Malian-born entrepreneur Samba Bathily is one of Africa’s foremost business figures. As the founder of global investment company ADS Group, Bathily has built a pan-African conglomerate with $240 million in annual revenues and tentacles in everything from financial services, sports, and clean energy to infrastructure, telecoms, and hospitality.Â
He recently spoke to Billionaires.Africa where he recounted his journey and highlighted the ways his various endeavors are catalyzing socio-economic development in underserved communities across Africa.
BA: You’ve built ADS Group into an incredible success in Francophone Africa with operations across multiple countries. Can you walk me through your early beginnings in life and in entrepreneurship and recount the series of events that led you into establishing ADS Group, highlighting some key milestones along the way?
SB: I was born in Bamako, Mali, and grew up in an environment that was both challenging and inspiring. My father, a prominent trader and former deputy from the region of Kayes, built his prosperity in the oil trade. This entrepreneurial spirit was deeply ingrained in me from a young age. My initial ambition was to become a jurist. I pursued law studies at the Université Catholique de Louvain-la-Neuve in Belgium. However, due to visa issues, I couldn’t complete my studies. Instead of seeing this as a setback, I took it as a sign to follow my entrepreneurial instincts.
In the 1990s, I began my entrepreneurial journey by launching several businesses. By 2004, these ventures culminated in the formation of ADS Group, a conglomerate that today boasts an annual turnover of $240 million and employs nearly 1,000 people. Our portfolio spans 25 brands across 18 countries, covering sectors from financial structuring (ADS Consulting) to renewable energy (Solektra International), infrastructure, ICT, automotive distribution, logistics, real estate, and hospitality.
Throughout my journey, my guiding principle has been clear: African solutions for African challenges. I’ve always seen myself as an African first, beyond my Malian origins. This Pan-African vision drove me to establish the headquarters of ADS Group in Dakar, Senegal, and set up three factories in the industrial city of Diamniadio. This strategic location is poised to become a significant economic cluster in Africa.Â
In 2014, we launched Solektra International to support the Akon Lighting Africa initiative, aiming to electrify the continent using solar technologies. Today, this initiative has positively impacted over 1,800 localities and 7 million people.Â
I believe in the potential of our continent, and I’m committed to harnessing it for a brighter future. That’s why I initiated the AfroCreativeEcosystem to bring together representatives from all creative industries in Africa. This platform aims to monetize African creativity and know-how. Finally, as a co-founder of the AfroChampions initiative, alongside the billionaire Aliko Dangote, our goal is to foster the emergence of African economic champions and promote the continent’s economic integration.
BA: Can you provide an overview of your journey in the world of private equity and infrastructure investments in Africa, highlighting some key milestones along the way?
SB: My journey in private equity and infrastructure investments has always been rooted in a deep belief in Africa’s potential. I’ve always seen the continent not just as a place of challenges but as a land of immense opportunities. This perspective has been the driving force behind my ventures in private equity and infrastructure.
BA: Africa is a diverse continent with varying infrastructure needs in different regions. How do you identify and prioritize investment opportunities across sectors and geographies?
SB: Absolutely, Africa’s diversity is both its strength and its challenge.
Before diving into any investment, it’s crucial to understand the specific needs of each region. My teams and I spend a significant amount of time on the ground, engaging with local communities, governments, and businesses to understand the unique challenges and opportunities each region presents.
Furthermore, one of the key strategies I’ve always believed in is forming strong local partnerships. By collaborating with local businesses and stakeholders, we can tap into their expertise and insights, ensuring that our investments are not only profitable but also relevant and beneficial to the communities we serve.
We continuously monitor various sectors to identify emerging trends and needs. For instance, with the increasing focus on sustainability, our investment in renewable energy through Solektra International was a strategic move to address the continent’s energy needs.
Every investment comes with its risks, especially in a continent as diverse as Africa. We have a dedicated team that conducts thorough risk assessments, considering factors like political stability, economic growth, regulatory environment, and more. This helps us prioritize our investments based on potential returns and risk factors.
We have established robust feedback mechanisms to continually assess the impact of our investments. This not only helps us measure our success but also identify areas of improvement.
A pan-African approach has always guided our investment decisions. We look for opportunities that not only benefit a particular region but also have the potential to scale across the continent. This vision was evident in our decision to set up operations in Diamniadio, Senegal, aiming to serve the broader West African region. And more recently with our Regional HQ in Kinshasa, DRC. But we are present in numerous African countries.Â
Lastly, every investment we consider must align with ADS Group’s overarching mission: to provide African solutions to African challenges. Whether it’s in infrastructure, energy, or any other sector, our goal is always to create a meaningful, lasting impact on the continent’s development.
BA: Infrastructure investments often require long-term commitments. How do you assess the political and economic stability of the countries you invest in, and how do you mitigate associated risks?
SB: Before venturing into any country, my team and I conduct comprehensive research. This involves studying historical data, current political climates, and economic forecasts. We also engage with local experts, think tanks, and international agencies to get a holistic view.
Building strong relationships with local governments is crucial. This not only helps in understanding their long-term vision and policies but also ensures that our investments are aligned with the country’s development goals.
But the political and economic landscapes can change. We have a dedicated team that constantly monitors our investments and the environments they are in. This allows us to anticipate potential challenges and adjust our strategies accordingly.
BA:Could you share some success stories or notable projects in your portfolio, particularly in the finance and insurance, energy and water, hotels, telecoms, communications, and sports sectors?
Finance and Insurance:
ADS Consulting: This arm of our group has been instrumental in structuring financial solutions for various projects across the continent. One of our proudest moments was assisting in the financial structuring of the Souapiti Dam in Guinea, one of the largest hydroelectric projects in Africa.
Industries, Energy and Water:
Solektra International: Launched in 2014, this subsidiary specializes in providing water and electricity through solar technologies. In collaboration with the Akon Lighting Africa initiative, we’ve electrified numerous localities, positively impacting over 7 million people across the continent.
Multi-Industries Group: This subsidiary offers lighting solutions and green mobility. We inaugurated a dedicated factory in Diamniadio, Senegal, aiming to serve the entire West African region.
Hotels:
Our journey in Cape Verde, or Cabo Verde, stands as a testament to ADS Group’s commitment to the African Tourism and Hospitality’s potential. ADS Cabo Verde has positioned itself as a premier host, creating a platform for artists, art enthusiasts, performers, and producers.
Our investments in the real estate and hospitality sectors are evident through the Mansa Hotel Group, which includes the Mansa Marina Hotel, Casa Mansa Hotel, and Mansa Residences. Our properties are strategically located, with our headquarters situated on the Av. Marginal of Mindelo Bay, a prime location in Sao Vicente. This upscale structure offers visitors a warm and interactive environment, blending seamlessly with nature while providing easy access to the city’s main attractions.
And with the establishment of the Mansa Institute of Development (MID), we are investing in the future of Africa. By equipping the youth with skills in diverse areas such as tourism, but also technology, governance, and development, we are laying the groundwork for a brighter, more prosperous future for the continent. This initiative is aligned with global development agendas, underscoring our commitment to driving sustainable growth in Africa.
Telecoms and Communications:
Our commitment to harnessing digital solutions to enhance daily life in Africa is unwavering. We understand that access to digital services and technologies is pivotal for Africa’s transformation.
Through our subsidiary, Westlink Africa, we are at the forefront of digitizing societies. We focus on deploying digital infrastructures and maintaining equipment, ensuring that communities are well-connected and have access to the latest digital tools. A significant milestone in this endeavor is the installation of over 30,000 kilometers of fiber optic through Westlink, a testament to our dedication to enhancing connectivity across the continent.
Recognizing the importance of digital literacy and skills, we established the Africa Digital Academy. This initiative is geared towards training Africans, ensuring better digital inclusion, and equipping them with the necessary skills to thrive in a digital-first world. ADA partnered with Phoenix’s Thunderbird School of Global Management (Thunderbird, Arizona State University) to train more and more African.
Our collaboration with industry leaders like Smart Africa, a pan-African initiative aimed at boosting Africa’s digital economy, underscores our commitment to the sector. We work hand-in-hand with local governments and private entities, ensuring that our efforts are aligned with broader developmental goals.
Our focus on public-private partnerships in the digital domain is evident through our work with Africa Digital Solutions. We are actively involved in offering digital services to citizens, ensuring that they have access to essential services seamlessly.
Whether it’s distributing IT products and equipment, deploying digital and telecommunication infrastructures, or fostering public-private partnerships, our goal remains consistent: to drive digital transformation and ensure that Africa is well-positioned to leverage the benefits of the digital age.
Culture, Entertainment, and Sports:
Our belief in the vast potential of Africa’s cultural, creative, and sports industries has driven ADS Group to make significant investments in these sectors. We recognize that Africa is a treasure trove of cultural and artistic content, and we aim to harness this potential while also contributing to the burgeoning sports business landscape in the continent.
Social Nation Africa, Sports Nation Africa, and Mansa Musik Group: These subsidiaries are at the forefront of our efforts in the cultural, entertainment, and sports sectors. Through them, we aim to create a thriving ecosystem that offers economic opportunities and showcases the rich tapestry of African talent.
Basketball Africa League (BAL): Our collaboration with the BAL, backed by the NBA, is a testament to our commitment to sports in Africa. This partnership has been instrumental in promoting the sport, identifying, and nurturing local talent, and positioning Africa as a significant player in the global sports arena.
AfroCreativeEcosystem (A.C.E.): This platform is a beacon for the creative industries in Africa. While its primary focus is on the arts, it also encompasses sports, acknowledging the depth of talent and potential that exists within the continent. Our investment in A.C.E. reflects our belief in the power of African creativity and our commitment to providing a platform for its expression and monetization.
Our other initiatives, like the Mansa Floating Hub and Mansa Musik Group, further emphasize our dedication to the cultural and artistic sectors. Through these ventures, we aim to promote cultural and artistic diversity, fostering an environment where creativity thrives and contributes to the social and economic transformation of the region.
l and artistic sectors. Through these ventures, we aim to promote cultural and artistic diversity, fostering an environment where creativity thrives and contributes to the social and economic transformation of the region.
BA: Financing infrastructure projects can be challenging. What strategies do you employ to secure funding for your investments, and how do you balance the need for profitability with broader development goals?
SB: Financing infrastructure projects, especially in Africa, is indeed a complex endeavor. Over the years, ADS Group has developed a multifaceted approach to address this challenge:
One of our primary strategies is to engage in PPPs. By collaborating with governments, we can leverage public resources and expertise while also bringing in private sector efficiency and innovation. Such partnerships have been instrumental in projects like the digital and citizen services we’ve provided through Westlink Africa, for instance.
We actively seek collaborations with international organizations, development banks, and other financial institutions. Their involvement not only provides financial backing but also adds credibility to projects, making them more attractive to other potential investors.
By diversifying our investments across various sectors – from real estate and hospitality to telecoms and digital solutions – we spread our risks. This diversified approach makes our overall portfolio more resilient and attractive to potential investors and lenders.
A portion of the profits generated from our successful ventures is reinvested into new projects. This not only demonstrates our commitment to the projects but also reduces our reliance on external financing.
Finally, we believe in the power of community engagement. By involving local communities in our projects, we ensure that they have a stake in the project’s success. This often leads to smoother project execution and can sometimes open doors to local financing options.
And while profitability is essential for sustainability, our broader mission is to drive development across Africa. Here’s how we strike a balance:
Long-Term Vision: We approach our investments with a long-term perspective. While immediate profitability is essential, we prioritize projects that promise sustainable returns and have a lasting positive impact on communities.
Alignment with Global Agendas: Our initiatives, such as the Mansa Institute of Development (MID), align with global development agendas like the UN’s Sustainable Development Goals and the African Union’s Agenda 2063. This alignment ensures that our projects contribute to broader development objectives.
Emphasis on Capacity Building: We invest in building local capacities, be it through education, training, or skill development. By empowering local communities, we ensure that our projects have a ripple effect, leading to broader socio-economic development.
Holistic Development Approach: Our investments span various sectors, from culture and sports to technology and infrastructure. This holistic approach ensures that while we seek profitability, we also address multiple facets of development, from job creation to cultural preservation.
BA: The energy sector in Africa is rapidly evolving, with a growing emphasis on renewable energy sources. How do you see this impacting your investments, and what role does sustainability play in your portfolio?
SB: We’ve recognized and embraced the immense potential of renewable energy early on. For ADS Group, sustainability isn’t just a buzzword; it’s a guiding principle. Our investments are evaluated not just based on their financial returns but also on their long-term sustainability and their potential to drive positive change in communities.
Our focus on renewable energy and sustainability aligns with global initiatives like the Paris Agreement and continental frameworks like the African Union’s Agenda 2063. This alignment ensures that our investments contribute to broader global and regional sustainability goals. But one should not neglect “local” goals.
We believe that for renewable energy solutions to be truly sustainable, they need to be rooted in local communities. Through initiatives like the Solektra Solar Academy, we’re investing in education and capacity building, ensuring that local communities are equipped to harness and manage renewable energy solutions.
BA: Investing in sports infrastructure is unique. Could you elaborate on your approach to sports-related investments and their impact on local communities and economies?
SB: Absolutely. Investing in sports infrastructure is indeed a distinct avenue, and it’s one that holds immense potential for transformative impact on both local communities and broader economies.
Sports is more than just a game; it’s a powerful tool for social cohesion, cultural exchange, and economic development. In Africa, where the passion for sports runs deep, there’s a vast untapped potential to leverage this enthusiasm for broader societal benefits. Investing in sports infrastructure also has direct health benefits for communities. Access to sports facilities promotes physical activity, which is crucial in combating lifestyle diseases and promoting overall well-being.
In short, Sports has the unique power to transcend boundaries, be they ethnic, political, or socio-economic. Our investments aim to harness this power, using sports as a tool to foster unity, understanding, and mutual respect among diverse communities. And we started with infrastructures – such as in Kinshasa, DRC, with the BAL.Â
Sports infrastructure investments have a multiplier effect on local economies. They create jobs, from construction to event management. They boost tourism, with fans and teams traveling for events. They also stimulate ancillary industries like merchandising, food & beverage, and entertainment.
Nonetheless, our investments in sports aren’t just about building stadiums or training facilities. We aim to create comprehensive ecosystems around sports. This includes everything from grassroots talent identification and training programs to media rights management and fan engagement initiatives.
Through initiatives like Sports Nation Africa, we’re actively engaging with local communities. These platforms not only identify and nurture local talent but also provide avenues for community members to be part of the broader sports ecosystem, be it as coaches, administrators, or support staff.
Our partnership with the BAL is a testament to our commitment to bringing global best practices to the continent. Such collaborations not only elevate the standard of sports but also open doors for African talents on global platforms.
BA: Infrastructure investments can have a long-term horizon. What are your thoughts on the future of infrastructure development in Africa, and how do you see your role evolving in this landscape?
SB: The future of infrastructure development in Africa is both promising and challenging. The continent is experiencing rapid urbanization, technological adoption, and a demographic boom, all of which necessitate robust infrastructure development.
Infrastructure projects, especially in transport and energy, will increasingly be cross-border, connecting nations and facilitating trade. The African Continental Free Trade Area (AfCFTA) is a testament to this vision, and infrastructure will be its backbone.
Furthermore, with the global focus on climate change, Africa has an opportunity to leapfrog into sustainable infrastructure practices. This includes renewable energy projects, eco-friendly urban development, and water conservation systems.
The digital revolution in Africa is also underway. The future will see massive investments in digital infrastructure, from broadband networks to smart cities. Our involvement with initiatives like Smart Africa underscores our commitment to this digital transformation.
Given the scale of investment required for both these challenges, governments alone cannot shoulder the burden. PPPs will be crucial in mobilizing resources, expertise, and ensuring efficiency in infrastructure projects. And it’s essential that infrastructure development leads to skill transfer and local capacity building. Projects should prioritize local participation, ensuring that the benefits are deeply rooted within communities.
Our vision has always been to find African solutions to African challenges. As the infrastructure landscape evolves, so will our role. We will continue to be at the forefront of innovative financing solutions, like our work in structuring financial solutions for major projects.
As for ADS Group, our PanAfricanism ethos will drive us to foster regional projects, breaking down barriers and connecting nations.
BA: Diversification is a key strategy in private equity. How do you balance your investments across different sectors, and what factors influence your decision-making in this regard?
SB: Diversification is indeed a cornerstone of our investment philosophy. It not only mitigates risks but also allows us to tap into the vast opportunities that the African continent presents across various sectors.
Our investment decisions are deeply rooted in addressing Africa’s challenges. Whether it’s energy, telecoms, or real estate, we ask: “How does this investment address a pressing need in Africa?” This approach not only ensures profitability but also aligns with our mission of fostering sustainable development.
And diversification… Well, diversification is a risk management tool. By spreading our investments across sectors and geographies, we reduce the impact of any sector-specific or country-specific downturns. Each sector has its own growth trajectory, challenges, and opportunities. By diversifying, we ensure that even if one sector faces headwinds, our overall portfolio remains robust and can capitalize on the growth in other sectors.
While we diversify, we also look for synergies. For instance, our investments in the energy sector can support our real estate projects, and our digital infrastructure can bolster our ventures in the education sector. This interconnected approach amplifies the impact and returns of our investments.
One of our strengths is our deep-rooted presence in Africa. We prioritize partnerships with local entities and rely on on-ground insights. This local knowledge is invaluable in understanding the nuances of each market and sector. And we continuously monitor market trends, regulatory changes, and technological advancements. This ongoing research informs our investment decisions, ensuring that we are always aligned with the most promising opportunities.
Because our vision is long-term. We are here to build lasting institutions and infrastructure that will serve Africa for generations. This long-term perspective often guides our decision to invest in sectors that, while nascent today, have the potential to be game-changers in the future.
BA: Can you share some insights into ADS Group’s future plans and areas of focus for your private equity firm in Africa’s infrastructure landscape?
SB: In the dynamic landscape of Africa’s infrastructure development, ADS Group is poised to be at the forefront, leading the charge. Our future endeavors are deeply rooted in innovation, sustainability, and the integration of cutting-edge technologies.
We’re actively exploring opportunities that not only promise substantial ROI but also align with our commitment to sustainable and inclusive growth across the continent. Our focus will be on sectors that are pivotal to Africa’s future, leveraging the power of digitization, renewable energy, and smart urban planning.
Collaborations and partnerships will play a significant role, and we’re in talks with some of the most forward-thinking entities globally. Our aim? To bring world-class expertise and resources to the African infrastructure landscape.
In essence, while the specifics of our next ventures remain under wraps for now, stakeholders and partners can anticipate moves that are both bold and calculated, ensuring ADS Group remains a dominant force in Africa’s growth story. The future is not just about growth; it’s about meaningful, impactful, and transformative growth. And that’s the ADS promise.
BA: What advice would you offer to aspiring entrepreneurs and investors looking to enter the African infrastructure market, particularly in the sectors you are involved in?
SB:Understand the landscape: Africa is not a monolithic entity. It’s a diverse continent with varying cultures, regulatory environments, and market dynamics. Before investing, take the time to understand the specific region or country you’re interested in.
Building strong local partnerships is crucial. Local partners provide invaluable insights, help navigate regulatory environments, and can open doors to opportunities that might otherwise remain closed.
Think long-term, focus on impact, and stay resilient: While profitability is essential, the most successful ventures in Africa also have a positive social impact. Aligning your investments with the broader developmental goals of the region can lead to sustainable and long-term success.
This goes with ensuring that your investments and projects adhere to the highest ethical standards. This not only protects your reputation but also ensures the long-term viability of your ventures.
The African market can be challenging sometimes – especially if you seek impact and ethics. Regulatory hurdles, infrastructural gaps, and political instability can pose challenges. Resilience and adaptability are key. Be prepared for setbacks but view them as learning opportunities.
Finally, invest in capacity building and in networks: The success of any infrastructure project in Africa hinges on the skills and capacities of the people involved. Investing in training and capacity-building ensures that your projects are not only successful but also sustainable in the long run.
Join industry groups, attend conferences, and engage with other investors and stakeholders. The insights, partnerships, and opportunities that arise from these networks are invaluable.
BA: Lastly, what is your vision for the role of private equity in shaping the future of infrastructure and development in Africa?
SB: Private equity has a transformative role to play in Africa’s future. It can act as a catalyst, driving growth by filling the funding gaps that traditional financing institutions often overlook. With the right investments, we can accelerate the development of critical infrastructure, from roads and energy to digital networks.
Private equity, by its nature, is more agile and open to innovative ventures. This means we can support and scale innovative solutions tailored to Africa’s unique challenges and opportunities, especially in sectors like renewable energy, fintech, and agri-tech. By investing in local businesses and startups, we can strengthen the African entrepreneurial ecosystem, fostering resilience, creating jobs, and driving economic growth from within. Beyond profitability, it really has the potential to align investments with the UN Sustainable Development Goals.Â
Our investments, as Africans, should always focus on the future, empowering the next generation of Africans. This means investing in education, technology, and opportunities that equip the youth with the tools they need to shape the continent’s future. This is my goal and vision for the past 30 years and next decades.
