An inheritance,
built on purpose.
Generational wealth does not happen by accident. We started Black Inheritance to build it deliberately, and to share it.
Our founder grew up watching good Black-owned businesses close when their founders retired, or sell to buyers who stripped out what made them special.
Black Inheritance began with family capital and one simple rule: buy well, run it better, never sell. A decade later the group spans six sectors. The rule has not changed.
We are a holding company, not a fund. There is no exit date, and the owners of our capital share our horizon.
To keep great Black-owned businesses in Black hands, and help them grow for the next generation.
A lasting base of ownership that families, employees and communities can inherit.
How we steward
Adinkrahene · Leadership
Own, don't trade
We buy to keep. Our horizon is measured in generations, not in fund cycles.
Nkyinkyim · Adaptability
Patient through the turns
Good businesses meet hard years. We stay, and we help them through.
Eban · Security
Protect what is built
Founders trust us with life's work. We guard their names, people and culture.
Nsoromma · Guardianship
Leave more than we found
Every company should be stronger and more widely owned when it passes on.
The people responsible
Adaeze Okafor
Founder · Chief Executive
Marcus Ellison
Chief Investment Officer
Nia Mensah
Chief Financial Officer
Jabari Thompson
Head of Operations
Zanele Mthembu
General Counsel
Kofi Boateng
Head of Real Estate
Imani Brooks
Head of Portfolio Talent
Selam Haile
Head of Impact
How decisions are made
Board of Directors
Seven directors, four of them independent, oversee strategy and capital allocation.
Founders' Council
Founders of portfolio companies advise the board and keep a vote on culture.
Family Charter
A written charter commits the group to long-term ownership and sets out how it passes on.
Founded with family capital and a first acquisition: a 40-year-old property business.
Launched Kente Capital, our first business built from scratch.
Opened the group to outside long-term partners, including two family offices and an endowment.
Introduced an employee ownership plan across every company in the group.
Reached eight operating companies in six sectors, with none ever sold.