BTC/USDT – LONG
Entry: $61,950
Stop Loss: $60,800
Take Profit: $64,200 – $65,000
Risk Reward: 1:3.1
Confidence Level: HIGH ✅
🔍 Technical Analysis:
* Market Trend: Bullish structure on 4H with recent HH-HL formation
* Multi-Timeframe Confirmation: 4H uptrend, H1 breakout + 15M retest
* Volume Analysis: Breakout volume above 20-candle average
* Candle Pattern: Bullish engulfing off intraday demand zone
* Key Support: $60,500 (validated)
* MA Signal: EMA50 bounce + EMA20 crossover EMA200 on H1
* Expected Duration: 8 – 24 hours
* If TP Hits:
Potential continuation toward $66,500
Watch $63,800–$64,200 as re-entry zone on pullback
* If SL Hits:
Re-entry consideration near $59,800 zone
Wait for bullish engulfing or reclaim of $60,500 with volume
ETH/USDT – LONG
Entry: $3,380
Stop Loss: $3,310
Take Profit: $3,520 – $3,580
Risk Reward: 1:2.6
Confidence Level: MED ✅
🔍 Technical Analysis:
* Trend: Sideways to bullish, H1 showing breakout from triangle
* Confirmation: 1H breakout, 15M consolidation above trendline
* Volume: Spike volume confirms breakout candle
* Support Level: $3,300 as key confluence zone
* MA Confluence: Price reclaim above EMA50 and EMA200
* Expected Duration: 6 – 12 hours
If TP Hits:
Next zone to watch: $3,650
Re-entry possible on bullish retest near $3,420
If SL Hits:
Wait for price to retest $3,250 zone
Look for bullish divergence on RSI + demand candle
SOL/USDT – SHORT
Entry: $155.20
Stop Loss: $157.10
Take Profit: $150.50 – $148.80
Risk Reward: 1:2.7
Confidence Level: HIGH ✅
🔍 Technical Analysis:
* Market Structure: Lower high formed on 4H, 1H breakdown from bearish flag
* Multi-Timeframe Confirmation: 4H downtrend + H1 rejection
* Volume Analysis: Strong rejection with above-average volume on breakdown
* Divergence: Bearish RSI divergence on H1
* Resistance: $157 zone validated multiple times
* MA Resistance: Price rejected at EMA200
* Expected Duration: 10 – 24 hours
If TP Hits:
Room to extend toward $146
Trail stop and monitor order block on $149.50 for re-entry
If SL Hits:
Wait for structure to break above $158
Potential reversal scenario on high-volume breakout + retest
ARB/USDT – LONG
Entry: $0.7360
Stop Loss: $0.7160
Take Profit: $0.7800 – $0.8000
Risk Reward: 1:3.2
Confidence Level: MED ✅
🔍 Technical Analysis:
8Trend: H1 bullish breakout from falling wedge
* Timeframe Confirmation: 4H base forming, 1H breakout confirmed
* Volume Spike: Breakout candle supported by surge in volume
* Key Support: $0.715 demand zone with prior rejection wicks
* MA Signal: Price reclaim above EMA50, pushing toward EMA200
* Expected Duration: 12 – 36 hours
If TP Hits:
Next key level: $0.8200
Possible bullish continuation to $0.85 zone
If SL Hits:
Wait for structure rebuild near $0.6950
Monitor 1H for new breakout or reversal signals
*** Note:
* Only execute these setups after confirmation on your chart and when volume & structure align. Never enter blindly. These are high-probability signals but still subject to real-time volatility and news impact.
* Risk Management Tip: Use fixed % position sizing (1–2% per trade), and never overexpose capital on single bias. Discipline outperforms conviction.
Ideas often emerge to solve problems. What were the initial challenges you faced, and what opportunity did you see in the market? I started building NALA in 2017. It wasn't an easy path; I built, failed, rebuilt, and failed again. In April 2018, we launched a USSD-based app to help users manage mobile money more efficiently. It didn’t perform well. However, we reached number one on the Play Store in Tanzania, and then we received a cease and desist letter from the country's largest telecom operator, accusing us of stealing customer PINs. Around the same time, I was called in by the central bank to explain how our technology worked. It was a frustrating moment, especially as a young innovator, around 24 or 25 years old, trying to solve real issues. How did you manage to shift from a mobile money management app to international remittances? Pivoting was challenging; no one likes to fail. Moving from domestic payments to cross-border remittances was a tough decision, especially since I had never lived in the UK before. But then the COVID-19 pandemic hit, and we began seeing a global shift: more people preferred digital channels for sending money. That’s when I noticed two important trends. First, population growth in Africa and Asia was accelerating. Africa has about 1.2 billion people and is expected to reach 2.5 billion by 2050, with the world's largest workforce. Asia showed similar patterns. Second, with population growth comes increased migration. Every year, approximately 1.6 million Indians and 1.1 million Africans leave their home countries in search of opportunities abroad. And when people migrate, money follows, along with trade. We realized there was a massive opportunity to build a financial infrastructure that serves this global movement of people and money. Today, NALA is one of the largest remittance companies in Africa. We handle over $1 billion in annual transfers to Africa and Asia. More importantly, we are contributing meaningfully to local economies. There have been conflicting reports regarding Nala's decision not to base operations in Tanzania. What's the real story? People say what they want because it sells. It's frustrating to see misinformation, especially when no one asks for my side. I did apply for a license in Tanzania—it just took longer than in other markets. When you raise foreign capital, investors expect results. We got approval faster in Kenya with a letter of no objection from the Central Bank, so we launched there first. That's just business. Kenya also has stronger tech talent. Today, we do have an office in Tanzania and local employees. But Nala doesn't have a single headquarters. If we go by revenue, the U.S. would be our HQ. By headcount, it's the UK. By impact, it's Africa. We operate in 11 countries in Africa, 19 in Europe and North America, and four in Asia. We have an office in Nairobi for several reasons. One is that the UK is where we started, and the first country that gave us permission to send money to was Kenya. While I was waiting for approval from Tanzania's central bank, we received our license in Kenya, so that's where we had to build our support base, as the number of customers was growing rapidly. It took about a year and a half to get regulatory approval in Tanzania, but only two to three months in Kenya. As a tech company, time is your enemy, and speed wins. Another reason we built a customer support base in Kenya is language. In Tanzania, English proficiency isn't as widespread as it is in Kenya, so hiring staff with the required level of English would have been much more expensive. My decision was based on market dynamics, customer growth, and language efficiency. Some government representatives have claimed to be in talks with you to bring Nala home. What's your response? A lot of them are lying. I hear claims being made in Parliament by people I've never even met. If someone really wants to solve problems, they can just call me. Let's solve it together. You entered a remittance space dominated by companies such as Western Union and MoneyGram. What gave you the confidence to take them on? I was told not to do this business many times. I've got emails and WhatsApp messages warning me I'd fail. But I had a team that believed in the vision. We decided to try. If it worked, great. If it didn't, at least we tried. Too many people just talk and never launch. Truth is, we could still fail. I tell my team all the time: we're still a small company with a long way to go. What gave you the conviction that this could work? I pray. But full conviction is impossible; you can always be wrong. Indecisiveness, however, is too expensive. I ask God for wisdom, strength, and understanding. Then we give it our best. As long as you know you tried your best, you're already closer to success. Nala is known for blending local market expertise with global experience. What does that look like practically? Talent and opportunities are everywhere. What gets interesting is when you bring together someone who's worked in mobile money in East Africa, someone from digital banking in London, and someone from Singapore. When you put them in the same room, something magical happens. It stimulates creativity and problem-solving in a way that's really customer-focused. That's what excites me about how we're building Nala. Let's talk about the talent gap in tech and financial services across Africa. How much of a challenge is this for your business, and is the situation improving? I don't think we take software engineering or computer science seriously enough in Tanzania. If I were in the Ministry of Education, I'd make it mandatory in the school syllabus from an early age. Not everyone will love it, and that's okay, but we need to stimulate minds early on. Also, we need to create policies that bring talent into Tanzania. Look at the UK's Tech Nation visa or what Dubai is doing with digital nomad visas. They bring in smart people who raise the average quality of local talent. Tanzania needs to move in that direction if we want to become competitive in tech. Africa continues to lose tech talent to Western markets that offer higher pay. How do you respond to that dynamic? I think more people should leave Africa for better opportunities abroad. We don't have enough local jobs. Take Kenya, for example. Its biggest export is tea, around $1.2 billion in 2023. But Kenyan diaspora sent back $4 billion in remittances in the same year. So is talent Kenya's greatest export? Possibly. We should view migration as an opportunity, not a loss. Doesn't this migration risk widening the local talent gap even further? Not necessarily. You can solve it in other ways. Bring in global talent with digital nomad visas. Offer tax incentives. These people will spend locally and raise the level of discussion and skill-sharing. If they live in Tanzania, they'll go to local hackathons, tech meetups, and share knowledge. That's how ecosystems grow. What is your view on Tanzania's updated foreign policy and the introduction of special status for the diaspora? I know it's a sensitive topic, but I believe Tanzania should enable dual citizenship. I've seen the impact of this across the markets we work in; Uganda has dual citizenship, so does Kenya. It enables more trade and investment back home. Special status is a step forward, but the real question is: how do we get Tanzanians abroad to build more businesses at home? From January to June this year, African startups raised around $1 billion in VC funding, but Tanzania didn't feature prominently. Why are we missing from that narrative, and what needs to change? There are several systemic issues. Do we have scaled tech companies? Do our policies support founders? Do we have an ecosystem that helps startups grow? Most people blame regulation, but it's more than that. One big issue is language, English. Most software is in English, but we teach it too late in our public schools. Compare that to Kenya, where English is introduced much earlier. Language builds trust. If a Tanzanian founder struggles to express themselves during a pitch, it affects investor confidence. That needs to be addressed at a national level. There's been concern about startup founders losing equity with every round of funding. What's your take? Raising debt is tough, and people have lost a lot of money trying. At NALA, all the fundraising we've done so far has been equity-based, which means my shareholding has reduced with each round. Today, I'm no longer the majority shareholder. That said, we're considering our first debt round this year. Are you worried about losing control of the company? There's always a risk, not just in Africa, but globally, and not just in tech, but in every kind of business. It's tough. I've seen friends who spent 10 to 15 years building companies and ended up with almost nothing. That's a reality we face. The key is alignment, with your board, with your team. Everyone must be on the same page. How difficult is it for startups in Africa to raise capital? It's very difficult. Raising money isn't the reward. When we raised $40 million last year, one of my board members told me, "Benji, the chef doesn't celebrate getting ingredients. What matters is what you cook." Raising capital in Africa is tough. Many investors associate the continent with instability, war, and disease. You have to constantly work to change that perception and build trust. When you take investor money, it's not charity; it comes with pressure and expectations. Every boss has a boss, and I do too. Honestly, my hardest market in Asia was easierSyndigate.info).
Dar es Salaam. Tanzania is being encouraged to implement deliberate economic policies aimed at creating dollar billionaires and enhancing its global economic influence. According to a new wealth report, the country currently has only one dollar billionaire and a limited number of high-net-worth individuals. The Africa Wealth Report 2023 indicates that Tanzania has 2,400 individuals with a net worth exceeding $1 million. Out of these, only six have assets above $100 million, while the country has just one billionaire despite being the second-largest economy in East Africa. Also read: 435 Tanzanians join the billionaires' club - The Citizen Tanzania While the number of millionaires has risen by 20 percent over the past decade, economists believe this figure could be much higher if the country had strategic policies to support fast-growing local investors capable of expanding into international markets. "The government could significantly boost some of our wealthy entrepreneurs by matching or even partially matching their capital. That alone could reduce our reliance on imports," said Dar es Salaam-based entrepreneur Amina Salum. Experts cite the United States and China as examples of countries that have used state support to create global economic powerhouses. In 2024 alone, the US government allocated over $180 billion in subsidies to domestic companies. Firms such as Boeing, Intel, Amazon and Tesla have benefited from subsidies, tax exemptions and government-backed loans to support research, manufacturing and exports. Such policies have enabled the US to remain a global tech leader, create millions of jobs and use multinational corporations as ambassadors of national influence. China, through institutions like the China Development Bank, has extended low-interest loans and subsidies to companies such as CCCC and China Railway Engineering Corporation, enabling them to execute infrastructure projects across Africa and Asia. Backed by their government, these companies have expanded aggressively, securing contracts in many countries, strengthening China’s global economic influence. Level playing field no longer enough Tanzania has long promoted a “level playing field” approach for all businesses. But analysts say this neutral policy risks holding back local firms with the potential to create wealth and export influence. "Tanzania needs a strategy to support businesses that have proven capacity to create jobs, grow exports and increase tax revenues," said Prof Abel Kinyondo, an economist at the University of Dar es Salaam. He said targeted support could include direct financial subsidies, time-limited tax relief to reduce operating costs and credit guarantees to help companies access large-scale capital. "Strategic preferential treatment works. Ethiopia is already applying it in aviation. Their national airline is now among the best in Africa because it enjoys specific government support," he said. Prof Kinyondo emphasized the need for strong oversight and transparency, saying only experienced, high-performing entrepreneurs should be considered for such support. Another economist, Prof Dickson Pastory of the College of Business Education, said empowering local investors can also enhance national security by reducing dependency on external suppliers for essential goods. "For crucial sectors, supporting domestic production guarantees supply. It also improves Tanzania’s competitiveness in the global economy," he said. While financial subsidies may be challenging for developing countries, Prof Pastory said tax exemptions could achieve similar results. "Reducing tax burdens allows businesses to expand and create more jobs, ultimately boosting national GDP," he noted. BoT support mechanisms already in place The Bank of Tanzania (BoT) has on several occasions expressed willingness to support local businesses through the Export Credit Guarantee Scheme (ECGS) and the SME Credit Guarantee Scheme (SME-CGS). These aim to help private-sector players with bankable projects access financing even when they lack sufficient collateral. In June 2023, at the height of the dollar shortage, BoT governor Emmanuel Tutuba said the central bank had taken steps to encourage domestic production and promote import substitution. He said the BoT board had visited several strategic sites to assess opportunities to boost exports and foreign exchange earnings. "We wanted to know what investors need to scale up production and exports, especially in terms of financial support." Provided by SyndiGate Media Inc. (Syndigate.info).
