Marina Diboma is the programme director of 2SCAL E, an initiative funded by the Dutch Ministry of Foreign Affairs and private sector co-investments in Africa. In this interview with JOSEPHINE OKOJIE-OKEIYI, Diboma talks about 2SCALE interventions in Nigeria’s agriculture and its role in solving the country’s food security problems as the programme comes to an end in December 2025.
Can you tell us about the 2SCALE programme in Nigeria and the work it has done over the last 13 years?
2SCALE is an incubator and accelerator programme that manages public-private partnerships in the agri-food sector. It focuses on building agribusiness clusters around local business champions such as SMEs and farmer cooperatives, helping them develop products from the base of the pyramid and creating market linkages to make nutritious food accessible and affordable.
In Nigeria, 2SCALE formalised 13 partnerships: three with lead firms in the dairy and oil palm sectors, and ten with SMEs in staple foods, oil seeds, and fresh produce. At the time of formalisation, about 50 percent were women-owned or led, and 30 percent were youth-owned or led.
Over the last 13 years, 2SCALE has improved the terms on which smallholder farmers supply markets. We have created employment opportunities for women and youth and enhanced access to nutritious food for low-income consumers in rural and peri-urban areas.
Some of the key enablers of these results include: Platforms within farmer cooperatives for dialogue and shared decision making, equal participation of women, youth, and vulnerable groups to address power imbalances, access to farm inputs and agronomic training in local languages, and boosting productivity.
Others are stable, premium-paying markets for farmers with prompt payment systems and reliable supply of quality raw materials to processors for further value addition.
You joined 2SCALE in 2021 shortly after COVID-19, how did this shape your approach in leading the organisation?
Joining 2SCALE after COVID-19, it was clear that conventional ways of working were no longer enough. The crisis had revealed how fragile agricultural systems could be when faced with external shocks.
For all actors across agricultural value chains, from producers and processors to distributors and retailers, the pandemic intensified existing vulnerabilities. It became clear that embracing “business as unusual” was not just important; it was necessary.
This pushed us to rethink how we work with our partners. Adaptability became central to our approach, but more importantly, we recognised the critical role of local actors in driving transformation. Rather than prescribing solutions, we focused on empowering local entrepreneurs, farmer groups, and SMEs to take the lead in shaping inclusive and resilient agribusiness ecosystems.
We created more space for innovation, allowed for flexible, inclusive partnership models, and encouraged experimentation with new tools and approaches. This period made it clear that real change comes when those closest to the challenges are also the ones leading the solutions.
To what extent would you say 2SCALE has contributed towards solving Nigeria’s food security problems?
Nigeria’s food security challenges range from agroecological factors to socio-economic factors. 2SCALE intervention has been towards improving the conditions of food production and building sustainable agribusiness clusters. The 2SCALE approach has given a sense of direction and possibility that national food security issues could be addressed through an inclusive business model with access to market, agricultural inputs, financial services, innovation and other business support services, especially as seen in the case of the value chains we intervene in.
Specifically, through our work in 2SCALE, we have helped 471,350 BoP consumers gain improved access to affordable food products, 133,718 smallholder farmers have improved agricultural productivity and access to markets while 98,180 hectares have been put under Eco-efficient farming practices.
In the meantime, 11,973 non-farming jobs have been created in targeted agribusiness clusters and value chains through the activities of the partnership, 30 non-farming innovations adopted, and roughly 17,265,534 euros as value of additional financial services have been accessed by smallholder farmers, MSMEs and SMEs.
The current impact at the national scale might look small, compared to our population and economic size, but there is a sense of direction (incubation) in terms of what works and what will not work for scaling up (acceleration) with larger national stakeholders if appreciable resources (including financial) are available.
What have been some of the most significant successes or impact stories of the 2SCALE programme?
Through the inclusive agribusiness approach championed by 2SCALE, all actors are interconnected through agribusiness clusters. These clusters have strengthened cooperation among farmers, processors, input suppliers, and traders, leading to better market access and higher incomes.
A key focus during this phase-out period is the focus on knowledge exchange. After 13 years of experience, 2SCALE is intentionally equipping local actors with the tools and practices we have developed to ensure the approach continues long after the programme ends. This commitment helps sustain resilient and inclusive agribusiness ecosystems for the future.
What major interventions have you led in Nigeria in 4 years of heading 2SCALE?
Under my leadership, we have Increased production capacity of smallholder farmers through access to quality farm inputs and capacity building, expanded cultivation and recorded over a 50 percent increase in yield across all partnerships since inception.
We have also helped to build climate resilience by adopting sustainable farming techniques across 98,180 hectares. This was supported by partnerships with technology providers who co-invested to deliver innovations, including: Climate-resilient and disease-tolerant crop varieties, Use of organic and crop-specific inputs, Hybrid cows adapted to local environments, Solar-powered systems for irrigation and processing.
Women were also empowered across multiple roles. Some of them are Micro-processors of sorghum porridge, onion powder, soy milk, cheese, and snacks. Retailers and last-mile distributors of products like cassava flour and dairy.
In terms of Youth Inclusion, 2SCALE created 6,709 jobs for youth, including 55 percent young women, by partnering with SMEs and business champions to generate income and opportunities for self-development.
Over the past five years, 2SCALE facilitated access to financial services worth 17.27 million Euros for 38,915 smallholder farmers, 896 MSMEs, and 27 SMEs using inclusive finance strategies.
2SCALE formed and strengthened 54 agribusiness clusters across dairy, staples, oil seeds, and fresh produce. These clusters, supported by tailored capacity building, improved coordination among nearly 4,500 farmer cooperatives (39 percent women members) and built strong linkages with business champions, finance providers, aggregators, and service actors.
Commodity trade within the partnerships grew from 40,000 tons in 2019 to nearly 120,000 tons in 2025, led by sorghum, oil palm, dairy, and maize value chains.
How much has 2SCALE spent in its 13 years work in Nigeria, and how many farmers and businesses were impacted?
2SCALE has spent €5,928,204 as direct contribution and €29,219,970 as private sector contribution. This contribution was facilitated to support inclusive businesses and ideas along the production to markets in the value chain.
What have been some of the biggest challenges that 2SCALE faced in executing the program, and how was the organisation able to address them?
One of the biggest challenges was shifting mindsets. Introducing inclusive agribusiness meant changing how actors across the value chain saw their roles, not just as individual businesses, but as part of a larger system that must work together. Building trust among diverse stakeholders took time and consistent engagement.
Another challenge was ensuring the active participation and inclusion of women and youth, especially in communities where social and cultural norms limited their involvement in agribusiness. We addressed this through targeted capacity building and by showcasing gender inclusive tools and local success stories that inspired broader change.
Adapting to external shocks like COVID-19 and climate-related disruptions also required flexibility. We responded by empowering local actors to take greater ownership of solutions, and by promoting innovation, such as digital tools for extension, finance, and market access.
Overall, our ability to adapt, listen, and co-create solutions with our partners was key to overcoming these challenges.
Can you give an assessment of agricultural development in Nigeria today, and areas of lapses you have noticed that should be fixed?
Currently, there are some observed successes in agricultural development in Nigeria today. Nigeria’s non-oil exports, led by cocoa, urea, and cashew nuts, soared 19.6 percent in the first half of 2025, aided by expanded local processing and markets via AfCFTA. This marks meaningful progress in diversifying the economy and boosting the agro-export value chain integration.
The federal government of Nigeria has also made a move to sign deals with countries like Brazil to deploy mechanised farming equipment, create training centers, and support service infrastructure towards the transition from subsistence to commercial agriculture.
The areas of lapses lie significantly in developing small-holder farmers’ capacity and advancing their position. Over the past four years, the following areas have consistently impacted agricultural development and should receive attention;
Lack of Youth Involvement: Despite high youth unemployment, there is a low level of youth participation in agriculture. Young people often view farming as a low-status, labor-intensive occupation with little financial reward. This narrative has got to change. Hence, the need for digitalization and intentional youth inclusion across the entire Agricultural landscape
Limited Access to Credit: Farmers struggle to get loans to finance their working capital. Financial institutions are averse to farmer loans and do not prioritise the provision of agriculturally friendly facilities. The use of modern technology, like improved seeds and machinery, is low because they are capital-intensive and require money.
Ineffective government agricultural policies and harsh economic realities causing high production costs and fluctuation in prices. The government needs to consider policies that protect food production in the country including a significant agricultural budget and quick response to climate shocks.
Security Issues: Insecurity, particularly in the form of farmer-herder clashes, banditry and kidnapping in key food-producing regions, has disrupted agricultural activities to a large extent. Farmers are often unable to access their farmlands due to fear of attack, leading to a decline in production and the displacement of farming communities. This crisis has had a direct impact on food security and contributed to rising food prices.
Now that 2SCALE is leaving, is there any framework in place to ensure projects for developing agriculture in Africa will continue?
Yes, sustainability has been at the heart of 2SCALE’s exit strategy. As the program phases out, our focus has shifted toward promoting local ownership and strengthening the capacity of national actors to carry forward the inclusive agribusiness approach co-created over the past thirteen years.
One of the core pillars of this transition has been the development and dissemination of structured training content, tools, and methodologies drawn from 2SCALE’s practical field experience. These materials are being integrated into the systems of government institutions, business support organizations, farmer groups, and local NGOs to ensure the continued independent implementation of inclusive agribusiness initiatives.
In Nigeria, for example, 2SCALE has built a strategic partnership with the Institute of Agribusiness Management Nigeria (IAMN), which also hosts the Inclusive Agribusiness Clubs (IAC). The IACs were established by 2SCALE to help sustain the program’s legacy by embedding inclusive agribusiness practices within a growing national network of agribusiness players.
As part of this effort, the IAC, in collaboration with IAMN, convened a strategic session to chart a path for embedding inclusive agribusiness practices, particularly those proven under the 2SCALE program, into the IAC’s operational strategy. The session focused on aligning the IAC’s vision with inclusive and sustainable agricultural transformation in Nigeria and ensuring that its future engagements reflect the core principles of the 2SCALE approach.
2SCALE has also supported IAMN and the IACs to connect with the national network currently involved in developing a National Policy on Inclusive Business, led by GIZ and other sector stakeholders. Through this engagement, IAC members will have the opportunity to contribute to the policy development process, access and apply the resulting framework, and leverage shared data and resources to shape future activities and dialogues around inclusive agribusiness.
By investing in long-term knowledge transfer, strategic partnerships, and integration with national processes, 2SCALE is laying the groundwork for resilient and inclusive food systems that will continue to grow and evolve beyond the program’s direct involvement.
What lessons have been learned from implementing the programme, and how have these informed future plans?
One of the most important lessons from 2SCALE is that transformative change in agribusiness is driven by local private sector actors. Entrepreneurs, farmer cooperatives, and small and medium enterprises are not just participants. They are leaders in shaping inclusive and resilient food systems. Supporting their growth and leadership has proven essential for lasting impact.
We also learned that inclusion does not happen by default. It requires deliberate strategies to engage women, youth, and marginalised groups in meaningful ways across the value chain. Another key lesson is the importance of flexibility. Working across different countries and contexts taught us to adapt our approaches through co-creation and continuous learning.
These lessons are informing our future focus. As 2SCALE phases out, we are sharing our tools, methods, and insights with national partners through structured training and knowledge exchange. The goal is to equip local actors to continue driving inclusive agribusiness development in their own environments.
