Glovo is betting that Uganda’s informal economy can go digital

Kolawole Adeniyi has spent the past four months leading Glovo Uganda as its general manager. A trained pharmacist from Obafemi Awolowo University, he holds an MBA from IE Business School in Madrid.

Before joining Glovo Uganda, he held leadership positions at Danone, Airtel and Jumia in Nigeria. He also spent three years at Glovo Nigeria, including two years leading its Commerce division.

In this interview with The Independent’s Julius Businge, Adeniyi discusses Glovo’s plans for sustainable growth in Uganda, the challenges facing small businesses, the role of artificial intelligence and electric mobility, and his ambition to position Uganda as a regional talent hub.

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QUESTION: You have led commercial growth in Nigeria. What lessons from that market are relevant to Uganda, and what will you do differently here?

ANSWER: The two markets are unique. While there are similarities, there are also significant differences. My experience in Nigeria helps me understand what to look out for, but in Uganda, I have to build and add value from the foundation that already exists.

One major lesson from Nigeria was the importance of deep collaboration with SMEs and the wider ecosystem, including businesses, government, lending institutions and other partners. That ecosystem approach helped drive SME growth, and I believe it can work well in Uganda.

Another important lesson is the need to scale the right way. It is not about growing a business for the next few months; it is about building sustainable growth. You must first establish a strong foundation that allows the business to respond to the needs of users, partners and the wider ecosystem.

Over the past four months, I have focused on understanding Ugandan users, partners and riders through conversations to learn what works, what does not and what they need. These insights will help us build a strategy that creates value for everyone.

Uganda’s digital commerce and on-demand ordering market is becoming increasingly competitive. How does Glovo plan to grow while remaining profitable and sustainable?

ANSWER: The ecosystem can only grow through strategies that support sustainable and profitable growth, rather than growth at any cost.

Our goal is for Glovo to become the everyday app for users. That means being part of people’s daily lives. Whether someone wants food delivered within 30 minutes, needs a charger after forgetting one at a meeting, or needs baby food delivered at home, Glovo should be the platform they think about.

But we cannot achieve this alone. We see ourselves as a growth engine for our partners, not simply a delivery channel.

By being on Glovo, a small local business can access customers in the same way a large international brand can. We are creating a level playing field where businesses can reach more people, increase sales and unlock new opportunities.

Ultimately, user experience remains critical. Customers should receive what they ordered, on time and through a seamless process. When people think about getting anything they need, Glovo should come to mind.

About 95% of Glovo’s merchant partners are SMEs. What challenges do these businesses face in adopting digital commerce, and how is Glovo supporting them?

ANSWER: Glovo brings a change of mindset. We are not simply a delivery channel; we are a growth partner.

Most businesses are already digitally connected. Many take orders through WhatsApp, Facebook or Instagram. The challenge is that they have not fully embraced structured digital commerce platforms.

Glovo helps move businesses from informal digital commerce to structured digital commerce. The benefits are significant. SMEs gain greater visibility, access more customers and compete on a more equal footing with larger businesses.

They also gain access to data that can help them predict performance, manage inventory, reduce wastage and improve profitability.

We are also addressing the knowledge gap through the Glovo Academy, which has already conducted two training sessions with high satisfaction from partners. The programme equips businesses with skills in digital marketing, financial management, operations and strategies for sustainable growth.

Uganda has a young and rapidly urbanising population, but digital adoption still lags behind more mature markets. What barriers need to be addressed?

ANSWER: Glovo alone cannot transform the sector. It requires strong collaboration between digital platforms, the private sector and government.

Government has a key role to play in providing infrastructure and creating a supportive regulatory environment. Mobile and internet penetration continue to improve, creating opportunities for traditional informal businesses to transition into digital players.

Once the infrastructure is available, the next challenge is knowledge. Through partnerships such as the Glovo Academy and collaboration with institutions such as the Ministry of ICT, we can help businesses develop the digital skills they need.

A supportive regulatory environment is also important, particularly in ensuring platform workers have access to safety standards and social protection while maintaining the flexibility and independence that riders value.

Reducing barriers such as the high costs associated with mobile financial transactions and digital devices would also accelerate digital commerce adoption.

The world is moving towards electric mobility, and partnerships will be important to ensure riders have access to electric vehicles so that growth remains environmentally sustainable.

How is Glovo using artificial intelligence, data analytics and automation to improve customer experience and efficiency?

ANSWER: AI is an enabler. It helps us solve real problems for users, partners and riders. For users, Glovo is integrating with AI platforms such as ChatGPT, allowing customers to search for what they need more efficiently and receive personalised recommendations. For example, a user can request a specific order within a certain budget and receive options that can be purchased directly through the linked app.

For partners, AI helps improve menus and create better experiences for customers. For riders, technology helps with route planning and identifying more efficient delivery routes, especially in areas where infrastructure is still developing.

Behind the scenes, Glovo has engineers and IT professionals working continuously to ensure the platform remains secure, reliable and available 24/7.

QUESTION: Glovo has spoken about making Uganda a regional talent hub. What investments are you making in local talent?

ANSWER: Glovo is global, but we think local. Over the past five years, Glovo Uganda has invested Shs33 billion in Uganda, generated more than 6,000 jobs, partnered with more than 3,000 SMEs and created Shs143 billion in direct economic value.

The Uganda business is being built by Ugandans, for Ugandans. While Glovo is a Spanish company, local talent is essential to understanding and serving the market.

We believe in learning by doing. When we bring talented people into the organisation, we create an environment where they can contribute ideas and solutions. We provide frameworks, training and support, but local teams drive execution.

We train employees in areas such as data analysis, negotiation and category management so that they leave with skills that allow them to contribute to the wider technology ecosystem.

Our philosophy is HTGR: Hire, Train, Grow and Retain.

Retention for us means growth within the Glovo ecosystem, which operates across 21 countries. We already have Ugandans contributing beyond the local market, including one managing operations in Glovo Kenya.

QUESTION: How significant will electric mobility become in Uganda’s ecosystem?

ANSWER: We currently have 60% of our riders using electric motorcycles, and our ambition is to reach 100%.

Uganda is already Glovo’s greenest market globally. Electric mobility is cheaper and more efficient for riders, while also reducing the environmental impact.

Electric motorcycles reduce CO₂ emissions by 21% and cut fuel costs by up to 58%, saving riders an average of Shs84,500 a month.

The main challenges are access and infrastructure, particularly charging stations and flexible financing options that enable riders to acquire electric motorcycles. This is where partnerships with government and other stakeholders become important.

QUESTION: Beyond food ordering, where do you see the biggest opportunities for Glovo in Uganda?

ANSWER: The biggest opportunities are outside food. Many businesses still do not have a digital presence. Glovo is a digital platform designed to help people access anything they need while helping businesses become digitally enabled.

The goal is to remove barriers to digital entry, making life easier for users and helping local businesses grow. The more businesses participate, the more digitally enabled the economy becomes.

We are already operating in Kampala, Entebbe, Mukono and Kitende. Our expansion approach is sustainable and based on market opportunity and infrastructure readiness.

QUESTION: When you eventually complete your tenure as General Manager of Uganda, what milestones would you like to have achieved?

ANSWER: Uganda’s digital economy is still developing, and one milestone I would be proud of is being part of its transformation.

For SMEs, I would like to see businesses move from being largely undigitised to embracing digital tools at scale, giving them the ability to compete locally and beyond.

On sustainability, moving from 60% to 100% electric vehicles would create long-term environmental benefits, reduce carbon emissions and improve riders’ incomes.

I would also like to see stronger partnerships with NGOs and communities, progress towards reducing food waste, and Ugandan talent growing to contribute not only locally but across Africa and beyond.

That would be a legacy worth building.

QUESTION: Finally, what values guide your management style?

ANSWER: My leadership is built around humility, integrity, hard work, professionalism, teamwork, positive behaviour and collaboration.

The best environment is one where smart people are empowered to contribute ideas and solutions. That is how I have seen successful teams grow within the Glovo community.