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An Interview with Ibukun Opeke, Deputy Chief Operations Officer, Sunbeth Global Concepts
As global demand for African agro-commodities increases, companies operating across borders must navigate varying regulatory frameworks, supply chain structures, and market expectations.
In this conversation, Ibukun shares practical insights from Sunbeth’s regional expansion, the realities of sourcing across West and Central Africa, and how the company builds reliable, traceable supply chains while operating across diverse markets.
Q: Tell us about your journey in agro-commodities. What drew you to this sector, and what keeps you passionate about it?
A: My journey in agro-commodities started with a strong family foundation. Growing up as the daughter of a cocoa merchant, the industry was somewhat part of my daily life. I learned the basics of the trade long before I entered the professional world.
When the opportunity at Sunbeth was presented, I knew it was the right move for me. I was genuinely inspired by the way Sunbeth handled its operations, and I saw it as the perfect chance to take my early knowledge, learn and apply on a much larger scale. I wanted to understand the industry from the inside of a high-performing system.
Today, my focus is on the results of that system. I believe that professional sourcing and reliable market access are the most important tools we can give farmers. Seeing the clear, positive results that come from a well-organized operation is what keeps me motivated every day.
Q: What’s happening in the agro-commodity landscape that made regional expansion a necessity for Sunbeth?
A: Diversification: demand for African origin agro-commodities continuesto grow, but expectations around sourcing have evolved.
Our sourcing experience and expertise across Nigeria exposed us to what it takes to run the business beyond a single market and highlighted the opportunity to connect local farmers to international markets more effectively. We already had traceability and sustainability systems working in Nigeria, and regional expansion allowed us to extend those systems into other sourcing origins.
We also want to diversify our sourcing risks; because Sub-Sahara Africa is still leading relatively when it comes to quality and quantity of cocoa beans globally.
Q: How do you assess when a market is ready for entry, especially across such different environments?
A: When assessing a new market, we start with fundamentals such as product quality and underlying demand. African markets are well recognised for the quality of their cocoa, which makes them strategically important sourcing origins. However, market readiness goes beyond product attributes.
For us, readiness is ultimately about relationships, credibility, and alignment of standards. African markets are generally open to new entrants when partners demonstrate strong systems, a long-term commitment, and respect for local regulatory frameworks. At Sunbeth, our operating discipline, governance structures, and long-term outlook help us engage effectively with regulators, suppliers, and prospective employees. Initiatives such as the African Continental Free Trade Area (AfCFTA) help create a clearer regional trade vision, but successful entry still depends on operational discipline and institutional alignment on the ground.
For instance, in Ghana, securing a direct licence from the Ghana Cocoa Marketing Company required us to demonstrate robust systems, reliability, and compliance. Being the first Nigerian company to receive that licence was the result of deliberate preparation and reflected the level of institutional trust we had built.
Q: What challenge blindsided you during expansion, and what do people most underestimate about operating across African markets?
A: One major challenge was adjusting to differences in supply chain structures. We are very familiar with the Nigerian cocoa supply chain, but Cameroon’s system operates differently, and understanding how it works took time.
Language was another factor, particularly in Francophone markets, and we prepared by hiring English- and French-speaking staff. Compliance requirements, including EUDR, add complexity, and some parts of the supply chain are still adapting.
Travel time to Cameroon is also a challenge. While AfCFTA provides a framework for easier trade, the practical realities of mobility continue to affect how quickly teams and decisions can move across markets.
Q: How do you maintain Sunbeth's identity while adapting to different business cultures across African markets?
Our core values remain consistent across all markets. Trust, quality, and reliability guide how we work with banks, buyers, suppliers, and farmers across the value chain.
What changes is how we operate day to day. While we replicate our structure, we adapt it to local cultures, regulations, and business norms. Flexibility is essential, and hiring is a key part of that. We make sure the people we bring on share our values and can apply them effectively within their local context.
Q: What makes supply chain management uniquely challenging in Africa, and how central is sustainability now?
A: Supply chain management in Africa is uniquely challenging, largely due to infrastructure gaps that drive wide variations in logistics costs across markets. In countries such as Cameroon, it significantly increases operational complexity and require disciplined planning and strong on-ground execution to remain efficient.
Sustainability and traceability have become central to how we design and manage our supply chains. In Ghana, the government-controlled system provides a strong foundation for enforcement and traceability through established oversight structures. In Nigeria, where the ecosystem is more decentralised, we have invested in building and continuously refining our own traceability, quality control, and data systems to meet international standards. In Cameroon, where adoption is still evolving, we work closely with local partners and adjust our processes to progressively strengthen responsible sourcing and traceability.
Across all markets, our focus is on adapting to local realities while applying consistent standards that support efficiency, compliance, and long-term sustainability.
Q: Beyond business growth, what impact does Sunbeth aim to create?
A: Beyond business growth, Sunbeth’s purpose is firmly anchored in creating long-term, sustainable impact. We work closely with farmers to improve livelihoods and income stability, strengthen and formalise agricultural supply chains, and promote ethical and sustainable sourcing practices. At the same time, we are deeply committed to the wellbeing, safety, and development of the people who make up our workforce.
Looking ahead, we intend to deepen this impact by expanding our footprint across West Africa and into other regions, investing further in local processing and value addition, and continuing to raise standards for transparency, compliance, and sustainability. Our goal is to ensure that African-origin commodities compete successfully on the global stage, while growth translates into meaningful benefits for farmers, employees, and the wider communities we serve.
