Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.Jurie Willemse, the Founder and Managing Director of GroFin, the Foundation's strategic partner, explains how GroFin supports SMEs.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.As an emerging asset class, growth finance will need significant investment to realise its potential, which means it needs greater promotion to investors as a sector that delivers attractive financial returns. Crucially, in addition to funding it requires large-scale investment in human capital to spread the business DNA required for success.At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. At the heart of GroFin’s success story is the strong partnership built between its leadership and the Shell Foundation. Two very different organisations have forged a long-term relationship, bringing different knowledge and assets together to promote their shared vision. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. The GroFin story as the pioneer of ‘Growth Finance’ is part of a broader narrative about the new asset class that has the potential to drive the growth of small and medium enterprises (SMEs) in Africa, in turn driving economic growth. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. From an initial meeting in 2003 developed funds totalling $225 million that have now assisted more than 1,000 entrepreneurs with business assistance, financed more than a 100 businesses and created and maintained in excess of 2,500 new jobs across seven African countries. Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Small and medium-sized enterprises (SMEs) are a key driver of economic growth. In OECD countries SMEs and microenterprises account for over 95% of firms, 60-70% of employment, 55% of GDP and they generate the lion share of new jobs(1).Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Aspire was established by Shell Foundation in partnership with GroFin - a specialist business developer and financier - that locally manages the programme.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Former British Prime Minister Tony Blair - as well as numerous African investment experts - support Aspire.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.Rod Evison, Portfolio Manager for Capital for Development (CDC), explains why Aspire is a perfect fit with CDC’s mission to generate sustainable wealth in emerging markets.