Nigeria’s digital economy is expanding at a pace, but its true strength lies not just in apps, platforms, or headline-grabbing innovation. It rests on the less visible backbone of infrastructure, skills, and institutions that determine who is included and who is left behind.
For Joel Egbai, managing director and chief executive officer of Edgebase Technologies, technology inclusion begins with building resilient systems and local talent capable of supporting businesses, public services, and financial access at scale. In this interview with BusinessDay’s Chinwe Michael, Egbai reflects on Edgebase’s 20-year journey and explains why digital infrastructure, when built to global standards but grounded in local realities, has become one of Nigeria’s most important tools for broad-based economic participation.
Looking back at Edgebase’s journey, what was the pivotal moment or strategy that transformed the company into a leading IT infrastructure provider in West Africa?
When I look back, the defining moment for Edgebase was when we stopped thinking of ourselves as a technology startup and began deliberately building a long-term institution.
That shift happened across three key areas. The first was people. We realised very early that while technology can be replicated, talent cannot. So we became intentional about investing in our people’s developing skills, aligning teams to a shared vision, and building depth rather than depending on a few individuals. That decision fundamentally changed the quality, consistency, and reliability of what we delivered to clients.
The second was a partnership. We asked ourselves a difficult but important question: were we building a company for short-term wins, or one focused on impact and legacy? Once that became clear, we pursued credible global OEM partnerships with companies that shared our values around standards, accountability, and long-term thinking. Those partnerships elevated how we operated and positioned Edgebase not just as a service provider, but as a trusted infrastructure partner.
The third pillar was client-centricity. We shifted our focus from transactional delivery to a deeper understanding of client environments, business priorities, and long-term objectives. That focus shaped our solutions and allowed us to grow sustainably. The combination of people, partnerships, and client focus is what transformed Edgebase into what it is today.
How do you reconcile global technology standards with the operational realities of West Africa, such as cost constraints, infrastructure gaps, and connectivity challenges?
We start from the belief that global standards and local realities are not in conflict they are complementary. Global OEM standards provide reliability, security, and long-term viability. Our responsibility at Edgebase is to translate those standards into solutions that actually work in West African environments.
That means designing with context in mind. Power instability, connectivity limitations, cost sensitivity, and the operational capacity of local teams all influence how systems should be deployed. We don’t deploy technology simply because it is available or fashionable; we deploy what is appropriate.
Our OEM partnerships give us access to world-class platforms, but our local expertise allows us to right-size those platforms. This could mean modular deployments, phased rollouts, hybrid architectures, or tailored support models that fit real budgets and real infrastructure. The outcome is technology that meets international benchmarks for performance and security while remaining practical, scalable, and sustainable locally. That balance is what has allowed us to deliver consistent value across West Africa for two decades.
Talent development has been highlighted as a strategic priority for Edgebase. What initiatives have been most impactful, and how do you measure success?
For us, talent development has never been a CSR initiative; it is a core business strategy. The most impactful programme has been our structured talent pipeline, which takes young engineers from foundational training through real-world infrastructure deployment and long-term career progression.
We emphasise hands-on exposure early. Young engineers work alongside senior professionals on live enterprise environments—networks, data centres, cloud, and security projects. That practical immersion is where real capability is built.
We measure success in very concrete ways. First is retention and progression—how many of these young engineers grow into senior, lead, or specialist roles within Edgebase or across the ecosystem. Second is delivery impact: are they trusted to work on mission-critical projects? Third is client confidence. When clients request specific Edgebase engineers by name, that tells us the model is working.
Many of our current technical leads and project managers came through this same pipeline. That continuity, where today’s mentors were once trainees themselves, makes the system sustainable and authentic.
Which operational or structural challenge has posed the greatest test to Edgebase over the years, and how have you addressed it?
All the challenges, power, foreign exchange, and skills are real. But if I had to identify the most difficult, it would be the skills gap. Power instability can be engineered around through redundancy and alternative energy planning. Foreign exchange volatility requires disciplined financial planning and local sourcing. But talent takes time to build.
Without the right skills, even the best infrastructure and funding cannot deliver value. Our response has been practical rather than theoretical: heavy investment in local talent, modular and resilient system design, and partnerships that allow us to localise global solutions.
At an industry level, building a resilient digital economy requires closer collaboration between government, industry, and academia to align training with real infrastructure needs; incentives for local manufacturing and support to reduce FX exposure; and designing infrastructure with volatility in mind. Resilience doesn’t come from eliminating risk, it comes from building systems and institutions that can operate despite it.
How have client expectations, project financing, and service delivery evolved over the past five years under macroeconomic pressure?
The past five years have forced a shift from transactional selling to true partnership. When economic pressure rises, alignment becomes critical—helping clients distinguish between what is essential, what can be phased, and what can wait.
From a delivery perspective, we restructured projects to be modular and scalable. Rather than large upfront deployments, we worked with phased implementations that deliver immediate operational value while preserving long-term architecture.
In terms of financing, we became more flexible without compromising our standards. This involved leveraging OEM support programmes, alternative commercial structures, and longer-term planning to help clients manage cash flow responsibly.
Most importantly, we protected service quality. In uncertain periods, reliability and trust matter more than ever. We doubled down on support, communication, and performance. That approach didn’t just sustain relationships it deepened them. Clients remember who stood with them during difficult cycles.
Read also: https://businessday.ng/technology/article/experts-urge-gen-z-to-blend-ai-skills-with-human-intelligence/
With AI-driven infrastructure, edge computing, and green data centres emerging, how is Edgebase positioning for the next 20 years?
Our focus is not on chasing every emerging technology, but on investing in those that solve real problems in our environment.
First is AI-driven infrastructure—not AI as a buzzword, but AI embedded into operations: intelligent monitoring, predictive maintenance, security analytics, and automation. These are critical for running a reliable infrastructure where downtime is costly, and resources must be optimised.
Second is edge computing. Across West Africa, latency, connectivity reliability, and data sovereignty make edge architectures essential. We are already designing systems where compute and intelligence sit closer to where data is generated, reducing dependency on constant connectivity.
Third is sustainable infrastructure. Green data centres and energy-efficient designs are no longer optional. With power constraints and rising energy costs, efficiency and alternative energy integration are becoming core design principles.
To lead in these areas, we are investing in advanced training, deeper OEM partnerships, and reference architectures that can scale locally. Our goal is to ensure clients are prepared to adopt these technologies confidently as they mature.
Cybersecurity is increasingly critical for businesses in Nigeria. How does Edgebase approach this challenge?
Cybersecurity is no longer a standalone function—it is embedded into how infrastructure is designed and operated.
Internally, we focus on governance, continuous monitoring, and disciplined access control, supported by a strong security-aware culture. We assume breaches can happen and design systems to detect and contain them quickly.
For clients, we take a layered, risk-based approach. We start by understanding the business environment and threat exposure, then design security architectures that combine prevention, detection, and response. Our OEM partnerships provide access to proven platforms, global threat intelligence, and international standards, ensuring accountability and trust.
Consistency is key. Cybersecurity trust is earned over time, through disciplined processes and reliable delivery.
Beyond infrastructure delivery, how does Edgebase measure its socio-economic impact?
Our impact is embedded in our operations, not isolated CSR projects. Over 20 years, we have trained and employed hundreds of engineers and professionals, many of whom are now leaders across the technology ecosystem. That talent multiplier effect is one of our most enduring contributions.
We also work deliberately with local SMEs, subcontractors, integrators, and service partners, helping them access enterprise-grade projects and global standards. Several of these partners are now independent, sustainable businesses.
In digital inclusion, our impact is reflected in our clients: hospitals with reliable systems, financial institutions with enhanced resilience, and enterprises that can operate securely and efficiently. We track success through retention, career progression, local vendor participation, and repeat client trust. Continuity is the strongest evidence of impact.
Finally, as Nigeria’s digital economy grows, what principles should guide the development of resilient IT infrastructure?
Technology infrastructure is no longer a back-office function—it is national and economic infrastructure. As digital adoption accelerates, reliability, security, and local capability become strategic assets.
This requires long-term thinking: investing in people, operating to global standards, and building institutions that can sustain systems over time. For Edgebase, the next chapter is about continuity and responsibility, deepening local expertise, strengthening trusted partnerships, and ensuring technology serves real economic and social outcomes.
Resilient digital economies are built by companies willing to invest locally, think long-term, and operate globally. That is the role we remain committed to playing.
