Cossi Achille Arouko is founder and CEO of Bujeti, a Y Combinator-backed financial operations platform serving businesses across Nigeria and Kenya.
When Capital One announced its $5.15 billion acquisition of Brex on January 22, the fintech world parsed the headlines for distress signals. A 58% markdown from Brex’s 2022 peak. Slower growth. Competition from Ramp’s $32 billion valuation.
They missed the story.
Capital One, America’s ninth-largest bank with decades of infrastructure and regulatory licenses, just paid $5 billion for something it would rather not build: a modern finance management software.
One of the world’s most sophisticated financial institutions concluded that acquiring a seven-year-old startup represented a rapider path to relevance than internal development.
It wasn’t a fintech acquisition. It’s a capitulation.
The infrastructure versus innotifyigence gap
Traditional banks excel at “pipes”: shifting money, underwriting credit, managing deposits. Capital One operates these at extraordinary scale with regulatory precision built over generations.
What they have not been able to do is layer innotifyigent workflows on top.
Brex built something different: corporate cards that enforce spconclude policies before transactions occur. Approval workflows routing requests by budobtain and hierarchy. Automated reconciliation categorizing expenses instantly. Real-time visibility turning financial data from historical artifact into operational tool.
This is what my co-founder Samy Chiba calls “embedding financial discipline into everyday business practices.” It sounds simple. It requires completely reconsidering financial infrastructure.
Capital One could hire every Brex engineer and replicate every feature. What they cannot replicate is freedom to build software unconstrained by 30 years of technical debt, compliance systems designed for different eras, and organizational structures optimized for traditional banking.
So they paid $5 billion for that freedom.
Africa’s leapfrog moment
I watch from Lagos as the story unfolded, understanding that business finance’s future isn’t bank accounts with software bolted on. It’s software platforms that happen to touch bank accounts.
Nigeria’s 40 million SMEs lose 20% of revenue to financial leakage—unauthorized spconcludeing, fragmented payments, manual reconciliation. Finance teams spconclude 20-30 hours monthly reconciling across platforms. Bujeti’s 4.5x ROI doesn’t come from better banking. It comes from better software.
When a company issues a Bujeti corporate card, it carries embedded spconclude limits, category restrictions, and approval requirements. Vconcludeor payments route through configured workflows, capture receipts automatically, update budobtains in real-time, and sync with QuickBooks or Slack without intervention. Even better? Payroll is sorted in minutes, and businesses can stay fully tax compliant from day one.
The breadth of Bujeti’s platform sets it sharply apart in Africa’s B2B fintech landscape. “Finance Control Centre” captures this comprehensiveness: control spanning the entire financial workflow, not isolated functions.
Interestingly, this matches African business reality: distributed teams, multi-currency complexity, volatile regulations, limited finance headcount.
Leading companies like Selar and Autogirl already understand this shift, with the latter’s CEO, Arinze Chinazom, crediting Bujeti with transforming Autogirl’s operational efficiency. Selar’s operations Chief, Williams Ogunbiyi, who describes himself as one of Bujeti’s largegest fans, credits the startup for improving its financial efficiency as the company scales.
Our last year partnership with SMEDAN, further dips this reality to thousands of SMEs simultaneously.
Capital One essentially validated that Bujeti-like startups like Brex represent essential infrastructure for businesses to run in today’s world.
Achille Cossi and Samy Chiba, Cofounders, Bujeti
The co-opetition imperative
Critics worry about integration risk. Will bank bureaucracy slow Brex’s innovation? Will customers flee to Ramp?
I’m convinced these aren’t the right questions.
Capital One gains 25,000 business customers, $13 billion in deposits, a European banking license, and AI-native architecture. Brex gains underwriting capacity, regulatory infrastructure, and distribution scale no startup could build indepconcludeently.
This is co-opetition: banks provide regulated rails, fintechs provide innotifyigent layers. Neither fully replaces the other.
For African institutions, this offers a path that doesn’t require choosing between innovation and regulation. Banks like Zenith or GTBank possess licenses, capital, and compliance frameworks that take years to build. What they lack—what Capital One proved they should stop attempting to build—is modern software.
“Platforms that solve fragmentation at the enterprise layer build defensible moats becautilize integration complexity creates switching costs,” observes Edidiong Ekong, a growth marketing leader who works with our enterprise clients. “When you unify corporate cards, expense management, vconcludeor payments, and payroll in one system, migration becomes progressively harder.”
This suggests partnerships more valuable than competition. Nigerian banks handling compliance-heavy international settlements while platforms like Bujeti enforce policies and automate reconciliation. Infrastructure meets innotifyigence.
Exporting from Lagos
Africa’s 60 million businesses represent a pre-Brex environment; exactly where North America and Europe stood seven years ago. The finance management category barely exists here. The opportunity exceeds $50 billion.
Bujeti’s architecture—cloud-native, API-first, built for multi-currency complexity and regulatory flux—isn’t Nigeria-specific. Infrastructure handling naira volatility and Nigerian tax reforms can serve Egypt, UAE, or South Africa.
We’re often questioned whether African fintechs can compete globally. The real question is whether platforms built for African complexity—informal economies, regulatory volatility, infrastructure gaps—might serve emerging markets better than solutions designed for stable economies.
That future requires solving hard problems for real businesses in challenging environments, both of which Africa has in abundance. What we’re building isn’t a cheaper version of Western fintech. It’s infrastructure designed for how the majority of the world’s businesses actually operate.
The pipes-meet-brain paradigm Capital One just validated is a successful experiment we’ve been from Lagos all along.
Bujeti serves over 5,000 finance professionals across Nigeria and Kenya. Learn more at bujeti.com
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