Which potential partners did you meet that could support your work in improving access to nutritious foods?
Nneka: During the pitching session, I made a few promising connections. I met a representative from a company headquartered in Cambodia that distributes healthy food products across West Africa (date palm, teas, seasoning, probiotics). They expressed interest in exploring how we might fit into their distribution network. We agreed to have a meeting soon to discuss potential partnerships. Additionally, there was a consultant from UNICEF, and we’ve scheduled a meeting to discuss potential areas of alignment or collaboration. While these discussions are at an early stage, both present exciting opportunities.
Have you encountered any innovations or business models that could enhance your operations, especially regarding your products’ affordability, quality, or shelf life?
Nneka: Yes. Several conversations reinforced the importance of exploring alternative preservation techniques to improve shelf life without compromising the nutritional value, especially for markets like ours (Nigeria) with limited cold chain infrastructure. Our primary consideration is freeze-drying, particularly for scaling distribution across low-income areas and for export potential.
Were there any discussions or leads around financing or investment? If yes, how many?
Nneka: There was no formal investor financing offers during the session. However, various stakeholders showed interest in learning more about our business model and possible collaborations, and I plan to nurture these contacts for possible future funding or partnership opportunities.
How do you plan to follow up on any partnerships or leads you developed at the event?
Nneka: I have scheduled two follow-up meetings already. I also intend to stay in touch with the coordinator of the pitching session, Christine Gould, who invited me to join a network called “Thought for Food”, which connects food entrepreneurs across Africa. This will be useful for further networking and collaboration opportunities.
Did the event reveal any gaps or needs in your current business strategy related to nutrition?
Nneka: Yes. There is a clear need for enhanced consumer education around the nutritional value of early childhood meals. The conversations also highlighted a growing demand for more affordable, shelf-stable formats of baby food to reach underserved populations. This aligns with our roadmap, which includes developing a freeze-dried product line and low-cost sachet options.
Were there successful collaborations or supply chains that could be adapted to your context?
Nneka: Some discussions around regional distribution models and Non-Governmental Organizations (NGO)-private sector partnerships offered great insight. I was particularly intrigued by examples of local producers partnering with large NGOs to get nutritious products into hard-to-reach communities. I would like to explore these models further, especially through collaboration with institutions like UNICEF.
Did the event reveal any gaps or needs in your current business strategy related to nutrition?
Nneka: Highlight for me was that to deepen our impact, it goes beyond production to include access, education, and consumer behaviour.
One of the findings from the consultant at UNICEF was that even in low-income communities, the parents still like products that seem aspirational, like they are giving their baby the best. So packaging/presentation and continuous education still play a key role in whether they will buy into the product, beyond the nutritional benefits.
These principles will guide our future educational campaigns and community partnerships at MASH Baby Food.
How do you see your role evolving in the food system (supply of nutritious foods) after attending this event, especially in contributing to better nutrition outcomes in your community?
Nneka: After hearing real examples from other regions, such as integrating fortified flours into school feeding programs in East Africa, I see clear opportunities for MASH to evolve.
- We are exploring a two-tier model: Our current ready-to-eat meals serve middle-income urban families, while a freeze-dried, shelf-stable version (currently in development) could be subsidized or distributed through NGOs or school feeding programs targeting vulnerable populations. I also have ideas for food fortification in the future.
- Also amplify consumer education, especially around infant nutrition, which emerged as a key barrier during the summit discussions.
In short, I no longer see MASH as just a business. We’re part of a food systems transformation that demands collaboration, innovation, and a community-first mindset.