Approach
The most expensive mistake is building capacity for demand that doesn't exist.
So every Walz venture runs the same four stages, in order, with an exit criterion for each.
01
Validate
Customers before capacity.
Structured interviews, competitor and price mapping, and a kill criterion before any production money moves. If the market isn't there, we stop — cheaply.
02
Build
Own the substance.
Formulation, quality standard and brand are Walz property under written agreement. Compliance (CAC, NAFDAC, NIAS and sector bodies) starts early because it's the real critical path.
03
Launch
Asset-light first.
Contract manufacturing and pilot volumes prove reorders before we buy machinery. Every naira of equipment needs three quotes and a trigger backed by data.
04
Operate
Play long.
We keep running the brands we build: batch traceability, weekly re-costing, cash-first discipline, and the unglamorous work of keeping a promise bag after bag.
Operating principles
Discipline is the product.
Three quotes, one trigger
No equipment is bought on enthusiasm. Every material figure is re-verified, and capacity follows demonstrated demand.
Cash first
Credit only for proven repeat customers, capped. Working capital is ring-fenced to buy well, not to buy machines.
Document everything
Formulations, procedures and batch records exist from day one, so no venture depends on one person's memory.
Compliance is the critical path
Registrations start in month two, not after the product is ready. Regulators are partners, not obstacles.