Our story
Built from scratch.
On 2 May 2015, Andrew Stockil and Shaun Slabber stepped away from the security of corporate careers and into entrepreneurship.
They did not begin with an institutional fund, a large investor or a perfectly formed strategy. They began with personal risk: a credit card, a cashed-out pension fund, no external funding and a belief that they could build better businesses and serve clients differently.
The vision evolved. The intention did not.
Building
Nuvo Consulting became an early foundation for the group.
As relationships, knowledge and opportunities expanded, NUVO began creating and partnering in businesses beyond its original built-environment roots. Over the first decade, NUVO businesses delivered solutions across 34 African countries, and by 2021 businesses within the broader group had collectively generated more than R450 million in annual revenue.
Not a straight line
NUVO has:
- Started businesses
- Scaled businesses
- Sold businesses
- Merged businesses
- Closed businesses
- Partnered with others
- Changed direction
- Made mistakes
- Learned
NuHome entered residential Energy-as-a-Service early and was later exited.
String IoT developed connected-technology capability that was eventually merged into Nuvo Energy.
Vigor Africa explored how entrepreneurial thinking could be applied to social impact.
Not every experiment produced the same outcome. All of them produced learning.
Africa
Africa has been the operating environment — not a marketing theme.
Working across 34 African countries has built relationships, commercial understanding, market context and execution capability — and an appreciation that African markets cannot be approached as if they are all the same.
The next chapter
The first decade largely proved that NUVO could build companies. The next phase is more deliberate:
- Selective company creation
- Acquiring and investing in existing businesses
- Retaining meaningful ownership
- Backing strong operators
- Owning long-duration assets
- Creating recurring cash flows
- Building scalable platforms
- Bringing in aligned partners
- Reinvesting capital
- Compounding enterprise value
The first decade taught us how to build.
The next is about compounding what we've built.