Driving Africa’s Logistics Transformation
Mohammed Akoojee is the CEO and Managing Director of DP World Africa, where he leads operations across more than 50 markets on the continent. With a career spanning banking and logistics, he plays a pivotal role in shaping Africa’s trade and supply chain landscape. Passionate about unlocking the continent’s potential, Mohammed was with Investec between 2006 and 2009 in corporate finance, where he gained formative experience that helped shape his career trajectory.
1. Please unpack your current role.
I head up the Africa business for DP World, where I’m the CEO and Managing Director for DP World Africa. We have operations across more than 50 markets on the continent, with businesses spanning ports, logistics and market access. Through these, we touch the lives of many people across Africa. We provide end-to-end logistics and distribution solutions for customers looking to access Africa as a future growth market. Our purpose is to enhance infrastructure and logistics across the continent by improving efficiency and reducing costs. Logistics in Africa can be up to three or four times more expensive than in other parts of the world, so our focus is on integrating landside logistics with ports to eliminate complexity, reduce inefficiencies and bring down both cost and time. Ultimately, this contributes to economic growth. A lot of cost and wastage sits within supply chains, and if that can be reduced, it can be reinvested into the economy — driving growth and job creation.
2. As a bit of a sidebar, would you say the logistics sector has been brought into sharper focus recently, particularly given the impact of geopolitical tensions in the Middle East on global supply chains?
Absolutely. And it’s been the case for a number of years now. During the Covid-19 pandemic, we saw major global supply chain disruptions, and we’re seeing similar pressures again with the current situation in the Middle East, particularly around the Strait of Hormuz. These events have significant knock-on effects across global supply chains. It’s not ideal — there are inflationary pressures and challenges around product availability — but within that disruption lies opportunity. If we can identify new trade corridors and alternative routes, we can find more efficient ways of moving goods into and out of the Middle East, Africa and other regions, which ultimately benefits customers. Over the longer term, there are also positive implications. Businesses are starting to diversify their supply chains away from traditional hubs, which creates opportunities for regions like Africa. With the right infrastructure and strategic locations, parts of Africa can emerge as viable alternative hubs. We’re already seeing this play out. With current global disruptions impacting certain routes, more vessels are routing via the Cape of Good Hope into Europe, which increases the utilisation of African ports within global supply chains. So, while there is a lot of uncertainty and complexity, there is also significant opportunity.
3. What do you like most about this stage of your career?
For me, it’s about having a clear sense of purpose and being in a role where I can make a real difference to people’s lives. Many organisations know what they do and how they do it, but the “why” is what really matters. I’m very passionate about Africa. When you look at the history of the continent, there’s a sense that more could have been done, and I believe businesses like ours have a responsibility to help change that narrative. Being able to contribute meaningfully to that is incredibly fulfilling. Knowing that what I do has a real impact on people’s lives is what motivates me every day.
4. Looking back, what have been two or three defining milestones in your career journey?
There have been a few and some of them were shaped not only by my own actions, but also by the people around me, and the opportunities that came my way. Becoming a chartered accountant was one of the first. I had initially wanted to study medicine but couldn’t get into medical school, so I pursued accounting instead. At the time, it felt like a setback, but in hindsight, it was one of the best things that could have happened to me. Getting into banking was another major milestone. That experience ultimately led me to Imperial, which became a significant part of both, my career and my life. I joined Imperial at a young age and grew with the business over time. Another defining moment was when Imperial was acquired by DP World. Building a company over many years to the point where it becomes attractive to a global multinational was a major highlight. It marked the beginning of a new phase — integrating logistics and ports and taking the business to the next level. I’ve also been fortunate to work with exceptional leaders throughout my career, including during my time at Investec. People like Investec’s Stephen Koseff had a profound impact on me — his entrepreneurial spirit and leadership style were both authentic and inspiring. Similarly, at Imperial, I had strong mentors who helped shape both, my career and who I am as a person. People like Hubert Brody, Mark Lamberti, and Marius Swanepoel.
5. You were with Investec between 2006 and 2009. How would you describe your time there?
It was incredible. I joined from Deloitte and Nedbank, and the difference in culture, style and approach was significant. It was very much a “sink or swim” environment. You were expected to push beyond your weight, take initiative and perform at a high level. It was highly entrepreneurial, and ultimately, you got out what you put in. The structure was flat. There were no titles on business cards and even senior leadership, including Stephen, sat in open-plan offices. That accessibility created a very different dynamic — as a young M&A executive, you could get direct calls from leadership, which you wouldn’t typically experience elsewhere. You were encouraged to take risks and, importantly, to learn from mistakes. As long as the mistakes weren’t significant, they were seen as part of the learning process. Because Investec was a smaller bank at the time, it was always punching above its weight, often doing deals others wouldn’t, which created incredible learning opportunities.
6. How did your time/role/experience at Investec influence what you did after?
I learned a great deal at Investec — particularly around investment banking, corporate finance and how to structure and execute deals. Because of the entrepreneurial environment, you were exposed to the full deal lifecycle, even at a junior level. In my first year, I was already running transactions from start to finish, engaging directly with CEOs and leading deals, rather than just doing back-office work. That level of responsibility built a huge amount of confidence, and the skills I gained — from valuations and negotiations to legal structuring and managing transactions — were invaluable. Without those four years at Investec, I don’t believe I would have been able to transition into Imperial and add value in the way that I did. When I moved to Imperial, I was able to apply that experience directly. The key difference was that at Investec you do deals for clients, whereas at Imperial you’re doing deals for your own balance sheet — so the decisions you make stay with you. That required a different level of accountability. At that time, Imperial was going through a major reshuffle. We were buying and selling businesses, and restructuring. So, it was the perfect opportunity to apply one's skills. I can never forget what Investec meant for my career. It was only four years, but four very important years.
7. Was there a key moment or particular challenge at Investec — or beyond — that significantly shaped you as a leader?
One challenge for me was navigating aspects of the culture on the social side as I’m naturally quite conservative. - some of the social aspects of the culture were quite different from what I was used to. That said, I found ways to build relationships that were authentic to me. It taught me that you can still connect with people and build strong networks in a way that aligns with your personal values. There was also a point where I felt my career might be reaching a ceiling. Because of the flat structure, it wasn’t always easy to see a clearly defined career path and you sometimes found yourself questioning what the next step would be — whether you would remain in corporate finance and investment banking indefinitely. To be fair, at that stage the organisation was still evolving and structured career development wasn’t as formalised as it might be in larger institutions. Over time, I think there was a growing realisation that as the business expanded, attracting and retaining talent would require more defined development pathways. But in those earlier years, the focus was very much on deals and performance — that was the nature of the environment at the time.
8. What is one decision or risk you took that fundamentally changed your career path?
Leaving Investec to join Imperial was one of the biggest risks I took. At the time, I was well established at Investec and working on major accounts, including Imperial itself. I was in a strong position within investment banking, so stepping away from that to join another corporate was a significant decision. Looking back, it was absolutely the right move, but at the time it was a big risk. I consulted with my father at the time and he encouraged me to take the opportunity. I was really enjoying my time at Investec, but he had a particular view on banking. When I explained what I was doing, he said it felt more like being an intermediary — “a middleman” — and suggested I consider working within a business where I could be closer to the core operations. He encouraged me to join a company like Imperial, where the business was more tangible and easier to understand. I remember pushing back, saying he didn’t fully understand banking, and he acknowledged that — but added that perhaps that was exactly his point. His advice was simple: take the opportunity. At the time, I was still young and relied heavily on his guidance. He played a significant role in my life, right up until he passed away, and that conversation has always stayed with me. I wasn’t entirely ready to leave Investec, but in hindsight, it was the right decision, and his influence played a big part in that move.
9. What specific skills, values, or relationships developed at Investec continue to influence how you lead today?
The entrepreneurial mindset, the willingness to take calculated risks, and the emphasis on performance all had a lasting impact on me. Equally important were the relationships and the leadership I was exposed to. Working with people like Stephen Koseff and being part of that environment shaped how I think about leadership — being accessible, being authentic, and empowering people to take ownership.
10. What advice would you give ambitious professionals who want to build a meaningful and successful career?
There are two key pieces of advice I always share. The first is: in your early career, choose the boss, not the job. Don’t just focus on the role — focus on who you’ll be working for. If you have the right leader who is invested in your development, that will shape your career far more than the job itself. The second is: if you’re unsure about your career path, start in banking. It’s a fantastic industry in which to build a foundation. You learn about businesses, industries and how the financial system works. Every industry needs capital and through banking you gain exposure to all of them. The knowledge and network you build in banking are incredibly powerful and give you a strong platform to explore other opportunities later in your career.
11. What are your thoughts on the Investec Alumni platform and are you using it in a business capacity?
I think it’s a great platform. It allows you to stay connected with former colleagues and I still have many connections within Investec. I use it both from a personal and a business perspective — attending events, reconnecting with people, and also exploring potential business opportunities. It’s a great way to maintain relationships and continue engaging with the Investec network beyond your time at the organisation.