•Dr Akinade, Founder, Glovis Almonds Group
By Uche Usim
Purpose, resilience and vision are three key words that define Dr. Kayode Akinade, the Founder Glovis Almonds Group
In an exclusive interview with Daily Sun, Dr Akinade said that retreating was never an option whenever he sailed into a tempest because he has solid faith that the darkest night always births the brightest morning for those who believe in God.
He reflected on his life’s journey, from banking to entrepreneurship, revealing how purpose, faith and resilience have shaped his mission to drive financial inclusion in Nigeria and beyond.
Could you lead us into your background—where it all began?
I was born in Kano, Northern Nigeria, into a devout Christian family and raised within the Baptist denomination. From an early age, spirituality played a central role in my life. However, as I matured and became more spiritually aware, I felt an inner longing for a deeper, personal relationship with God—something beyond religious tradition.
That search led me, 26 years ago, to the Living Faith Church, where I encountered a transformative spiritual experience that reshaped my life. Since then, my walk with God has been the compass guiding my personal and professional purpose.
Could you also take us through your career journey in banking?
My journey in the banking industry began 25 years ago, when I joined Standard Trust Bank. Over the years, I progressed through several prominent institutions, including Atlantic Bank, Oceanic Bank, and ultimately Ecobank, where I concluded my commercial banking career.
Interestingly, even as I advanced in banking, I found myself continually seeking divine direction—constantly asking God, “What’s next?” You see, I come from an entrepreneurial background: my father was an actor, and my mother a businesswoman. So, while I had built a solid career in banking, the entrepreneurial spirit was always alive within me.
Throughout my banking years, I approached my roles with that same spirit. I marketed products and served customers with the zeal of someone running their own enterprise. I also brought a natural gift for service—nurtured by my role as the firstborn, where caring for siblings became second nature. That caring spirit translated to my clients; I treated them with genuine respect, often calling them fond titles like “Chairman” or “My Rank,” and many valued that personal connection.
What was the turning point that launched you into entrepreneurship?
The defining moment came in December 2012 during one of our annual spiritual programs at church. My spiritual father, Bishop David Oyedepo, was ministering and prophesying about the rise of giants across sectors—banking, telecoms, and more. On the evening of December 10th, amidst this atmosphere, I had a divine encounter.I heard God speak clearly: “I have delivered to you Micro Vision, God’s Vision, and Global Vision, to be a blessing to your world.” That word answered my question—“What next?”—and birthed a new assignment in my heart. I wrote it down immediately: “Change the world game.”
How did MicroVis Microfinance Bank come into existence?
That same December, while on Christmas holiday, I casually asked a cousin what came to mind when he heard the term “Micro Vision.” His immediate reply was, “Sounds like a microfinance bank.” That was confirmation of what God was impressing upon me.
In 2013, I connected with Dr. Steve—a well-regarded consultant in the microfinance space—who mentored me through certification and regulatory processes. By 2014, we had completed the groundwork, and in 2015, MicroVis Microfinance Bank received its final license.
Interestingly, this wasn’t my first entrepreneurial endeavor. About 15 years earlier, while still in banking, I founded JK Almond Resources—with no conflict of interest, of course. It specialized in trading grains and delivering corporate training in sales, customer service, and project management. That venture gave me my first real taste of entrepreneurship and laid a strong foundation for the transition from banker to business owner. The vision came to me in 2012.
What initial challenges did you face in establishing the bank?
One of the biggest early challenges was getting stakeholders to buy into the vision. After all, I received the vision, others hadn’t, so it was my responsibility to communicate it compellingly.
Between 2013 and 2014, I embarked on a period I call “season of solid engagements.” I developed a comprehensive business plan and spent months in meetings with potential board members and shareholders—first meeting, second, third—until they caught the vision. It took time and effort, but their eventual buy-in became the foundation on which we built the bank.
In Nigeria’s competitive business environment, how do you prioritise investments across sectors?
When we launched in 2015, Nigeria was going through turbulence. It was the first time an opposition party had unseated the incumbent, and business confidence was low. The economy had slowed dramatically.
Yet resilience is born of necessity. In Nigeria, doing business requires grit and an entrepreneurial mindset. I understood from the start that it wouldn’t always be rosy.
We also made sure to recruit early supporters who believed in the journey. Many of our initial customers came from my commercial banking network. More importantly, in a dynamic market like Nigeria, you must have a strong grasp of macro and microeconomic realities—such as delayed payments to contractors, which affect loan repayments, or wider economic downturns that ripple into your business.
Recognising this, we built flexibility into our model and developed a long-term mindset: you stay the course, even when the road gets rough.
I can see you’re diversifying. What role does diversification play in your strategy?
Diversification has been key to our stability. Not all sectors of the economy face challenges simultaneously. For instance, if the real estate sector is struggling, agriculture or services may still be thriving.
So, we diversify both to balance risk and to broaden our talent pool. Some individuals might not be keen on banking, but may excel in hospitality or trading. For example, we once interviewed someone for a banking role but realised he was better suited for hospitality—so we placed him there instead. This flexibility allows us to attract talent and manage risks effectively.
What sectors have you diversified into so far?
In the past decade, we’ve expanded into several sectors. Besides banking, we now have interests in insurance, hospitality, and construction. Each arm offers value to various stakeholders—government, regulators, employees, shareholders—and strengthens the entire group.
What recent innovations or initiatives are you most excited about?
One exciting innovation has been our leadership in grant disbursement. Traditionally, microfinance banks in Nigeria focused on two pillars: lending and liability generation. We saw an opportunity in a neglected third pillar—providing essential services to development agencies.
Today, MicroVis Microfinance Bank is a leading grant disbursement partner in Nigeria. We work with agencies like SMEDAN, ActionAid, Oxfam, and several government entities. Our expertise in this area has brought significant value and is now as vital as our traditional lending activities.
How are you leveraging technology and the digital space to remain competitive?
From day one, we wanted a bank that could serve customers across locations, even if physically based in one.
Despite limited resources, we pursued strategic partnerships with tech-driven firms. One key partnership allowed us to issue ATM cards linked to IBTC, so our customers could transact from anywhere. We also digitised our systems to ensure seamless payments and deposits.
Today, we regularly disburse funds to 100,000+ beneficiaries in a single location, impossible without technology. Embracing digital tools has been essential to scaling our impact.
What is the biggest challenge in attracting and retaining talent across multiple sectors?
Attracting great talent starts with building an organisation known for excellence. I consider our group a “training organisation.” People want to join us because they’ve heard about our employee experience and growth culture.
Of course, this means committing to capacity building—internally and externally. We run regular in-house training sessions and also sponsor external development opportunities. Yes, it increases operational costs, but the long-term benefits far outweigh that.
Some leaders worry about trained employees being poached. My philosophy is different: if we train them and they move on, they’ll always remember us. In fact, many of our alumni proudly share the skills they gained here—which in turn helps us attract more talent.
How does your group approach risk management in today’s unpredictable global economy?
We operate under a comprehensive Enterprise Risk Management Framework that covers operational, external, and internal risks. We also prepare for risks we cannot directly mitigate—like the COVID-19 pandemic.
In fact, our greatest expansion happened during the COVID-19 lockdown. Rather than waste those three months, we held daily virtual strategy sessions with our leadership team. That period birthed a new Foundation focused on social impact, along with other strategic initiatives.
So, even disruptions can become blessings—if you’re prepared and agile.
What is your vision for the next decade and beyond?
I’m excited about the next decade. Every new decade revives vision and opens new opportunities. We’re aiming for bigger licenses and larger-scale impact.
While I won’t reveal everything yet, I can say this: we are preparing to play on a much bigger stage—globally and nationally.
Finally, what keeps you motivated—and how do you maintain work-life balance?
Everything begins with clarity of purpose. If your life is anchored in purpose, your vision becomes clear, and you naturally stay motivated.
Purpose fuels passion. Without passion, work becomes burdensome. Entrepreneurs must also embrace the process. Even God, the perfect Creator, built the world in six days—not one.
For me, life is a project under God. There’s a time to be born and a time to die. What matters most is what you do between those two moments—how you serve, impact others, and glorify God.
I want my life and business to bless others, extend God’s kingdom, and give back to the community. That’s the motivation behind everything we do.