar Ventures, with participation from Y Combinator, AAIC Investment, Rebel Fund, GFR Fund, Kaleo, HoaQ, and others. The investors are betting on the team’s ability to pair local market expertise with execution and turn a notoriously difficult sector into a profitable super app for food, groceries and essentials.

“We’re thrilled about this round as it brings us closer to our vision of becoming Africa’s number one super app,” CEO and co-founder Femi Aluko said. “This funding will supercharge our growth plans, enabling us to expand into more cities, reduce delivery times, scale our grocery footprint, and attract the best talent to drive innovation and customer satisfaction.”

Founded in October 2021 by Aluko, Olumide Ojo, and Lanre Yusuf, Chowdeck now operates in 11 cities across Nigeria and Ghana, serving 1.5 million customers with a network of more than 20,000 riders. Its logistics system averages 30 minutes per order, and in dense areas, more than half of deliveries arrive by bicycle.

While prominent players have exited or scaled back their African operations, Chowdeck has leaned into the complexity of local markets—delivering local meals, an operationally harder challenge—to build trust with customers.

In 2024, the value of meals delivered through Chowdeck grew more than sixfold from the previous year. This year, the company says it passed its 2024 total before July.

The new funding will help Chowdeck roll out quick commerce, ultra-fast delivery backed by a network of dark stores and hyperlocal logistics hubs. The company plans to open 40 dark stores by the end of this year and 500 by the end of 2026, with two to three new stores launching each week. Chowdeck raised a $2.5 million seed round last year.

Food delivery is a crowded business globally, but when done well, it has led to some other big companies like DoorDash.

Quick commerce, on the other hand, has been a capital-intensive gamble in most markets. In Europe, Gorillas and Getir burned through hundreds of millions of dollars before retreating or consolidating. In India, platforms like Blinkit, Zepto and Swiggy have had varying levels of success with the model when it comes to profitability.

Chowdeck has been profitable since before this raise and Aluko says the company doesn’t enter cities or verticals without planning to break even within a couple of weeks.

For instance, the food delivery platform entered neighbouring Ghana this May. Within three months, it was handling 1,000 daily orders without paid advertising, which, according to Aluko, came from pent-up demand for a service that delivers local favorites alongside international cuisines. The company aims to quintuple that volume to 5,000 daily orders by the end of September 2025.

Aluko says Chowdeck plans to apply the same playbook to dark stores, which will complement its restaurant and grocery delivery operations.

Another vertical complementing these operations will be software. This June, the YC-backed startup acquired Mira, a point-of-sale provider for African food and hospitality businesses. Mira’s tools manage inventory and orders in real time; now, it will help Chowdeck optimize its operations, positioning the company as a vertical SaaS-plus-logistics provider for restaurants.

Chowdeck’s raise is a win for local players in the sector, after Jumia’s exit left market share to foreign brands such as Glovo, Bolt Food, and Yango. Yet, some of these companies have also withdrawn from certain markets, including Nigeria and Ghana, which Chowdeck is now targeting aggressively.

Super apps such as Gozem, YC-backed Yassir, and MNT-Halan are other local companies offering food delivery services in other African markets.

“The market is still very early,” Aluko said. “Customer behavior is shifting online for the first time. A whole generation is growing up ordering food without ever having walked into some of the restaurants or markets on our platform.”

For lead investor Novastar Ventures, the bet is on execution and local insight. “Chowdeck is building the future of logistics for African cities,” said partner Brian Waswani Odhiambo. “With deep local insight, a sustainability-first approach, and impressive execution, it is redefining last-mile delivery on the continent.”

TechCrunch

Video - Nigerian official lauds growing partnership with China

Joseph Tegbe, Director General of the Nigeria-China Strategic Partnership, says Nigeria is already seeing the benefits of its deepening relationship with China, especially in agriculture and steel. He revealed that Chinese enterprises have committed to invest over $20 billion in key sectors.

CGTN Africa

Nigeria’s palm oil revival: Quiet success, deeper reform needed

In a country where policy reversals and implementation lapses often stifle industrial growth, Nigeria’s palm oil sector stands out as a case of quiet, compounding progress. Thanks to a mix of incentives under the Agricultural Transformation Agenda (ATA) initiated in 2011 and continued under successive administrations, the palm oil industry has seen a renaissance led by the private sector and midwifed by a relatively coherent industrial policy.

Yet, even as Nigeria’s palm oil imports from Malaysia and Indonesia dropped by over 25 percent in value in 2024, according to trade data, the road to self-sufficiency and global competitiveness remains long and fraught with structural, environmental, and institutional challenges.

The seeds of Nigeria’s palm oil revival were sown during Goodluck Jonathan’s presidency, under the stewardship of Akinwumi Adesina, then Minister of Agriculture and now President of the African Development Bank. The strategy was classic developmental economics: offer tax holidays, access to subsidised capital, protective tariffs, and land acquisition support to attract firms into backward integration, particularly into refining and plantation development.

This was not just industrial policy on paper. It attracted real capital. Firms like PZ Wilmar, Okomu, Presco, Dufil Prima Foods, and Agri Palm Limited collectively invested billions of naira into large-scale plantations across Cross River and Edo States. Some of these projects now span tens of thousands of hectares, producing palm oil for food, cosmetics, and increasingly, biofuels and aviation fuel.

According to the Food and Agriculture Organisation (FAO), Nigeria’s oil palm fruit production rose from 10 million metric tonnes in 2019 to 11.6 million in 2023, a 16 percent jump. Meanwhile, palm oil imports continue to decline, offering modest relief to the country’s volatile foreign exchange reserves.

For once, Nigeria appears to have gotten the basics of industrial policy right: pick a sector where the country has a latent comparative advantage, create the right incentives for capital inflows, and stick with the policy long enough for results to materialise. That alone is worth commending.

But celebration must not blind us to the deeper questions, many of which remain unresolved.

First, there are ecological and social concerns about the aggressive expansion of monoculture plantations. While state governments have helped investors secure land, there is little public scrutiny around issues of land tenure, displacement of rural communities, or biodiversity loss. As global investors tighten their ESG (environmental, social, and governance) criteria, Nigeria cannot afford to ignore these risks. The palm oil boom must not become another tale of growth at the expense of livelihoods or the environment.

Second, while demand from fast-moving consumer goods (FMCG) firms has driven domestic production, it is unclear how resilient this model is without continuous government support. Many of these investors enjoy import quotas, cheap financing via NIRSAL and the Commercial Agriculture Credit Scheme, and duty waivers on equipment. Should the fiscal space tighten further or these incentives be removed, will the sector remain viable or will investors pivot elsewhere?

Third, there is little evidence of value chain deepening beyond plantation and refining. Nigeria still lags in downstream applications, R&D, and global branding. The absence of significant investment in processing, packaging, or international marketing means the country is yet to tap the full economic value of its palm oil revival. Compare this to Malaysia or Indonesia, where palm oil is part of an integrated export-industrial complex with strong linkages to chemical, energy, and food sectors.

Finally, the regulatory environment remains underdeveloped. The absence of a robust monitoring framework for land use, sustainability compliance, and local content obligations could erode both investor confidence and social licence over time.

Despite these gaps, Nigeria’s palm oil story offers valuable lessons. It demonstrates that when incentives align with sector potential, the private sector can respond with capital and expertise. It also shows that some level of protectionism, when targeted, temporary, and transparent, can spur domestic capability in key sectors.

But the work is far from over. To turn this policy success into a lasting economic transformation, Nigeria must broaden its focus: from hectares to human capital, from plantations to processing, and from incentives to institutional resilience.

It must also navigate a shifting global landscape where sustainability is no longer optional. As the EU tightens rules on deforestation-linked imports and investors prioritise ESG metrics, Nigeria must show that its palm oil is not just locally sourced but also ethically produced.

Industrial policy is not just about growth; it is about balancing efficiency, equity, and ecology. Nigeria has taken a promising first step. But the real test will be whether the country can build an inclusive, export-oriented palm oil sector that can compete, not just survive, in a warming, more protectionist world.

Business Day

Nigerian Government, WHO and partners Strengthen Cholera Preparedness nationwide

In response to a surge in cholera cases during the 2025 rainy season, the Nigeria Centre for Disease Control and Prevention (NCDC) and World Health Organization (WHO) in collaboration with UNICEF, WaterAid, and the International Federation of Red Cross and Red Crescent Societies (IFRC), have launched an initiative to strengthen cholera preparedness and response.

Over 150 frontline health workers from all 36 states and the Federal Capital Territory have been trained to improve early detection, reporting, and treatment of cholera. To ensure impact at the community level, state governments have cascaded these trainings to high-risk areas. In Bauchi State, with support from WaterAid, 40 community-level health workers across 12 high-burden LGAs received targeted training to enhance local response capacity.

“I feel better equipped now to detect cholera symptoms early and take immediate action,” said Yushau Muktari, a Disease Surveillance Officer in Bauchi. “This training will help us save lives.”

Cholera Cases Surge Amid Rainy Season

As of 28 July, Nigeria has recorded 4,700 cholera cases and 113 deaths (CFR: 2.4%), with outbreaks concentrated in flood-affected and displaced communities

Coordinated Action from Government and Partners

“We’re not just responding to outbreaks—we’re building systems to prevent the next one,” said Dr Jide Idris, Director General of NCDC. “With WHO’s support and donor contributions, we’re enhancing Nigeria’s ability to prepare for and respond to cholera more effectively.”

WHO’s Targeted Support Across States

WHO’s support includes:
• Pre-positioning cholera kits
• Strengthening surveillance systems
• Deploying rapid response teams
• Providing technical support in Zamfara, Adamawa, and Niger states
• Donating 7 cholera test kits and medical supplies for 200 patients
• Supplying 10,000 sachets of oral rehydration salts for community treatment

“Every cholera death is preventable,” said Ann Fortin, WHO Emergency Preparedness Response Lead in Nigeria. “To save lives, we must act faster—supporting health workers, improving coordination, and ensuring supplies reach those in need.”

A Roadmap to End Cholera by 2030

WHO emphasizes the need for a multi-sectoral, whole-of-government approach aligned with the Global Roadmap to End Cholera by 2030. This includes investing in water, sanitation, and hygiene (WASH), strengthening primary healthcare, and securing political and financial commitment.

Building Resilience Amid Climate Risks

“The risk of widespread outbreaks is real, especially as climate shocks intensify,” said Dr Alex Gasasira, Acting WHO Country Representative in Nigeria. “Thanks to the Government of Japan’s timely support, Nigeria is better positioned to protect its most vulnerable.”

WHO remains committed to supporting Nigeria in achieving its cholera control targets and safeguarding public health.

WHO

Doyin Abiola, MKO’s Widow and Nigeria’s First Female Newspaper Editor, Dies at 82

 

The first former female Managing Director and Publisher of the National Concord newspapers, and wife of the late Chief MKO Abiola, Dr. Doyin Abiola, has passed.

She died yesterday at about 9.15pm. She was aged 82 years. She was also the first Nigerian woman to be an editor of a Nigerian national daily.

The deceased started work with the Daily Sketch Newspaper in 1969, during which she started a column in the newspaper called Tiro, where she addressed sundry issues of public concern, including gender matters.

In 1970, she left Daily Sketch Newspaper and traveled to the United States to pursue a master’s degree programme in Journalism.

Upon her return, she was employed as a Features Writer at Daily Times and rose to become the Group Features Editor. She later went to New York and obtained a PhD in communications and political science in 1979.

After her PhD programme, she returned to the Daily Times and was deployed to the editorial board, where she worked with other experienced editors like Stanley Macebuh, Dele Giwa and Amma Ogan.

It was, however, to be a short stay as the newly formed National Concord newspaper invited her to be its pioneer daily editor. She then moved to be an editor of National Concord.

She was promoted to be the Managing director/editor-in-chief in 1986, and became the first Nigerian woman to become the editor in chief of a daily newspaper in Nigeria.

Mrs. Abiola’s career at National Concord Newspaper spanned three decades. She also served in various capacities in the media industry in Nigeria.

She was the Chairperson of the Awards Nominating panel at the first Nigerian Media Merit Award to be hosted in the country, and also a member of Advisory Council, Faculty of Social and Management Sciences, Ogun State University.

She was a recipient of Diamond Awards for Media Excellence (DAME) for her lifelong devotion to advancing the frontiers of knowledge and strengthening the media as a pillar of democracy.

The Trustees of DAME unanimously approved her selection as a recipient of its Lifetime Achievement Award at the 24th DAME Ceremony.

She was the second woman to receive a DAME Lifetime Achievement Award after Mrs. Omobola Onajide) and was later granted Eisenhower Fellowship in 1986.

Arise