Somalia experienced a brutal civil war forcing millions of its population to flee for safe havens across the world. Among this diaspora was a camel herder turned businessman, who would take lessons from hardship and return to his homeland to aid in its recovery.
We sat down with Hormuud Telecom founder and CEO Ahmed Yusuf (pictured) to discuss his humble beginnings and his journey to becoming the head of Somalia’s largest enterprise, the mobile network operator Hormuud Telecom.
What were the biggest lessons you learnt in life?
I come from humble beginnings, growing up in a small village in rural Somalia where my father was a camel herder. Life took many turns, and war forced me to leave my homeland. When I returned, I knew the only way forward was to rebuild using the skills I had: entrepreneurialism, ingenuity, and sheer determination. Today, I have the honour of leading Somalia’s largest business with over 13,000 shareholders. Every day, I remind my team to stay humble and dedicated, because the work we’re doing isn’t just about growth – it’s about reconnecting communities and ensuring that technology serves the greater good.
Did you have any formal education or training that shaped your journey? How did you gain the expertise to become a CEO of a telecoms firm?
I didn’t start my career in telecoms. After finishing university in Somalia, I became a travelling salesman, crisscrossing the country and meeting the vibrant communities that make up our nation. Eventually, I settled down and built a successful import-export business. But when the civil war began, like many Somalis, I was forced to leave. I moved to the UK, where I earned a diploma in management. It was a time of change, and as the telecoms industry began to take off, I saw it as an opportunity, not just to return home, but to help rebuild. In my early days at Hormuud Telecom, the skills I developed as a salesman became invaluable. I vividly remember walking into boardrooms of global telecom giants, negotiating with suppliers who knew little, if anything, about Somalia or Hormuud. It was sheer determination, paired with my unshakeable belief in my team’s expertise, that allowed us to secure those crucial contracts. I learned telecoms on the job, grasping the technical complexities from my team and applying the same adaptability that has guided me throughout my career. My path to becoming a CEO was far from traditional, but every experience shaped the leader I am today.
What were the biggest challenges for you when you transitioned from a herder to the fast-paced world of telecoms?
One of the greatest hurdles, which many business leaders faced at the time, was rebuilding trust. Somalia had lost much of its infrastructure, and confidence in the country’s businesses had been deeply shaken. To overcome this, I knew we had to hold Hormuud Telecom to the highest standards and turn adversity into an opportunity for innovation. For example, when I returned to Somalia, 98% of the country’s currency was counterfeit, and the nation was severely lacking in financial infrastructure. So, Hormuud took the lead by introducing mobile money to the country. By offering it free at the point of use, we provided people with a reliable and secure way to transact, which was essential to restoring both economic activity and public trust. Today, over 80% of Somalis rely on mobile money daily, and we are on the brink of becoming the world’s first cashless economy. Seeing our mobile money platform, EVC Plus, reach its 13-year milestone was one of the highlights of my career. It demonstrated how tackling challenges can lead to solutions that serve millions.
What inspired you to become an entrepreneur and set up Hormuud?
My inspiration to become an entrepreneur and establish Hormuud Telecom stemmed from a deep desire to address the communication challenges facing Somalia. Recognising the critical role that connectivity plays in economic development and social progress, I aimed to create a telecommunications company that empowers individuals and businesses. Since our founding in 2002, Hormuud has focused on providing essential services that bridge the digital divide, foster innovation, and contribute to Somalia’s growth. For example, during the pandemic, we replaced ringtones with public health information to ensure everyone had access to vital updates. We’ve since used this technology to warn people about El Niño floods and other disasters, proving how essential communication is to both life and livelihoods. My journey has ultimately been driven by a commitment to enhancing lives through technology and connecting communities.
Why enter the telecoms industry? What early experiences shaped your vision for Hormuud?
In Somalia, family and community mean everything. Growing up, my life revolved around conversations and storytelling, which deepened my understanding of connection. When I moved abroad, this need to stay connected grew. This was one inspiration for creating EVC Plus and later, the WAAFI app. Both have transformed remittances, which account for nearly half of Somalia’s GDP, by blending traditional methods with mobile technology. Today, around 45% of hawala (informal money transfer) agents use EVC Plus to facilitate transactions from the UK and US, keeping us connected in meaningful ways. These experiences shaped my vision for Hormuud: to stay rooted in our culture while innovating to improve lives. This commitment also led me to create the Hormuud Salaam Foundation, Somalia’s first corporate foundation, supporting education, youth employment, and humanitarian aid. Connectivity is about more than technology – it’s about uplifting our communities.
What were the key moments that led to your rise in the telecoms industry? Were there any opportunities that stand out in your mind that you seized?
Somalia’s telecom industry is highly competitive, with eleven telecommunications providers. This keeps us agile and always focused on leading with innovation. Key moments have always involved finding creative ways to address the gaps that hold people back. From launching mobile money to bringing in Somalia’s first subsea cable, we’ve worked to turn each challenge into an opportunity. A major step was partnering with Liquid Telecom in 2013, which connected us to their 17,000 km fibre optic network across 11 African countries and finally brought stable, high-speed internet to Somalia. Today, we offer some of Africa’s most affordable data, and this year, we were proud to introduce 5G at no extra cost to customers—a first in the country. With reliable, affordable internet now widely available, we’re seeing more entrepreneurship, better access to education, and rapid growth in digital commerce across Somalia.
How did your identity as a Somali shape the way you run Hormuud, and what is unique about running a company in a challenging market like Somalia?
As a Somali, adaptability and resilience are core to how I run Hormuud. Operating in areas where insecurity makes access difficult and infrastructure is limited, we work closely with local communities to deliver reliable services, even when electricity and road access are scarce. Network expansion in Somalia is complex due to its dispersed population, so reaching smaller towns and rural areas demands resourcefulness. With over 20 years of experience, we’ve adapted by using solar power for 80% of our masts and employing diverse transport methods—from trucks to aircraft—to serve even the remotest areas. Despite these challenges, we don’t let limitations hold us back. We were the first Somali telecom to earn GSMA Mobile Money Certification and achieve ISO certification. These milestones reflect our commitment to delivering secure, trustworthy services that meet international standards, no matter the operating environment.
How do you define personal success?
For me, personal success means ensuring that even the most remote communities are meaningfully served. I’m particularly proud of our humanitarian portal, which enables over 130 international and local NGOs to deliver aid through mobile money to those in the hardest-to-reach areas. This service can distribute up to $1 million to 1,000 people at once, giving recipients the flexibility and autonomy to purchase what they need. It also strengthens the local economy by keeping funds circulating within communities. To date, I’m proud to say we’ve reached over 3.5 million people through this platform. Our next focus is on enhancing this service—adding new features and using financial inclusion to empower people, helping lift them out of long-term humanitarian dependence.
What are your aims and ambitions for Hormuud in the next five years?
My ambition is for Hormuud Telecom to continue being a driving force for sustainable development in Somalia. Whether it’s through initiatives like our new partnership with the Somali Ministry for the Environment, which is helping direct climate finance into local green projects, or making low-cost smartphones accessible across the country to ensure everyone can benefit from internet connectivity. More broadly, I recently read about how media bias affects funding for African countries. I want Hormuud to continue standing as a Somali success story – challenging and changing that narrative for Somalia.
With almost no legacy RAN equipment, how fast can Hormuud digitally transform?
Our digital transformation potential is significant. Everything has been converted to IP, which streamlines the digitalisation process and enables rapid upgrades and adaptations. In the past 15 years, we’ve made enormous strides, with most of our infrastructure already operating on nearly fully digitalised, flexible systems. This allows us to adopt new technologies faster and with greater ease.
Who were your role models and mentors?
The late Hashi Wehelie Malin, a prominent businessman at the time, was a significant role model for me. His leadership, resilience, and commitment to excellence greatly influenced my values and approach to both life and work. His example and mentorship during my teenage years have been a lasting source of inspiration throughout my career.
