How SMEs can use AI to build and grow their business

Small businesses no longer need deep pockets to compete. With AI, they can build websites, create content, manage customers, and keep proper financial records at a fraction of the old cost.

When I talk to small business owners in Nigeria and across Africa, I keep coming back to the same thought: this is one of the best times in history to start something useful, because tools that once felt out of reach are now affordable and effective. I said something similar when I spoke at FATE Foundation some weeks ago, a non-profit started by Fola Adeola in the early 2000s to support entrepreneurs, and I meant it. I have seen what determined founders can achieve with limited resources, and I have also seen how technology has lowered the cost and effort needed to get results. 

For small and medium-sized businesses, AI is one of the clearest opportunities to compete, but only if you are willing to pick up the tools and use them with discipline. That discipline comes from building small habits. It starts with learning the basics of one or two AI platforms instead of trying to master everything at once. From there, the focus should be on applying AI to repetitive or time-consuming work where you can measure the benefit. If you can see the hours saved or the increase in leads, you know you are moving in the right direction..

When I share this with founders, I always stress that it is not a magic solution but a realistic approach that turns effort into results you can track. Let me walk you through the simple ways I encourage business owners to use AI and affordable software to raise their game. Everything comes from real conversations with entrepreneurs and from the experiments I run with teams to test what works.

Your web presence is non-negotiable and it does not need to be fancy

What did you do the last time you heard about a business you wanted to work with? You probably Googled them. That’s what people do with you too. When someone hears about your business, their first move is almost always an online search. If nothing comes up, many assume your business does not exist. I have met plenty of business owners who think a website is complicated, expensive, or only for big companies. That mindset holds them back because a simple website that explains who you are, what you do, and how to reach you is the minimum requirement, and setting one up today is easier and cheaper than most realise.

A basic WordPress installation or a simple Webflow site is enough to start. Buy a domain name, pay for hosting, pick a clean template, and within a few hours you can have a professional-looking page live. Hosting can cost as little as $5 a month on platforms like Bluehost, Hostinger, or Namecheap, which works out to about $60 a year. For what you gain in credibility and customer trust, that cost is small. Treat the site like a digital business card that people can always rely on when they need to verify you or learn more about your services.

The mistake I see often is businesses delaying because they cannot afford a glossy, custom-built site. That delay costs them opportunities. Customers rarely care about flashy animations or advanced features. What matters is that your site is clear, functional, and easy to use. If you are serious about growth, this is one of the simplest first steps. A clean, functional site signals that you are ready for business. It is an investment that pays for itself every time a potential customer looks you up and finds what they need.

Make your content pull customers to you, and let AI do the boring heavy lifting

Getting a website up is only the first step. What keeps it alive and valuable is the content that goes on it. This is where most business owners slow down or give up, because creating content is extremely difficult and mind numbing. It is one thing to build a site, but it is another thing entirely to keep it stocked with the type of material that brings people back or convinces them to reach out.

This is exactly where AI can become a practical tool. Tools like Jasper, Copy.ai, Rytr, Perplexity, Claude and Writesonic can help you create service pages, blog posts, and sales material that are clear, structured, and search-friendly. To get the best out of them, you still need to provide context. A few notes on your tone, facts about your business, and maybe a short customer story to give the tool enough material to produce something close to your voice. Once you have a draft, your job is to edit it, strip out anything unnecessary, and make sure it reflects your brand.

Once the heavy lifting is done by AI, your responsibility shifts to deciding which pages or materials will make the biggest difference. A polished “About Us” page, a clear set of FAQs, or one or two detailed case studies can go a long way in convincing potential buyers. When you take this approach, content becomes an asset. Instead of worrying about how to constantly create from scratch, you now have a reliable way to generate material, refine it, and publish it with confidence that it will actually move people closer to doing business with you.

Make your images and videos work for you without hiring a studio

For a long time, photography and video were stumbling blocks for small businesses. Getting professional visuals meant booking a photographer, paying for models, and renting a studio, which added up quickly. Many brands either settled for low-quality images or drained resources trying to keep up. Now, AI tools give you a plethora of options for free. You can generate or edit visuals that match your brand without needing a full creative team or expensive equipment.

Tools like Google’s image model (Nano Banana), Pictory, Runway and CapCut make this process straightforward. With them, you can create product shots in a variety of settings, show how an item might look in someone’s hand, or design a clean hero image that tells your story at a glance. You can also repurpose existing photos by editing the background, adjusting colors, or adding missing details so that everything looks consistent. If you are unsure how to guide these tools, there are plenty of free resources with prompt libraries and lessons from places like Google and ChatGPT that can help you get started.

Nevertheless, It is important to use visuals responsibly. If you are selling a product, the image or video should be an honest representation of what the buyer will actually receive. Customers can spot exaggeration, and misleading visuals usually create more problems than they solve. The real goal is to use these tools to highlight the best parts of what you already offer, so the right people are drawn in and feel confident about choosing you.

Keep customers with good support and simple CRM tools

The mistake many small businesses make is treating customer support as an afterthought. They rely on memory, scattered notes, or informal follow-ups, which usually leads to missed messages, slow responses, and customers quietly moving on to someone more reliable. A simple structure, even with basic tools, changes that outcome completely.

There are plenty of free or very affordable platforms that can make customer support feel intentional without overwhelming you. Freshdesk, for example, has a free plan that comes with ticketing, a basic knowledge base, and simple reporting. For most SMEs, that is more than enough to get started. Others like Zoho Desk and HubSpot Free CRM allows you to track conversations in one place instead of jumping between emails, calls, and social media DMs. If you add a few well-written response templates and a small FAQ section on your site, customers can get answers quickly, and your team spends less time repeating the same explanations over and over.

Live chat is another area where businesses often overestimate what is needed. Many assume they have to pay for enterprise software to add a chat feature, but that is not the case. Free options like tawk.to, Crisp, and HubSpot Chat give you a free chat widget that you can install on your site in minutes. It works well for capturing leads and answering questions in real time, and it also keeps a history of conversations so you can follow up properly.

Use accounting tools to understand your numbers

When you start to pursue bigger opportunities, whether with large clients, investors, or lenders, the first area that gets examined is your financial records. No matter how strong your product or service is, a messy set of books makes it difficult for anyone to take you seriously. Larger buyers want to know they are dealing with someone who has structure, and investors want to see that money is being managed responsibly. If you cannot produce clear invoices, expense records, and basic financial statements, you immediately weaken your chances of moving forward with them.

The good news is that you don’t need to wait until your business is established or hire a full-time accountant before putting some structure around your numbers. There are free or very affordable accounting tools built specifically for small businesses that help you stay organised. Zoho Books, for instance, has a forever free plan that allows you to send invoices, track expenses, reconcile bank transactions, and generate standard reports like profit and loss. Wave Accounting is another strong free option, while QuickBooks, Xero, and FreshBooks provide inexpensive upgrades as your needs grow. Even mobile-first apps like Bookkeeping.com, Kashoo, or Sage Business Cloud can keep you organized on the go. 

Starting with a system like this from day one means you build the habit early, and you avoid the scramble of trying to clean up records later when an opportunity comes knocking. Even a simple set of financial records shows partners, lenders, and clients that you run your operations in a disciplined way. It communicates that you take the business seriously and that you can be trusted to deliver. Over time, that credibility opens doors that would otherwise remain closed, because opportunities often flow to businesses that appear prepared.

Document your processes and treat them like assets

A business that runs on memory quickly hits a ceiling. If every step sits in your head, growth depends on how much you can handle, which isn’t sustainable. To scale, you need written processes others can follow. Start with the essentials: onboarding checklists for staff, guidelines for customer complaints, instructions for packaging and shipping, and basic quality checks.

Writing standard operating procedures can feel tedious when you’re busy, but the payoff is real. Instead of starting from scratch, use AI tools like Notion AI, Scribe or Trainual to generate first drafts. Feed in details of how you work, get a structured outline, and refine it into a practical document. Once captured, that process becomes an asset saving time with every hire and preserving consistency so customers get the same experience no matter who handles the work.

Documentation also extends to contracts and paperwork. Tools like ChatGPT or Harvey AI can review agreements to flag unclear clauses and summarize the fine print. When it’s time to sign, free digital signature tools like DocuSign, HelloSign, or SignWell make the process easy. For editing or adjusting PDFs, platforms like PDF24, Smallpdf, or ILovePDF let you merge, split, or update documents without expensive software.

It’s also worth investing in a searchable knowledge base. Options range from Google Drive and Dropbox Paper to more structured platforms like Confluence or NotebookLM. With these, your team always has a single source of truth. When new hires can quickly find answers, they make fewer mistakes, waste less time, and keep operations running smoothly as you grow.

Don’t underestimate presentation polish

The way you package your message matters more than most people admit. Good presentation signals that you take the person on the other end seriously. When you walk into a meeting with a buyer, investor, or partner, they are paying attention to both what you are saying and how it is delivered. A pitch deck does not have to look like it came from a global consulting firm, but it should be easy to read, well structured, and consistent with your brand identity.

Today, there are tools that make it almost effortless to add that polish. Canva, for example, has templates that take care of layout, typography, and branding. Free options like Google Slides, Gamma, and Pitch also help you create slides that feel professional without hiring a designer. It costs very little, but the impact on how you are perceived is significant.

Polish extends beyond slides too. Simple details like using your brand fonts consistently, ensuring charts are readable, and avoiding walls of text go a long way in helping the other person engage with your pitch. When the substance of your pitch is strong and the presentation matches that level, you give yourself the best chance of being remembered and taken seriously.

Featured read: The myth of African market expansion

Why I care, and what I tell every founder I meet

Speaking at FATE Foundation was an honour because organisations like that have been doing the heavy lifting for entrepreneurs long before it became fashionable to talk about startups. For more than two decades, they have been providing the training, mentorship, and community that turn ideas into operational businesses. That work matters deeply to me because it aligns with what I try to do every day at Lendsqr.

At the event, I met founders who were sharp, creative, and determined, but who often lacked the resources that would allow them to fully realise their potential. This is where technology and process make a difference. With the right tools and some structure in place, a small business can start to look and behave like a much larger one. When you combine those practices with even modest capital, the odds of surviving the early years and eventually growing into something meaningful increase significantly.

I care about this because I believe in the possibility of Nigerian and African businesses to not only serve local markets but to expand across borders and compete on a larger stage. And my role, as I see it, is to keep finding ways to make the practical side easier for founders.

Sometimes that is through Lendsqr, by giving lenders the infrastructure to operate and grow. Other times it is through direct mentorship, sharing insights here and on Linkedin, or simply pointing people to tools they can adopt quickly. These small interventions over time add up to stronger businesses and a healthier ecosystem.

The myth of African market expansion

Founders love to talk about planting flags across the continent, yet for every headline success, there are dozens of quiet failures nobody writes about. Regulation, cost, culture, and talent make the road far rougher than most anticipate. From my experience at Lendsqr and in banking, succeeding across borders requires more than ambition.

Africa is a 1.4billion-person market, 20x the size of the UK and 4x the size of the US. You would be a stupid founder to sit in your corner of Africa and not explore.

So, everybody wants to go pan-African until reality smacks them. Market expansion often sounds sexy on paper. It is the kind of announcement that founders like to make with chest-thumping pride, almost the same way politicians love to declare “we are diversifying the economy.” It feels good to say, signals growth and it gets investors nodding and clapping. You can bet the press picks it up, and suddenly you are in the headlines as the next big continental play.

The moment a startup in Lagos, Nairobi, or Cape Town grows to a certain size, the itch begins. There’s this unspoken belief that to be truly successful, you must spread your wings beyond your home country. Suddenly, we all want to plant flags across the continent, to prove we are bigger than just one market.

And to be fair, some companies have actually managed to make it work. Flutterwave is everywhere and has built a name that is recognized across multiple African countries. Paystack has pulled it off as well and has done it with enough discipline that people now point to them as a benchmark. My own company, Lendsqr, has spread beyond Nigeria, working with customers in several countries. Even Chowdeck, which is much newer in the scene, just marched into Ghana and is already crushing numbers like they have been there for years. These stories are inspiring and keep the dream alive for a lot of founders who are planning their own moves.

The truth, however, is that these few success stories sit on top of a mountain of attempts that didn’t end the same way. The continent is littered with stories that don’t sound as rosy. I’ve personally watched Nigerian startups head into other countries with all the confidence in the world, only to retreat quietly when reality hit them. Some leave with public statements about “restructuring strategy” or “shifting focus,” but many just fade out and go silent, nursing their wounds in private. I’ve also seen the reverse. Companies from other African countries have tried to break into Nigeria, hoping to tap into the massive market, and they’ve ended up crashing just as badly.

One example that comes to mind is the Sendy, the Kenyan logistics company that tried their luck in Nigeria. They came in with energy and ambition, but it didn’t last. It was over before most people even noticed they had arrived. Wave, which is doing incredibly well in francophone Africa, hasn’t dared enter Nigeria, and maybe that decision is more out of wisdom than fear. Nigeria is not for children. It eats up outsiders who underestimate it, just as easily as other countries chew up Nigerian startups that come in thinking size and ambition are enough.

So when I talk about the myth of African expansion, this is what I mean. On the surface, it looks like the natural next step in a startup’s growth story. It feels like something you are supposed to do once you are stable at home. But when you look at the outcomes of many who have gone before you, what you find is that expanding across Africa is less of a walk in the park than they let on.

And before anyone runs off with the wrong idea. This is not a dig at any individual founder or business. It is my own reflection from years of watching, living, and sometimes participating in these moves. It is based on the scars I have seen others carry and the ones I have earned myself.

Why do we even want to expand in the first place?

The motivation is never the same for every company, and each founder has their own story to tell about why they chose to leave the comfort of their home market. For me, speaking from my Lendsqr journey, the decision was almost hardwired from the beginning. We never set out to build something that was only relevant to Nigeria. The company’s DNA was global from the very start.

Lending has never been a uniquely Nigerian issue, it’s always been a challenge faced in every economy where people need access to credit to move forward. Whether it’s a street vendor in Lagos, an Uber driver in Dubai, or a small migrant-owned business in Toronto, the need for fair, reliable, and efficient access to credit is the same. That understanding shaped how we built Lendsqr and made expansion feel like a natural progression rather than an afterthought.

As things stand today, we already serve customers in countries far beyond Nigeria. We have businesses using Lendsqr in Canada, the United States, Rwanda, Zambia, Malawi, and we are in meaningful conversations with potential clients in several other places as well. That was always the plan. It was never about simply conquering Lagos or focusing on a handful of Nigerian states. The mission was always to solve lending problems wherever they existed, and the more we engaged with different markets, the clearer it became that our solution could travel.

Another major driver is the need to spread risk. Putting all your eggs in one basket is never a smart move, and in a market like Nigeria, it is downright dangerous. If your entire livelihood as a business is tied to the whims of one regulator or one government agency, you are gambling with your future. I have seen this play out in real time. The FCCPC made one sweeping decision recently that threw the entire lending ecosystem in Nigeria into confusion. If Nigeria was our only market, that single move could have ended us. Unfortunately, that’s the reality of building in volatile environments. By expanding to multiple countries, we reduced that risk. It meant that if one market decided to play rough, the entire company would not go under.

There is also the financial angle, which cannot be ignored. Revenue from multiple streams is healthier than relying on a single source, and international expansion makes that possible. If there are markets willing to pay for a product you have already built and tested, it only makes sense to step into them. For us, it was about increasing top-line numbers and also about strengthening the platform itself. Working with a wide variety of customers across different geographies exposes you to different lending cultures, regulatory requirements, and customer expectations. Every time we enter a new market, the product gets better. The feedback loop becomes richer, the technology more resilient, and the overall offering sharper because it has to meet higher levels of diversity.

So when I think about why we wanted to expand, it was never a vanity project or a way to entice investors. Rather, it was rooted in the nature of the problem we were solving, the need to protect the business from unnecessary risks, the opportunity to make more money, and the understanding that the more we stretched ourselves across borders, the stronger Lendsqr would become.

Market expansion is hellishly hard

The biggest reality check for any expansion dream is often regulation. For Lendsqr, we’ve been lucky because we operate strictly as software. We don’t move money ourselves, which means we are not directly under the kind of licensing and compliance requirements that payments companies face. That has spared us many sleepless nights.

But for any company whose business model involves actually handling money, the reality is brutal. You will find yourself sitting in front of regulators who can stall you for months, sometimes even years, before you get the green light. The rules are not always clear, and just when you think you’ve ticked every box, another requirement appears. It is never a one-time battle either, be prepared for a constant tug-of-war that drains time, energy, and cash.

From my days in banking with UBA, Access, and Atlas Mara, I saw how different the game is when you are a large institution with the muscle to play. These banks had entire departments dedicated to market entry. The teams were filled with people who spent their entire careers learning how to navigate regulators across different countries. They knew the contacts to call, the processes to follow, and even the cultural nuances that mattered when walking into a government office. That kind of machinery is what gave them an edge. Startups, on the other hand, rarely have that. They move into new markets armed with gist, hearsay and a lot of optimism. And optimism is not a strategy when regulators are standing in your way.

The second wall you crash into is the cost. Expanding into another country is not just expensive; it can bleed you dry if you don’t have the right financial foundation. Banks, again, can afford to raise capital specifically for expansion. They walk into new markets with war chests and stay long enough to weather the storm until their operations stabilize. Startups don’t have that luxury. Many of them try to squeeze international expansion out of funds that were barely enough for their home market. What happens is that the burn rate goes up, revenue lags behind, and very quickly the whole project becomes unsustainable. I have seen promising companies sink this way because they underestimated how much money it would take to break into another market.

And then comes the most unpredictable challenge of all: people. Regulations and money can be calculated, at least to some degree, but people are the wildcards that make or break everything. The hires you make in a new country determine whether your business will take root or wither. Too often, founders underestimate this. They go into a new market, bring in locals, and then realize the work culture and sense of urgency are completely different. Nigerians, for instance, are known for a kind of productive madness (a fancy way of saying we dey craze). We thrive under pressure, we improvise when the ground shifts, and we move with speed even when the environment is chaotic. That edge is what helps us survive. But when you enter a market where the pace is slower, or people prefer caution and safety, and you build your team around that, the disconnect becomes dangerous. You may find that no matter how hard you push, things move at a crawl, and eventually, you drown in that sluggishness.

I witnessed this dynamic back in my UBA days. We were fortunate in countries like Ghana, Cameroon, and Uganda, where we found incredible people to build with. These were competent hires that were relentless, sharp, and willing to fight for results. They would have excelled anywhere in the world, and UBA was lucky to have them. That kind of talent is rare, though. Most startups expanding across borders do not always strike gold when hiring, and without that quality of people on the ground, even the best product and the best intentions collapse under the weight of local realities.

Why banks sometimes win where startups fail

Banks, despite all their layers of bureaucracy and the sluggish pace they’re often accused of, have one advantage that tilts the game in their favor. They don’t always walk into a new country blind or start laying bricks from the ground up. More often than not, they take the shortcut of buying into an existing business that’s already running in that market. It could be a small local bank or a mid-tier institution, but the point is that they inherit something that is already moving.

Even if the integration process is messy, full of cultural clashes, and expensive in ways that only bankers can stomach, there is already money flowing in. That immediate revenue, no matter how modest, acts like a shock absorber. It cushions the blows that come with learning a new market and keeps the business afloat long enough for them to figure out their rhythm.

Startups almost never have this kind of luxury. The reality is that we are too strapped for cash to go around acquiring companies, so the default mode is to build from zero and hope it sticks. A handful of acquisitions do happen in the startup world, but those are exceptions and not the rule. Without that initial cushion of ready-made revenue, every mistake cuts deeper and every delay is costlier. Bloodbath is exactly what happens when the burn rate collides with the slow grind of market entry. For startups, survival often comes down to how long you can keep going without oxygen, and in new markets, that is rarely long enough.

What it really takes to succeed across Africa

If anyone is serious about expanding across the continent, here’s what I’ve learned over the years, both from my banking days and now at Lendsqr.

The first thing is to know the market inside out. And I don’t mean a few reports or the stories you hear at conferences. I’m talking about the messy, often uncomfortable details that don’t make it into slide decks. You need to understand how politics shapes business in that country, what regulators actually like to deal with, the unwritten rules that determine who gets ahead, and the local players who quietly control the ecosystem. These are things you only uncover if you’re willing to dig, listen, and sometimes learn the hard way. Expansion is not a place for too much guesswork or improvisation.

Second, you need to bring in people who live and breathe regulation. If your business touches money in any way, you cannot afford to wing it. Regulators have no sympathy for startup ambition, and they will not bend the rules because you have a great pitch deck or you’re coming to solve a “problem”. This means hiring the right experts, even when they don’t come cheap. The truth is that these are the people who can keep your business alive when a new law drops or when the regulator decides to make an example of someone. Paying for that knowledge upfront is a lot better than paying in lost revenue and endless delays later.

Third, you have to be ruthless about the people you hire. Expansion is not the time to surround yourself with people who just like the idea of working with the next “big startup”. You need people who are hungry, who can operate in chaos, and who have the stamina to build something from scratch without constant handholding. These are the kinds of hires who will stay focused when things get ugly and who won’t buckle under the pressure of setbacks. Without them, the whole thing collapses before it even takes root.

Finally, you need to send in people who already understand your culture at the core. Back in banking, the playbook was clear: the first person deployed into a new country was almost always Nigerian. The reason was simple. They carried the DNA of the parent company. They understood how decisions were made at headquarters, they could replicate that culture in a new environment, and they acted as a bridge between home and the new market. If you parachute in someone who has no sense of your company’s way of working, no matter how competent they look on paper, you’ll struggle to translate your mission into reality. Culture is fragile, and expansion has a way of breaking it if you don’t guard it carefully.

Featured read: Consumer protection should not be weaponized

So, is African expansion really a myth?

Looking at the stories around us, the evidence leans heavily in that direction. For every Flutterwave, Paystack, or Cellulant that manages to pull off multi-country expansion and make it look effortless, there are dozens of startups that attempted the same thing and quietly disappeared after burning money and energy. The failures don’t get panel discussions or press releases, but if you’ve been in the ecosystem long enough, you’ve seen them. Some shut down entire operations, others limp back to their home markets, and a few keep hanging on in silence, never quite breaking through.

The dream of spreading across Africa carries a certain romantic appeal. It feels like destiny to be the company that unites fragmented markets under one product, to prove that borders don’t matter, and to boast about operations in half a dozen countries. But the ground you’re walking on is unpredictable and often hostile. It takes deep capital, endless resilience, and a team that can withstand constant turmoil. Without those, expansion is less of a growth story and more of a slow-motion collapse.

It can be done, but the bar is much higher than founders like to admit. The continent doesn’t reward undercapitalized businesses that expand just because. If you’re not ready to spend heavily on regulation, local talent, infrastructure, and the inevitable mistakes that come with learning new markets, you’ll be finished before you even make it to stability. The idea that “Africa is one big market” sounds nice in pitch decks, but in practice it’s an illusion. Every border comes with its own politics, rules, and players, and pretending otherwise is the fastest way to ruin.