East Africa: Fintech, gaming infrastructure and growth strategies – Part 2
In the first part of this exclusive with Velex Advisory’s David Moshi, SiGMA News uncovered the growth and compliance strategies that move beyond East Africa’s market complexities. In this second part of the interview, Moshi discusses fintech, cross-border growth strategies, and gaming infrastructure.
SiGMA: With rising interest in fintech, gaming, and digital payments, where do you see the biggest untapped opportunities for investors in the region today?
D. Moshi: I believe the biggest opportunities now sit in the infrastructure behind growth, not just the products people see on the surface. As digital markets expand, there is growing value in the systems that make them more efficient, trusted, and scalable. In fintech and digital payments, this includes cross-border settlement, digital identity, fraud prevention, embedded finance, and compliance infrastructure. These are the layers that will shape the next phase of growth across the region.
In gaming, one of the most overlooked opportunities is the ecosystem that supports responsible growth. Through Gaming Tech Summit Africa, we have seen clearly that the future of the sector will be shaped not only by platforms, but by the infrastructure around them — from payments integration and monitoring systems to compliance technology, responsible gaming tools, and smarter policy frameworks. More broadly, investors should pay attention to businesses solving structural friction. The most valuable opportunities often lie in making markets work better, not just faster.
SiGMA: Which strategies do you use to approach building capacity within organisations to ensure long-term sustainability, rather than short-term market entry wins in East Africa?
D. Moshi: I always believe market entry should be seen as the start of a longer journey, not the finish line. Launching into a market is one thing; building the internal strength to sustain and grow in that market is another. It starts with leadership alignment. The organisation needs to be clear on why it is entering, what long-term success looks like, and what internal capabilities are needed to support that ambition.
From there, capacity-building becomes very practical. It is about governance, clear decision-making, strong local teams, compliance, ownership, and the ability to keep learning from the market. Sustainable growth does not happen by accident. It comes from building the right structures and people early enough to grow with stability.
SiGMA: Cross-border expansion in Africa remains challenging. What practical steps can businesses take to navigate fragmented regulatory environments more effectively?
D. Moshi: The first step is accepting that fragmentation is part of the reality of doing business across Africa. Once businesses recognise that, they can plan for it more effectively. That starts with understanding each market properly before expanding — not just the licensing requirements, but also tax, payment rules, data obligations, and local regulatory expectations.
A clear market-by-market view makes a major difference. It is also important to balance central standards with local flexibility. Businesses need a strong regional approach, but they also need room to adapt to different market conditions. On top of that, regulatory engagement should be ongoing. Markets are evolving quickly, and the businesses that stay close to those shifts are usually in a much stronger position to expand with confidence.
SiGMA: As Managing Director, how do you define purpose-driven growth, and why is it increasingly important for businesses operating in rapidly evolving African markets?
it increasingly important for businesses operating in rapidly evolving African markets?
D. Moshi: For me, purpose-driven growth is about building with intention. It is not just about growing revenue or entering new markets; it is about creating long-term value in a responsible, relevant, and sustainable way. That matters more than ever in African markets because the environment is changing quickly. Regulation is evolving, digital adoption is rising, and stakeholders are paying closer attention to how businesses grow, not just how fast they grow.
Purpose helps guide better decisions. It shapes how a business invests, partners, and builds trust in the market. That is also a philosophy we have carried over to the Gaming Tech Summit Africa. The aim is not simply to grow the conversation around gaming and digital innovation, but to help shape an ecosystem that is more responsible, more investable, and more sustainable for the long term. In the end, the businesses that last are usually the ones that grow with clarity, responsibility, and a strong sense of the value they want to create.
The next stage of development for East Africa’s gambling industry will be defined by the infrastructure, systems, and strategies that underpin scalable, responsible growth. As David Moshi points out, investors and operators who focus on fixing structural inefficiencies, building internal capacity and managing regulatory complexity with discipline will be best positioned to succeed.
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