Why The Good Roll Is Betting on Ghanaian Bamboo to Disrupt the $350 Billion Paper Industry with Sander de Klerk

[00:00:00] You're listening to the Unlocking Africa podcast. The market is growing rapidly in Africa, especially also in Ghana, like 5% a year, and everything is imported. So we said, okay, we have to stop the importing in Africa and make it local. When we harvest bamboo at the farmer, there's 20% of waste. We did a lot of research and now we turn the waste of the bamboo into biochar. And then we sell in carbon credits with that one. The lignine can be a really interesting one because it can be used for fuel for aircraft.

[00:00:28] I believe it's all benefiting, yeah, the whole fuel price. Then we're going to the stock exchange in Amsterdam and Joburg. That's our ambition in the next five years. So yeah, it's got to be a nice journey. Stay tuned as we bring you inspiring people who are unlocking Africa's economic potential. You're listening to the Unlocking Africa podcast with your host, Terser Adamu.

[00:00:55] Welcome to another episode of the Unlocking Africa podcast, where we explore the ideas, innovations and strategies unlocking Africa's economic potential. Today, we are revisiting the story of The Good Roll, a company seeking to transform the global paper industry by building an integrated bamboo value chain, connecting farmers and production in Ghana with consumer and industrial markets around the world.

[00:01:20] Since our previous conversation, The Good Roll has moved beyond proving its concept. The company now operates a production facility in Akosombo, works with more than 3,000 farmers, employs over 86 people in Ghana and generated more than 5.5 million euros in revenue in 2025.

[00:01:39] It has also secured a $50 million pulp offtake agreement and is now raising 5.2 million euro to finance its next stage of growth. My guest today is Sander de Klerk, founder and chief executive officer of The Good Roll. Sander, welcome, welcome, welcome back to the Unlocking Africa podcast. How are you? I'm really good. I'm right now standing at the factory in Ghana, so I'm really good. It's always good to be in Ghana.

[00:02:09] So, yeah, it's really good. So, how are you? I'm very well, thank you. And it's good to see that things have progressed since we last spoke. I know during our previous conversation, we explored the origins of The Good Roll and your ambition to build a sustainable and inclusive paper business. This time, I think I want to focus more on what has changed and what it really takes to move from something that's an inspiring idea to an industrial company.

[00:02:35] So, yes, that's my intention for our conversation today. I think a lot of things changed in the last conversation. So, I think we're really stepping up. We have now three lines running in Ghana, which is really good. We did a lot of research into the African market. So, what does the paper market in Africa look like? It's really interesting to see that the whole paper industry is not changing. So, that's why we have a new campaign like changing the paper chain and especially in Africa because everything is imported.

[00:03:03] The market is growing rapidly in Africa, especially in Ghana, like 5% a year. And everything is imported. So, we said, okay, we have to stop the importing in Africa and make it local. Fantastic. So, yeah, since we last spoke, what has been the most significant development within the Goodroll? And maybe how has that changed your understanding of the opportunity that you're actually pursuing?

[00:03:27] What we did last time, we were just running the lines and we did a lot of research on how to operate the line, how to work with our bamboo team and how to get the operation scalable. Because it's good what we're now doing, but we need to scale to make impact and to get more farmers work for us, more employment and more sustainable paper. We need to scale up. So, we did a lot on the background on research. How do we do it?

[00:03:52] How to scale up faster and get the organization setting up to scale up like our ambition is building seven lines to 2030. And talk with the suppliers, talk with our clients. We have one big client in Ghana, who's the number one selling toilet paper. And what we did is like we are changed from like being a brand, which we have in Europe, which is nice, which is good, which is selling the toilet paper, but talking to people who are buying the raw materials from China, India or South America.

[00:04:23] And I think like we finalized with two clients, which is good for the seven lines. So, the good thing is we are now ready to scale up into the next phase. So, that's really good. And I think like the last time we did a lot of how to get the funding. That's why we also just started our campaign on Republic to raise some equities so people can be owner of the company, which is really good that the crowd can own a piece of the company.

[00:04:49] And together with Ghanaian Bank, we are building the new line, getting this equity round. Together with the Ghanaian Bank, we can finalize the new line. And yeah, we call it line four. And if line four is running, then like we have an agreement with the bank that they can just fund all the new lines. So, from that way on, we can continuously build every six months, seven months a new line. Oh, wow. Yeah, this is impressive. So, and yesterday I was like in the Ministry of Trade and like talking with all the ministers.

[00:05:19] And they're like all impressed, like why is not anybody doing this in Ghana or like in Africa, there's some companies are doing it on a small piece. Yeah, but the next line is going to be 50 ton a day of pulp. So, it's a lot. So, as you mentioned, you spent the past two years developing the process for turning Ghanaian bamboo into pulp at an industrial level. So, what did you discover during that research and development phase that you probably didn't anticipate at the beginning?

[00:05:48] Like in Ghana, the bamboo is at the farmer, but to get it from the farmer to our place, it's like a whole supply chain. We have a whole method with people, but also with machinery, how to harvest the bamboo. So, for example, in China, like the bamboo is really thin, but in Ghana, the bamboo is really heavy. So, at the beginning, we would like to have the farmers cut their bamboo, but you cannot do it because it's too heavy, too hard for us. So, now we have our own teams with machines and with big chainsaws to get it out of the field. So, that's number one.

[00:06:17] And making paper from bamboo, like every species of bamboo is different. So, our species is the filgaris. So, to make the right recipe, it would take some time. And now, also, with our waste streams, for example, like when we harvest bamboo at the farmer, there's 20% of waste. So, we don't do anything with it. We did a lot of research. And now, in the next phase, we're turning in the waste of the bamboo from the farmer. We turn it into biochar.

[00:06:46] And the biochar, we give it back to the farmer. So, you get like virtualizer. And then, we're selling carbon credits with that one. So, with that, it's all benefiting on getting a lower price for a pill because our ambition and we can do it cheaper than making toilet paper from virgin. So, I think that's like from the cutting a tree. So, I think that is like one of the research. But like, for example, when you cook bamboo, there's a lot of black liquor coming off. And we now have a whole system.

[00:07:12] I think it's almost finished, like in the next months, to attract lignine out of it. And lignin can be used in the concrete or fuel for aircraft. So, I think like soffit gold. So, yeah. Like a lot of R&D is being put into the process. So, we have about 15, 20 people every day working on all these systems to get everything more sustainable. For example, our boilers are being feeded by old coconut husks.

[00:07:39] But we're also working now with mango pieces to see how we can use that one to heat up in the boilers. So, it's a whole system which is continuously involving. We made big steps and I'm really proud to see where we're now standing right now. Fantastic. I guess with this scaling up, the production facility in Akosombo is now operational. Yes. So, what have you learned about the difference between, say, proving that the technology works

[00:08:07] and proving that it can work reliably and also be scaled? Yeah, I think we put a lot of things in place. So, a lot of systems, for example, like on the machine part, our whole technical department is now fully driven by an online system, AI-driven. When one motor is down, we're seeing it in a system already like a couple of hours before that the motor is using lesser voltage. So, we see, okay, there's a problem. So, it's predictive maintenance up front. And at the beginning, we just say, okay, we run the lines.

[00:08:36] But now, we're putting all systems in place to see how it goes. And the next factory is completely, fully automated systems. I always say the three lines we're now having is our test case. In the future, when people are going to work with us, you first have to do three months in these lines to see the real deal, how it's being made. And then in the future, it's all fully automated. So, I just came back from China because the Chinese, they have the equipment to make this whole bamboo technology paper.

[00:09:04] And yes, the new line is fully automated. And it's really impressive what I saw in China. One thing that you mentioned earlier in terms of the financing and securing, $50 million long-term pulp offtake agreement. Yes. What did the buyer need to see before making that commitment? He wanted to see the line running. He wanted to see the quality. So, what we're now doing is on line one, we're making like the pulp sheets. And the pulp sheets are being shipped to Europe, to Italy, Spain and Poland right now.

[00:09:33] And they're going to convert it into toilet paper. So, he wanted to see the quality from our bamboo fiber because he wanted to see the product. And he was really impressive about the softness, the texture, the quality of the bamboo. So, he said, okay, this is impressive. This company imports about 300 containers a month. Oh, wow. And it's still growing. And he said, for us, especially when the world is like every week in problems by shipment,

[00:09:59] because like the shipment rise is like every week it's going up from now to get a container from China to Ghana or from India to Ghana, it's about $6,000. So, you can imagine what it's doing with the price of toilet paper right now in the market. So, it's increasing a lot. And that's why we really like to work in whole West Africa. So, our ambition is like to be the non-pulp supplier in whole West Africa in the next years. And Ghana is for sure our home country. But you can imagine Togo, Nigeria, Ivory Coast.

[00:10:27] There's a huge market potential. So, what would you say this agreement allows you to do that was not previously possible? I think with this agreement, it opens also the financial way of the bank. So, the bank says, okay, with this agreement, with this company, we are ready to fund you 80% of the factory. So, that's why we're racing around with Republic right now to raise equity to get like the other 20% of this line.

[00:10:54] And a local company who's there for the last 30 years in Ghana already, shown the bank says, yeah, they have confidence in what we're doing. And that gives us like, that's a really important note for us because that shows us that we're really part of the system and then really change something. Because like, doing everything locally from raw material to the end product selling in the Ghana markets, building the toilets here at the farmers. Like, it's a complete circle which one we can change.

[00:11:20] And I believe that what we're doing should be like an example for the rest of the African countries. So, I guess securing demand is an important milestone. But the bigger question is whether, you know, global pulp markets are highly price sensitive once you factor in logistics, energy, labor, financing. What do you think makes pulp produce in Ghana competitive against established suppliers in other regions? The key thing is the bamboo is right now wheat.

[00:11:50] So, the farmer's income increased with 20 to 30%. So, like a farmer gets more income because he doesn't sell it. He doesn't do anything. So, it's an income increase. So, because it's a wheat and the prices for the raw material is on the low side, it really helps us. On the other hand, for heating up, we don't have like a gas boiler. So, we're heating our boilers up with PKS, palm coconut shells, and like with old coconut husks. And in the future, like with other material, which one we're now finding out in the fields.

[00:12:19] So, I think that helps a lot. If you seem to labor, labor is not like what is in the rest of Europe or in China. So, that helps a lot. In the next lines, we're also adding like solar energy because the sun is out for 11 to 12 hours. That helps a lot. In the next phase, we're also doing everything electric. So, we are one of the fewest companies in Ghana who are going to be the whole fleet within, I think, four to five months. It's got to be full electric.

[00:12:45] And what we talked about with the carbon credits, with the biochar, it all helps benefiting getting a lower price of our pill. Because it's all what you're saying is price sensitive. Yeah. In one of your documents I read, it mentioned that controlling the entire supply chain will allow you to reduce the cost per unit as production increases. So, which cost would you say for most significantly as you scale and which cost remain difficult to control? Oh. We're buying costic soda. It's a salt chemical.

[00:13:15] That's the only chemical which one we have to import from China. So, that's the only thing which right now cannot do anything about it. But like in our future plans, we're also seeing maybe to get our own costic soda plant in Ghana. So, we're already doing some research about that one. So, then it's really going to help your cost per unit go down a lot. So, we're always trying to see how to get the best out of it. Otherwise, we will find a solution how to solve it. Yeah.

[00:13:41] So, I guess you've got multiple streams or channels of income and ways of generating cost savings and profits. So, the company currently earns revenue through tissue products. And you also plan to generate additional revenue from pulp, biochar, and carbon credits. Yes. Which parts of the business do you expect to become the main or the principal driver of profitability in the future? I think they're all benefiting on one. Like, okay, you have to sell the product. That's number one.

[00:14:10] But the add-ons makes it really interesting. Like, if you read a lot of documents about the future of the paper industry, it's all about the way streams makes the revenue. So, in my opinion, like the biochar is number one. But, like, the lignine can be a really interesting one because if it can be used for fuel for aircraft, they pay a lot of money for that one. And it's just like a waste stream of us. So, I believe it's all benefiting, yeah, the whole pill price.

[00:14:34] So, behind this whole industrial strategy, there's a supply chain network that could eventually include up to 15,000 farmers. So, if we examine how that growth will work at farm level, Goodroll intends to purchase no more than 20% of each farmer's available bamboo. So, why have you imposed that limit? The key thing is that what we want to see, we want to help us as much as possible smallholder farmers.

[00:15:02] And what we don't want to have is like, now what we're seeing in Everett Farm has about 8% to maybe like 12% of their land bamboo. So, we want to give them seedlings in the next phase. And also, the seedling is where we're doing a lot of research because what we're now seeing from China and other countries in the world is that there's different kinds of species who gives a better yield and who grows faster but also grows easier to harvest for the farmers. It's a difficult process for now to harvest for a farmer.

[00:15:30] So, we're trying to get a thinner species of bamboo who the farmer can harvest themselves, which is going to help us in the future to get our supply chain easier. So, I think getting the maximum of the farmers is crucial for us because what we don't want is that the people are cutting trees or putting other crops away to grow bamboo. So, we say we don't want like monoplantation and we don't want the farmer only depending on us.

[00:15:57] So, that's why we said that 20% is a thing where a mark where we're always seeing if this one is capable to have like 20% and not even more. I understand. So, when farmers join your supply chain, how do you go about determining the price? Yeah, so we pay like a kilo price. It's about $2 a kilo for them right now. So, we did a lot of meetings with the farmers how to see it, how to go with it. And it's really difficult to determine the price because what is the price like? Because it's wheat right now.

[00:16:26] So, they rather burn it than they have it on the land. And then we find out, okay, an Everett farmer has about 1,000 pools. That's about… And so, we made a calculation and then we talked with the farmers. Okay, are you happy? Yeah, we're happy. And okay, then… And now, it's a fixed price for everybody. And now, everybody's happy and everyday farmers are calling us. Can you harvest? When are you coming? So, it's a complete circle which… At the beginning, they were a little bit like anxious. Okay, what are you going to do with it? And is it serious? And also, like when we… We plant already some seedlings at farmers.

[00:16:56] What can we get out of it? And then we show the product which is made of the bamboo. And then they're really like, okay, now I understand it. Now it… So, it's a new market coming up. And we call them bamboo farmers, but they're not bamboo farmers. They're just cocoa farmers or mango farmers. But we call them bamboo farmers. So, with this in mind, how do you ensure that any increases in the commercial value of bamboo actually translates into fairer and more predictable income for the farmers?

[00:17:24] It's always good to talk with the farmers and see, okay, what is the income? And I think every six months we have to see, okay, what is the CD doing? And what is the dollar doing? How is it going? What's the minimum income of a farmer? So, we have like two people in the field seeing and doing a lot of research on this one. So, like our ambition is that a farmer at least grows 20% of the income, at least. So, that's like our minimum. Then we can see how we have to higher the price or seeing how we can do it. So, that's a little bit our benchmark.

[00:17:51] Because with 20% income increase for the farmers, it's a huge difference for them right now. And I guess as part of this fairer and more predictable process, you plan to use digital sourcing and payment systems. Yes. How would these systems improve traceability while also remaining accessible to farmers? What we're using is FarmerLine, which is a really good system, which is made by Ghanaians. It's a really good system, which is completely traceable. So, we're doing the payments to the system. You're living in Europe.

[00:18:20] So, you know everything should be traceable. We already know which farmer supplied the bamboo. Now, it's like putting it online and putting it on the packaging for the next phase. So, we can really trace every T-roll we know which farmer had given you the bamboo. So, I think that story is crucial for us. So, you touched on FarmerLine that you're using. So, I know you're growing from around 3,000 to 15,000 farmers, which creates a significant coordination challenge.

[00:18:49] So, what infrastructure and local partnerships do you believe are needed to aggregate, whether it's transport and verify the volume of bamboo accurately and consistently. In FarmerLine, you can do like the payment of your farmers, but also like your supply chain. So, we have five guys on motorbikes scouting the farmers. So, for now, we stopped the scouting because for now, we registered about 3,200 farmers for effortlessly, which is good for the next three lines.

[00:19:17] So, we already have like supply chain for the next three lines. So, what they did is talk with farmers, first with the community, then talk with them. So, it takes a long time to explain what we're doing. And then what they did is calculating the clones and the poles. So, we have a map from two hours from our factory with all the farmers, all the poles where they are. So, we already have our supply chain ready to do it. So, it's a brilliant system which one they set up. The next phase is like we're now adding like biomass

[00:19:44] because like we're also getting a lot of biomass for the coconut huts from the guys. So, that's the next phase. All these things aligned in one system is really impressive to see because that's crucial for your supply chain. The supply chain obviously is now operational, but the next stage requires substantial capital. The good realm is raising 5.2 million euro to expand capacity, strengthen working capital and also to restructure part of the balance sheet. Can you tell us a bit more about this?

[00:20:13] I think four years ago, we did one equity round with the crowd and it was sold out. And what we now decided is there are like two partners six years ago that bought shares in a company. But now like the company's changed because it's now going to be like more African focus instead of the Dutch focus. So, they are selling the shares for them, which is good, which helps us on a lower valuation right now. And we can sell it on a higher valuation, what the company works right now. So, that helps us getting new money into the company.

[00:20:42] And with 40% of this amount, it's part of the new line. So, the bank is going to do the 10 million and we're going to do the 2.5 million ourselves with this round. And we're raising it to Republic, which is I think the number one crowdfunding platform in the UK. And we're doing it in the UK, especially because the UK people like Bamboo, they know Bamboo and they are more into crowd equity than in Holland. So, in Holland, it's still like on a low piece.

[00:21:12] And a lot of like Bamboo brands or sustainable paper brands already did their campaign on Republic. So, that's why we're raising this round. So, yeah, it's really interesting. And then I just saw the application this morning already because now people can register. I think when this podcast is live, it's live. But it's already like 300 to 400 people pre-registered already. So, yeah, it's a big thing for us, but really promising how it looks like. Fantastic. So, why is 5.2 million euro the right amount for this stage of the business?

[00:21:41] What we see is we need to have some more cash on the bank to have some more working capital. The European company is already making profits. So, that's really good. So, the last five months, we're making profit in Europe. So, we changed that company in making profit. So, that's number one. Ghana, as we say, like next year, March, April is going to be profit. But I'm now standing here. So, we're now seeing the figures. So, it's going faster than we think. So, the systems are in place

[00:22:10] and we're getting like the right prices for everything. I think maybe it's like earlier, but let's say Q2. So, that's why you also need some extra working capital to grow here and to put more into R&D. Because like R&D is the most crucial part for us to grow more and to do more research. So, yeah, that's the 5.2 million. And yeah, we're really excited. And that's why I really like also your podcast because hopefully like a lot of African people also buying shares in the company because that's what we want.

[00:22:38] Because everyone should be involved in our company because if you're buying shares, you're being part of the whole journey and you can see the journey in the next five to six years because then we're doing like an IPO. So, then we're going to the stock exchange in Amsterdam and Joburg. That's our ambition in the next five years. So, yeah, it's going to be a nice journey. Fantastic. So, what specific commercial milestones do you believe the capital will enable you to reach? Yeah, so I think the key thing is that we can build line four. So, that's the most important line

[00:23:08] because that line, we have a lot of knowledge and all the knowledge comes together in the new line. And we're showing the people that we can already make revenue. We're showing the product. And now it's everything, all our energy from the last five years, we put in this new line, line four. And the tonnage is high because it's a big factory. And it allows us also to open our first biochar factory. So, it allows us to open the whole new line. And with this new line, it enables us to be, how you say it,

[00:23:37] like predictable. Like that's the key thing for us for the future. To be like predictable supply chain, predictable in a factory. And I think that's what I learned from the last years, doing something new. We're focusing on two things. Like we have a European company who's doing really good, but the focus is on not like big road, but every year about 10 to 15%. And in Ghana, we just make one line. And this line is going to be copied by, this is line four. And the line five, six, seven, is going to be the same line like four,

[00:24:07] maybe like some small adjustments in the future, because for sure, we're going to learn some more things. But it's all going to be one line. So, only the tissue products are not like diapers or carton boxes or coffee cups or whatever people are thinking about to make from Bamo, which is focusing on what we're doing. And I think getting the right focus on one product makes our life easier and for everybody, because then you can be the number one in this product. Going back to what you mentioned before,

[00:24:35] you've chosen to invite members of the public to become shareholders. So, why was an equity crowdfunding campaign more appropriate than relying on say banks or conventional venture capital or private equity? We did a lot of conversation with impact funding. And the biggest challenge we had in the last years is that Ghana is like economical, not really stable. So, a lot of banks and a lot of impact funding, they're not like in Ghana.

[00:25:02] Then Uganda, Rwanda, Kenya, parts of South Africa, but not like in Ghana. So, that's number one. Number two is redoing, I always say we have three sectors where people are investing in. It's tech, it's agri and it's food. And we don't tick the boxes. We think we are agri, but we're not agri. So, if you don't tick the box, it's really difficult to get on the table. And that's why I'm really proud that there's a bank in Ghana who really believes in us, makes this possible, because that's the most crucial part.

[00:25:30] Because without a bank, you cannot grow. And this is one bank, and we're talking with two other banks right now, because they now see the story and they're seeing it working. But it's challenging. And I always say the crowd is believing in it because they're seeing our brand, they see what we're doing. And that's why I really like the UK crowd equity market, because without this crowd, there were a lot of brands, a lot of things not being happened. So, the crowd is like, people underestimate the crowd. It's one of the biggest important things

[00:25:58] to build startups and scale-ups right now. Okay. Say I'm just your average guy on the street who's probably considering the share offering. What are the most important commercial or risks they should understand alongside, I guess, the potential financial returns of this whole process? Yes. Yes, I think it's always a risk. That should be really clear for everybody. It's always a risk to invest into a company. But what we're now seeing is that the European market is making profit.

[00:26:28] Ghana is already making profit. So, for sure, it's not going to be an easy ride for the next five to six years. But what we see is we're really adding value to the company because we've shown people what we're doing. We're creating a whole ecosystem. So, I also say when people have some money available that they can miss for the next five to six years, every month is fine. Like from 250 pounds or euro, you can already invest. If you like to see the journey and like to help us, just buy a small share and it helps you. And hopefully in the next couple of years, it might be able to go to twice

[00:26:58] or maybe like four times. We don't know. But we believe it's going to grow. I'd rather have 20,000 people with some small share than for sure the big shares are also fine. But like we already have from the first round a lot of small shareholders, which is really nice. So, this week I get an email from somebody, hey, I bought shares four years ago and I really like the whole journey, what you were doing from day one, from what you were doing then and what you're doing now. So, and like real transparency and also like in the bumpy ride. So, if you follow me on LinkedIn, it's not always easy because for sure things go wrong. But like on the other hand,

[00:27:28] like we are transparent and there's always a way to solve it, in my opinion, when you're an entrepreneur because that's what we do. Like we solve problems and we learn a lot from the next years from doing business in Africa. And I think we want to prove that Africa is a beautiful continent to be an entrepreneur. Thank you for sharing that. And before we go, is there anything that we've probably not discussed or mentioned that you'd like to kind of share with us with regards to maybe the future plans, this new shareholding,

[00:27:56] any expansion ideas that you have in mind? When people are listening to the podcast and you have an idea to help us or network, or we're always open to talk with people who've got knowledge or we've got people with Bumble, like it's always good to talk and also like in other countries because I know that a lot of people in Africa listen to your podcast. Maybe they have somebody in Nigeria or somebody in Ivory Coast, hey, this is a contact or this is the government. We're really open to conversations with other entrepreneurs, but also people

[00:28:25] who knows people in Africa because it's what we now see is all about network. Quote of the week. Building a good role has required persistence through research, fundraising and the practical realities of manufacturing across the continent. As people, we often have quotes, philosophies, proverbs or affirmations that keep us grounded when times are challenging or when times are good. Yes. Do you have one that you can share with us today? My wife will also never ever give up

[00:28:54] because sometimes you feel like, okay, this is a problem and you don't know how to solve it. The next day or like two days later you wake up and hey, you find an idea. So there's always a solution for every problem. That's how you manage. Yesterday, we were buying a lot of electric trucks and I had a meeting with the Chinese lady because like the vehicles coming from China and she said people in Ghana are changing because of the mentality. She said 10 years ago when I walked into the store like nobody was helping me, now they're helping me.

[00:29:23] People are changing in Ghana. People have to see that you can really train the people and that's also what we're doing here in Ghana like in our factory. We train people like the mentality how we want to do it, how to run the factory, how to do it. For example, cleaners. You know in Africa they just throw everything inside. Now we train the people that there's like a big way to do it inside. It's all about training the people on the right mindset and it's working. I see now in the last six months a big change in people, how we run the factory, how we do it. It's beautiful. I'm really proud of what you can achieve

[00:29:53] when you have a mindset together and you can convince the Ghanians into the mindset to do it. That promise can be solved and together with hard working we can really change it. Fantastic. That's a perfect way to end today's conversation. Sander, from today's conversation I think what stands out is replacing an extractive value chain requires industrial capacity, reliable demand, patient capital, competitive production and that's where the value begins and also there's a lot of work

[00:30:22] that is required after you've managed to place all of those elements and functions in place. So it's been an interesting journey for yourself. I'm glad you've come back to share the update and also look forward to joining us again in the future to let us know how things have progressed, how the fundraising has gone, how those new lines have kind of impacted positively the business and the growth. So looking forward to that. Thank you. Thank you for your time and thank you for the nice interview.

[00:30:52] And before we finish, please tell our listeners where they can learn more about the good role and if it's appropriate to them, explore the opportunity of potentially becoming a shareholder in the company. Yeah, so they can go to the website of Republic on the fundraising part you can see our company and if you have any information about the good role you go to thegoodrole.com and there's also like an invest page where you can find everything about sharing and also like to invest and if there's any questions we're also doing a lot of webinars

[00:31:21] so there are a lot of events to talk about this one so yeah. Fantastic and obviously we will share the details in the show notes as well. Thank you. Thank you to everyone who has listened and stayed tuned to the podcast. If you've enjoyed this episode please subscribe, share or tell a friend about it. You can also rate review us in Apple Podcasts or wherever you download your podcast. Thank you and see you next week for the Unlocking Africa podcast.