Last week, Tunisian edtech startup GoMyCode raised $8 million. GoMyCode, which was founded in 2016, now teaches 10,000 developers and piques the curiosity of investors and investment managers. The startup, which began with a capital of 1000 dinars, is now worth at least 45 million euros. Its founder Yahya Bouhlel, who is only 23 years old, was named one of the top 100 startup founders in the Middle East and North Africa (MENA). Yahya Bouhlel is part of a new breed of Tunisian entrepreneurs that have no boundaries. He doesn’t think any less if he doesn’t show it loud and clear. In this interview, he shares more on his journey so far.
To begin, can you tell us how much GoMyCode is currently worth?
We are currently assessing the company and believe it is worth between 45 and 60 million euros.
Did you expect to reach this level when you started this adventure?
Absolutely not! At first, it was more of a summer camp than a commercial initiative. I began coding when I was 13 years old. At the age of 15, I had had a small portfolio of 20 projects ranging from websites to applications, software, and algorithms. Following that, I was hired by a Silicon Valley firm to work on video games over the summer. This voyage lasted from the age of 15 until the age of 19, when I made roughly 15 round trips between Tunisia and Silicon Valley. I also took part in 55 hackathons. As a result of the latter, I met numerous developers and others from the ecosystem. I instantly realized the disparity that exists between Tunisia and Silicon Valley. In Silicon Valley, there was an explosion of companies between 2014 and 2015, yet nothing was occurring in Tunisia. This remark sparked the idea for a three-week summer boot camp where young people might learn to build video games. These are the early stages of GoMyCode. I should also mention that I learned everything on my own via the Internet. I created a new educational system, GoMyCode, as an alternative to the traditional method.
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What distinguishes the GoMyCode system from standard training?
The first is that GoMyCode is active learning in the sense that participants learn the design itself by creating real projects. This has an effect on the entire learning process, which becomes increasingly project-oriented. Another point of distinction is the employment of learning techniques similar to those employed in Silicon Valley, which is capable of closing the previously existing gap. GoMyCode is also suitable for people of all ages, including children. The oldest student was over 60 years old, and the youngest was only 7 years old. In addition, we have tailored our training program to accommodate those who work by offering instruction from 9 a.m. to 7 p.m. Monday through Sunday.
How has the training you give changed since the inception of GoMyCode, and at what rate and with what tools?
We now have 85 staff and 150 trainers working for GoMyCode. We also have over 2,000 active students dispersed across 15 spaces and eight countries. We also have a team of 7 developers working on the tech platform and a team of content creators. We are constantly competing for new ideas. Every two weeks, we introduce a new product or feature. Furthermore, the platform has reached version 15. We greatly support the culture of acquiring know-how by learning mistakes at GoMyCode. In addition, we have teams in many departments such as technical, marketing, product, and human resources. We do not outsource, which allows us to move more quickly and efficiently. We don’t have many processes, but we have excellent managers.
Let’s talk about it, specifically, managers. What criteria do you use to hire them, and what, in your opinion, is the profile of a good manager?
In reality, we chose our managers based on three primary factors. First and foremost, it is about intellect in its broadest meaning. Then there’s their capacity to deliver, and finally, a purely subjective factor: their willingness to work with that personality. A good manager, in my opinion, is one who knows how to constantly and continuously challenge his people.
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How did you go about finding your first students?
To be honest, when I first launched GoMyCode, I did everything myself: the content, the platform, the website, the training, and so on. What drew the first 30 pupils was an action I took, which consisted of mailing a letter specifically tailored to these students, with whom I spent a month during the summer. Previously, I had to spend a long time on the phone with everyone to persuade them to incorporate GoMyCode, which was unknown at the time.
And how has your marketing strategy changed since then?
It is a marketing and sales strategy. We have implemented a concept centered on people in regard to our company, which is centered on people. Furthermore, we receive students from various backgrounds and with various stories. As a result, we base our marketing strategy on telling and sharing these people’s stories. We also have a sales team of 15 employees called educational advisers, 12 of them are in Tunisia. Each is in charge of managing 500 leads per month. To accomplish this, we employ commercial and prospecting tools.
What is the most successful foreign subsidiary today?
There is an Algerian subsidiary that is performing quite well, despite the fact that it was the first one we started in 2020, with the rest following in 2021. It takes time for the model to become established. I also believe that Morocco and Egypt have a lot of promise because no equivalent model exists.
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Is there anything that has to be changed based on the country of expansion?
Absolutely ! Despite the fact that these are Arab countries, there are considerable cultural variances. The first obstacle is language, and we had to change all of the team’s communication by introducing English as everyone’s internal language. Furthermore, there is a cultural gap, particularly in marketing. The photographs we use in Nigeria, for example, are not the same as those we use in Bahrain. Similarly, the message we aim to transmit is not designed in the same manner in every country.
Are the teams based in other countries made up of Tunisians or locals?
All of these teams are made up of locals of those countries.
How do you decide which countries to settle in?
The startup ecosystem is the first factor we take into account. We also consider investor involvement, the rate of employability and unemployment, schools and universities, and the indication of target students.
What does the school of the future look like for you?
In fact, you should be aware that by 2030, the African continent and the Middle East will have more young people aged 14 to 40. We will have 250 million young people between 15 to 35 who will need to be educated and workable. The current educational approach no longer serves these young people’s interests and is no longer as successful. Indeed, we must consider what function education should play in society. Before we even talk about university, we should, in my opinion, define learning. Learning must continue throughout one’s life, but the problem with universities is that learning is confined to a few years at most. When it comes to developers, for example, technology changes every 12 months. As a result, we require a model that allows us to learn and progress in this learning as well as in our subsequent work. Furthermore, we must recognize that the learning model used in our schools dates back to the industrial revolution. However, today’s learning resources, such as those available on Google and YouTube, have advanced significantly. The learning model must be a synthesis of the various sources. It all is about talents; for example, being able to learn on your own is now regarded a separate ability.
Have you considered young pupils who do not have the financial means to attend the training you provide?
Absolutely. We provided scholarships to over 2000 students between 2020 and 2021. We have received 3500 scholarships for students since the inception of GoMyCode. We have a very unusual concept in which we collaborate with organizations to assist those who are interested in our training. Furthermore, we have launched a system of financing training at maturity, which means that the student receives it for free at first and then begins to pay for it over a 12-month period after he enters the working world. Furthermore, at this level, we are interested in a KPI: the difference in wage between our pupils before and after training. For example, before training, the typical income is roughly 600 dinars, rising to 1,500 dinars after a year.
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Moving on, how did you progress from coder to entrepreneur and manager?How did the transition take place?
I consider myself mostly a creator. In addition, I now devote approximately 35% of my time to recruiting. I also commit a significant amount of time to the sales and marketing teams. Then, as a manager, I must establish the company’s vision, mission, and goals. The country managers are then given significant time each week, in addition to the time I spend with investors discussing fundraising.
Can you explain a normal day in your life?
My average day begins at 8 a.m. and concludes at 8 p.m. However, my usual day has evolved significantly from the beginning; today, I spend far more time with teams situated in other countries than with those in Tunisia. For example, I have daily review sessions with GoMyCode Egypt, Morocco, and Nigeria.
Would you like to focus more on recruiting?
This is the most crucial aspect.
Let’s start with your surroundings. Did it give you any support when you first started your project?
Yes, absolutely. My entourage and surroundings were quite encouraging. I was extremely fortunate to be surrounded by the proper people, beginning with Cogite, when I first arrived in Tunis. Many people have assisted me, including my family and other business owners. However, as far as my parents are concerned, they can’t help but inquire about the continuation of my education, which I had to interrupt in order to begin my firm.
And what compelled you to take on this undertaking at the expense of your studies?
Simply said, I believed in this project. But I must admit that I took a lot of chances.
And what motivates you to get out of bed every morning?
Change. I wish to make numerous changes. When I see the impact our product can have on people’s lives, it only inspires me more.
Have you noticed a difference that has moved and revitalized you today?
When we see that we have trained 3000 developers in Tunisia, we know we have transformed the lives of 3000 people. Furthermore, we are a firm that began with a 1,000 dinar fund and is now worth over 60 million euros. I also believe that I have a responsibility to change the thinking of young people so that they can become entrepreneurs. We require young people who are capable of making a difference.
What is your biggest concern or worry about your company’s growth?
I believe the Covid pandemic is one, but there is also an opportunity coming from it. The true issue in the long run, though, is the flight of good talents. I also believe that this is a difficulty that all entrepreneurs face: identifying the correct talents. It is not always easy to keep these talents. Otherwise, I learned to look for solutions rather than consider threats. There are difficulties, one must admit. However, it should be noted that when businesses grow, it might become harder to change things due to rigidity. We also make certain that this rigidity does not spread among our personnel.
What do you do every day to grow as a person?
I’m still learning; I read a lot and watch a lot of masterclasses on YouTube. I don’t have a television or a radio. I don’t pay attention to national news. I work 12 to 14 hours per day.
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What feelings do you have today after spending your youth absorbed in your project?
This is not self-evident. I was seeking for a job when I was 19–20 years old. I was also looking for information on how to complete my apprenticeship. In fact, I realized one thing: we cannot be successful in life unless we understand how to manage it correctly. As a result, I’ve just begun to better manage my life by participating in sports and attempting to live a healthy lifestyle.
Where and how do you envision yourself in 40 years?
I can’t say for certain. But one thing is certain: I want to invest in startups. I also believe that we require investor entrepreneurs.
And who has been the most influential investor/entrepreneur in your life?
To be honest, there are a lot of them. There’s Sam Heltma, who has a similar background to mine. Khaled Halioui and my brother, the co-founder of GoMyCode, are also present.
What attributes do you believe entrepreneurs require?
There are various skills, but the most important, in my opinion, is the ability to make mistakes and fail in order to learn. We don’t need to set restrictions and try again and again. It is entirely possible to begin small and expand from there. We must quit whining and convincing ourselves that we are incapable of success. You must also know which advise to heed.
How do you see GoMyCode in three years?
We plan to increase the number of available spots from 15 to 100, and the number of students from 10,000 to 80,000 per year. The focus will be on Africa in the following months.
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Charles Rapulu Udoh
Charles Rapulu Udoh is a Lagos-based lawyer, who has several years of experience working in Africa’s burgeoning tech startup industry. He has closed multi-million dollar deals bordering on venture capital, private equity, intellectual property (trademark, patent or design, etc.), mergers and acquisitions, in countries such as in the Delaware, New York, UK, Singapore, British Virgin Islands, South Africa, Nigeria etc. He’s also a corporate governance and cross-border data privacy and tax expert.
As an award-winning writer and researcher, he is passionate about telling the African startup story, and is one of the continent’s pioneers in this regard. You can book a session and speak with him using the link: https://insightsbyexperts.com/view_expert/charles-rapulu-udoh