Enquirer Consulting Group

Reachable Buyer Map

Prepared for Connect'Innov · August 2026
Here is the map. An incubation and acceleration business has two markets that never meet: the startups it supports, who arrive on their own and rarely fund the work, and the institutions and companies that pay for the work to exist. This page is about the second group across the Maghreb, Francophone Africa and Europe: who signs, and roughly how many there are. It describes the market rather than your business, and there is nothing to buy at the end of it.
Pharmaceutical and medical device manufacturers, Maghreb
The nearest paying market and the one with a standing reason to work with an outside innovation partner: local registration, clinical partnerships and a pipeline of digital products they will not build in house. Tunisia, Morocco and Algeria are three separate licensing markets, so one group is often three separate conversations.
Who signs: general manager, market access director, medical director, head of digital or open innovation.
180 to 240
licensed pharmaceutical and medical device manufacturers across the three Maghreb markets
Global health groups with a Middle East and Africa mandate
Where the budget for African health innovation actually sits, usually in a regional unit based in Paris, Geneva, Dubai or Casablanca rather than on the continent. Long approval chains, but the sums are program sized and they renew on an annual cycle.
Who signs: regional general manager, head of open innovation, foundation or social impact director, market access lead.
No public register
identified by named regional unit rather than counted; deliberately a short, high-value list
Private hospital, clinic and laboratory groups
The buyers of health technology rather than the funders of it, and the group that turns a pilot into a reference anyone else will believe. The Tunisian private clinic sector plus the Francophone West African groups form a market small enough to name and large enough to matter.
Who signs: founder or medical director, chief executive, head of information systems, quality director.
400 to 600
private clinic, hospital and diagnostic laboratory groups across Tunisia and Francophone West Africa
Insurers, mutuals and employer health schemes
The payer side, and the one most exposed to the economics of digital health. They buy pilots to control cost rather than to look modern, which makes the business case shorter to write and the procurement slower to clear.
Who signs: director general, head of health products, medical adviser, innovation lead.
120 to 200
health insurers, mutual societies and large employer schemes across North and West Africa
Development funders, foundations and public agencies
The segment that already funds this category, and the one where a relationship compounds, because program officers move between institutions and take their partners with them. Not countable from any single source: these are named institutions with published calls, not a market.
Who signs: program officer, country director, head of health portfolio, grant committee chair.
No single register
reached institution by institution and call by call; the difficulty is the reason the segment stays open
Operators, banks and insurers running inclusion programs
The African corporates with the distribution, the customer base and a mandate to show something in health. They are not health companies, which is why health specialists rarely knock, and why the door is usually open when someone does.
Who signs: head of foundation or social responsibility, chief digital officer, head of new business, group innovation director.
60 to 90
telecom, banking and insurance groups with a stated health or inclusion program across Africa

Where the openings are

1
The two markets need two channels, and usually only one is built. Startups tend to arrive on their own. Sponsors do not, because they are not shopping for an incubator, they are looking for a route into a market. That is a different first sentence, sent to a different person, on a different cycle.
2
In this category the money sits in Europe and the delivery sits in Africa. That is a channel problem rather than a positioning one. A Paris innovation lead and a Tunis clinic director cannot be reached with the same sequence, the same language or the same proof, and trying to serve both with one is what makes both go quiet.
3
This category is bought at a moment. A new regional mandate, a published call, a market entry, a new head of innovation. Those moments are visible from outside if someone is watching the whole set of institutions every week, and invisible to anyone waiting to be remembered by someone who met them once.
4
The list is short, so coverage beats volume. Most segments above run to hundreds, not thousands. That is good news: the whole reachable market can be named, worked and revisited on a schedule rather than sampled. It is a mechanical job, and it is the part we build, run and then hand over.
Built from public market data: national manufacturer and license registers, published health facility and insurer listings, and public institutional directories across Tunisia, Morocco, Algeria and Francophone West Africa. Counts are banded deliberately. Several of these markets do not publish a usable company register, so the figures describe established organizations rather than the whole market, and the segments with no register are described rather than counted.
ENQUIRER CONSULTING GROUP
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