Proven in the field.

Six engagements across four institutional environments. Each one follows the same discipline: find the parties across the divide, bring them into the room, and hold the relationship until the partnership is real.

The EDSE and City of Johannesburg case studies describe roles held by Anaya's founder, Orapeleng Moremongwe, before Anaya began trading in 2024. All other work was delivered through Anaya. Results are shown only where clients have agreed they can be.

Institutional growth & partnerships

Education platforms in South African schools

Delivered through Anaya · 2025 – 2026

Semaphore: from market entry to real adoption in schools

The challenge

An Australian school-management platform, Xuno, needed to win adoption in South African schools, where every decision passes through principals, staff and school leadership, and where a foreign product starts with no local track record.

Who had to move together

Platform
Schools
Principals & staff
School leadership

Anaya's role

South Africa Country Manager, responsible for institutional growth, onboarding and adoption.

Evidence

A sustained 16-month engagement
Signed school clients
An early-adopter school that became the local reference

The work

Opening conversations school by school, sequencing introductions to the right decision-makers, then leading onboarding, training and adoption so that signed schools became active users. A customer-success function was set up to keep engagement and retention high after signing.

What it provesAnaya can take a platform from first introduction to signed, working adoption inside a complex institutional environment, and hold those relationships over time.

Current engagement

Broadsmart: taking an e-learning portfolio to schools, funders and institutions

The challenge

Broadsmart owns and operates Fundaflix, a CAPS-aligned learning platform for Grades 8 to 12, alongside Fundabooks and FundaHub, a digital learning environment for higher education and TVET. Proven products need structured routes to the institutions and funders who can put them in front of learners.

Who had to move together

Platform
Schools
CSI & NGO funders
Education departments
Universities & TVET colleges

Anaya's role

Business development and partnership development across the Broadsmart e-learning portfolio.

Evidence

Active mandate across four channels: schools, CSI and NGO, government, and higher education

The work

Mapping the schools, funders and departments that matter in each channel, opening the right conversations, and building partnerships through which learners reach the platforms via programmes that institutions and funders support. How funders fit in →

What it provesThe same discipline applies to a local platform as to an international one: map who decides, sequence the introductions, and structure partnerships that institutions and funders can both stand behind.

International market entry

Opening African markets for international platforms

Current engagement · since 2026

Quitch: entering new markets with a learning platform

The challenge

An Australian game-based learning platform for education and professional development, looking to grow in markets where it has no local relationships or institutional track record.

Who had to move together

Platform
Universities & colleges
Professional-development providers
Enterprise clients

Anaya's role

Business development lead for expansion.

Evidence

Active business-development mandate
Market-entry strategy and partnership models in place

The work

Developing the market-entry strategy and partnership models, positioning the platform with education and enterprise clients, and working across Australian and South African teams to keep delivery priorities aligned.

What it provesMarket entry is rarely a sales challenge alone; it is a partnership challenge that needs credible local relationships.

Delivered through Anaya · 2025 – 2026

Grants Works: a South African entry and partnership strategy

The challenge

A US grants and funding platform needed a route into South Africa's funding ecosystem, where donors, foundations, NGOs and public bodies each work differently.

Who had to move together

Platform
NGOs
Foundations
Public-sector partners

Anaya's role

International expansion consultant, leading the Africa market-entry and partnership strategy.

Evidence

A defined market-entry strategy engagement, delivered in three months
A pipeline of NGOs, foundations and public-sector partners

The work

Mapping how the local funding ecosystem really works, identifying the partners that matter, and building the pipeline and partnership approach for entry, working across the US–South Africa divide.

What it provesAnaya can give an international platform a clear, partner-led path into an unfamiliar African market in a short, defined engagement.

Ecosystem & programme development

Building ecosystems that outlast programmes

Founder's experience before Anaya · 2020 – 2022

EDSE: coordinating a small-enterprise ecosystem across nine provinces

The challenge

Supporting small enterprises takes more than individual programmes. On the EU-funded EDSE programme, funders, national government, incubators, enterprise-support organisations and SMMEs had to operate as one ecosystem.

Who had to move together

EU funder
National government
Incubators
Enterprise-support organisations
SMMEs

Anaya's role

Business Development Expert, advising national government and its enterprise-development agency on ecosystem strategy.

Evidence

A multi-stakeholder ecosystem coordinated across nine provinces
Programme outputs turned into knowledge products for national SME programmes

The work

Engaging government, incubators, enterprise-support organisations and private-sector stakeholders to strengthen coordination across the ecosystem and improve support for SMMEs.

What it provesProgress in large multi-stakeholder environments depends on building trust, aligning incentives and creating partnerships that outlast individual programmes.

Public & institutional transformation

Aligning institutions around shared priorities

Founder's experience before Anaya · 2006 – 2017

City of Johannesburg: connecting institutions around Smart City and innovation

The challenge

Smart City and innovation initiatives cut across institutional boundaries. Progress depended on government departments, universities, technology partners and other stakeholders working towards common priorities.

Who had to move together

Government departments
Universities
Technology partners
International stakeholders

Anaya's role

Specialist: Smart City, Knowledge & Innovation.

Evidence

More than a decade inside the institution
Partnerships built with universities, international stakeholders and public institutions

The work

Bringing together government departments, universities, technology partners and external stakeholders to advance cross-cutting programmes, in an environment where success depended on collaboration across organisations with different mandates and interests.

What it provesEffective transformation is often less about individual projects and more about aligning institutions, stakeholders and decision-makers around a shared objective.

Who needs to be in the room?

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