Decision Systems & Capital Allocation Advisory.
We help institutions redesign how capital decisions are made.
In Africa.
When capital stalls, contradicts stated intent, or fails to reach the right actors, the issue is rarely a lack of money.
It is almost always a decision system problem.
TELEP Network works with foundations, family offices, investors, and public institutions to clarify allocation logic, surface hidden constraints, and redesign the rules that govern how capital is deployed, governed, and exited.
We intervene upstream (before programs, before instruments) at the point where decisions are formed.
HI THERE. WE’RE TELEP
What we do.
Decision architecture & capital allocation design
Governance and exit logic
Strategic diagnostics for contested or stalled funding
Licensing of proprietary decision frameworks.
Rewriting the Rules of funding.
How to know if this is for you.
This work is relevant if:
capital deployment is slower than it should be, despite available resources
funding decisions feel misaligned with stated objectives
allocation choices are internally contested or politically constrained
existing strategies fail to translate into coherent capital movement
If you are looking for implementation support, program management, or capacity building, this is not the right fit.
Our work in practice.
Scenario 1: Capital exists, but nothing moves
A philanthropic institution has committed multi-year resources to Africa, yet annual disbursements remain consistently below target.
Internally, teams blame pipeline quality, partner readiness, or external risk.
Our work focused upstream: mapping the actual decision rules in use (formal and informal), identifying where risk assumptions were being duplicated across committees, and clarifying who truly held veto power.
The intervention did not add new instruments or partners, it realigned the decision logic so capital could move as intended.
Scenario 2: Strategy on paper, paralysis in practice
A fund has a clear strategic narrative around inclusion, proximity, and long-term impact.
In practice, allocation decisions are slow, internally contested, and increasingly political.
We conducted a strategic diagnostic to surface misalignments between stated objectives, governance structures, and exit assumptions.
By clarifying which decisions belonged to strategy, which belonged to governance, and which had been left unresolved, the institution regained coherence, without rewriting its strategy.
Scenario 3: Growth creates contradiction
An investor expanding its footprint in Africa begins to experience friction: decisions that once felt intuitive now require excessive justification, and exit conversations become inconsistent across the portfolio.
Our work focused on decision architecture at scale, clarifying allocation thresholds, redefining exit logic, and formalizing principles that had previously lived only in founders’ heads.
The result was not faster execution, but cleaner decisions, and fewer internal conflicts.