On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.On the basis of GroFins record of growth, and the experience of micro finance and private equity before it, Jurie Willemse, GroFins chief executive, expects this to be a multi-billion dollar finance industry by 2020. GroFin, which has pioneered the growth finance model, aims to have assets under management worth $300-400m by 2013 and to be a $1bn company in its own right by 2020. That is GroFins ‘Vision 2020 strategy. However the greatest challenge for GroFin – and indeed for banks, entrepreneurs and its competitors – is to continue developing the expertise of experienced and well-trained staff to support fledgling SMEs in Africa. Business development managers are needed to assess the viability of businesses and offer counsel on how to grow in a sustainable manner. Currently there are fewer than 500 practitioners in the growth finance sector. In comparison, on a global basis, 70,000 to 80,000 people work in private equity and a further 600,000 in micro-finance, illustrating the Growth Finance sectors lack of human capital. To successfully service the missing middle, providers therefore need to recruit and train thousands of people. The Shell Foundation and GroFin are working in partnership to develop these skills. The spread of GroFin from South Africa to Kenya, Uganda, Tanzania, Rwanda, Ghana and Nigeria is beginning to professionalise the asset class across Africa. The Shell Foundation is currently working to transmit its business DNA through helping to organise capacity building courses for individuals – one in South Africa, one in East Africa and one in West Africa. These courses, which were run during June and July 2008, were heavily oversubscribed and widely welcomed by donors and those interested in pursuing a career in this field. The Foundation is also considering further ways of professionalising the sector including setting up a new company to offer training as well as creating a system of chartered status for those individuals who work in the sector. Together, these initiatives would share best-practice and help the fledgling sector capacity-build. Micro finance took several decades, and massive investment, to be recognised as an established asset class. It is less than a decade since the first provider established itself in the growth finance sector, and so comparatively its progress has been more rapid. However this is the start of a long journey and there are a number of significant challenges to be overcome before growth finance reaches its potential.