The Next Frontier. Delivered.
A comprehensive post-summit report for the 3i Africa Summit 2026, covering marketing, communications, branding and event delivery across the full engagement cycle. Prepared by Wyred for the Bank of Ghana.
The numbers
that matter.
A full-cycle account of what was delivered across marketing, communications, branding and event operations. The sections that follow unpack each figure in detail.
From long-standing partnership to 2026 delivery.
Wyred's relationship with the 3i Africa Summit predates the 2026 cycle. As the agency behind the original brand identity, the formal re-engagement for 2026 through Bank of Ghana's TOR was a continuation, not a cold start. The timeline below maps the arc from existing relationship through formal engagement to Summit delivery.
Three delivery blocks
plus the amplification plan.
This report is structured around how work was actually delivered, not the TOR's nine scope areas, plus a forward-looking post-summit amplification plan. Use the navigation bar above to explore each block in detail, or click below to dive in.
Strategic learnings and recommendations sit in Learnings. Methodology, data sources and verification links are in Appendix.
Eight weeks.
From zero to Summit.
The marketing sections that follow require one critical piece of context: the entire marketing programme was executed in roughly eight weeks, from the first social media post on 13 March to Summit doors opening on 6 May 2026.
A continental summit of this scale typically demands a 4–6 month campaign runway. That window accommodates phased audience building, progressive sponsor announcements, early-bird registration cycles, media warming, ambassador recruitment and sustained multi-platform content cadences. Wyred had roughly a third of that time.
This compressed timeline was not a failure of planning. It was the reality of the engagement cycle. Bank of Ghana's formal procurement process, TOR response, evaluation and onboarding period meant active campaign delivery could not begin until mid-March. The team understood the constraint and built a delivery model to match: higher frequency, tighter feedback loops, parallel workstreams across social, email, web and on-ground channels.
The results that follow, across registration, social media, email and website, reflect what was achievable within that compressed window. In every measurable dimension, the team met or exceeded the objectives set at engagement kickoff. Where time constraints limited full optimisation, those observations are captured in the strategic learnings section (W3), not buried in individual performance reports.
Speed is a discipline, not an excuse.
A compressed timeline does not lower the standard, it changes the method. The team operated in parallel across all channels from day one, with daily coordination between creative, digital, comms, and production teams. This report presents the outcomes of that approach, measured against both the agreed objectives and relevant industry benchmarks.
The full funnel.
One view.
This section synthesises the marketing programme as a single system, from the first social post on 13 March through to the 3,489 unique attendees who walked through the doors at Destiny Arena. The sections that follow (M2–M5) unpack each channel in detail. M1 presents the integrated picture: how the channels connected, what drove what, and where the conversions happened.
From visibility to venue.
Every channel was designed to feed the same funnel. Social and billboards created awareness. Email and QR codes converted awareness into registration. Registration converted into attendance. The funnel below traces the journey from top to bottom.
What each channel contributed.
The marketing programme operated across five parallel channels, each with a distinct role. No single channel delivered the result alone, the registration outcome was a function of all channels firing simultaneously within the compressed window.
| Channel | Reach / Volume | Conversion Metric | Primary Role | Section |
|---|---|---|---|---|
| Social Media | 2.2M views | 24,761 link clicks | Awareness → registration traffic | M2 |
| Email & EDM | 111,239 deliveries | 4,892 unique clicks | Direct engagement → conversion | M3 |
| Website (3iafrica.com) | 6,954 registrations | 6,780 approved | Registration conversion endpoint | M4 |
| On-Ground | 3,489 unique attendees | 1,017 walk-ins | Physical attendance + walk-up | M5 |
| Digital Billboards | 5 locations | QR + URL | Physical visibility → digital funnel | C1 |
| QR Code / Bitly | 4,145 page views | 2,222 scans | Physical ↔ digital bridge | M2 |
Three moments that moved the needle.
The data across all channels reveals three distinct conversion windows where multiple inputs converged to produce outsized results.
Registration opened on 3iafrica.com. Wyred fired simultaneously across all channels: EDM blast to the full Mailchimp audience (the "3i Africa Summit is back" email, 35.8% open rate, 6.6% click rate), social posts across all platforms, and digital billboards already live across Accra. 315 registrations on Day 1 alone. The launch week (9–16 Apr) captured 816 registrations, establishing the base that the campaign would build on.
All channels · SimultaneousCumulative registrations passed 3,058, the 3,000-delegate marketing target. The 100 Voices campaign had activated ~1,600 advocates. EDM sequences were sustaining direct engagement. Radio and TV interviews began the same day. From this point, every registration was above-target delivery.
EDM + 100 Voices + Broadcast1,494 registrations in 48 hours. All channels converged: final countdown social posts, last-call EDMs, 100 Voices amplification at peak volume, digital billboards at maximum rotation, peak paid ad spend. Instagram hit 32,277 views on 4 May; LinkedIn hit 56,162 impressions. Urgency was the dominant conversion driver.
Urgency · All channels at peakThe infrastructure that outlasts the event.
The marketing programme built an asset, not just an audience for a week.
The 12,898-contact email list across 135 countries, the 4,157 registered organisations, the 3,367 new social followers, and the brand search behaviour visible in Google Business data, these are not campaign metrics that expire. They are the foundation for year-round communications, sponsor engagement, and the 2027 registration cycle. The marketing programme delivered the Summit. It also built the infrastructure to make the next one easier.
2.2 million views.
Seven platforms.
Wyred created and deployed all social media content for the 3i Africa Summit 2026 across Instagram, Facebook, LinkedIn, TikTok, YouTube and X (Twitter), with a Bitly landing page and dynamic QR code as the central physical-to-digital bridge. Approximately 90% of all digital deployment was designed to drive registration to 3iafrica.com, with brand visibility as the secondary objective.
Each platform played a distinct role.
Facebook delivered volume. Instagram drove engagement. LinkedIn reached the professional core. TikTok built a new audience from zero. YouTube served as the virtual attendance layer. The Bitly QR code bridged physical to digital.
| Platform | Views / Impressions | Key Engagement | Link Clicks | New Followers | Role |
|---|---|---|---|---|---|
| 957,515 | 4,348 interactions | 17,684 | +867 | Volume + link clicks | |
| 665,037 | 19,205 interactions | 4,189 | +1,563 | Engagement + community | |
| 534,176 | 7,740 reactions | 153,270 | – | Professional reach + clicks | |
| TikTok | 32,892 | 1,913 likes | – | 0→646 | New audience (from scratch) |
| YouTube | 11,171 | 2,469 watch hrs | – | +291 | Livestream + long-form |
| Bitly / QR | 4,145 pg views | 69.7% CTR | 2,888 | – | Physical↔digital bridge |
| Google Business | 3,752 views | 840 interactions | 122 | – | Search discovery |
The highest-volume link driver.
Facebook's peak came before the summit – not during it.
The platform's audience responded most to anticipation and countdown content, with the final pre-summit week (24–30 Apr) generating 380K views. The 17,684 link clicks represent the most direct, measurable registration-intent traffic from any social platform. Facebook reached 609K unique viewers, the widest net cast by any single channel.
The engagement engine.
Ghana 81%, ages 25–34 (49%) – the summit's core.
Instagram's peak came during summit days, 6–8 May generated 214,499 views (32% of total). The platform was the #1 referral source to the Bitly landing page (749 of 4,145 views, 18%), second only to direct traffic. Audience split: 55.5% male, 44.5% female. Top city: Accra (63.1%).
The professional audience.
| Date | Impressions | Clicks | Reactions |
|---|---|---|---|
| 7 May (Summit Day 2) | 98,352 | 69,054 | 741 |
| 8 May (Summit Day 3) | 65,950 | 27,975 | 680 |
| 4 May (Pre-Summit) | 56,162 | 2,779 | 371 |
| 6 May (Summit Day 1) | 48,205 | 21,508 | 517 |
LinkedIn peaked during the summit – professionals engage in real time.
7 May alone generated 98,352 impressions and 69,054 clicks, this is the professional audience engaging as sessions were happening. The 86,909 unique organic impressions represent high-quality reach: decision-makers, not casual scrollers.
Discovery and depth.
A new platform built from scratch. 71% male, 51.8% Ghana. For 2027: start posting 3–4 months out to give the algorithm time to learn.
Livestreams = 79% of views. Day 1: 3,395 views / 830 hrs. Day 3: 2,898 / 848 hrs. Day 2: 2,499 / 656 hrs. 74.3% Ghana, 25–34 age bracket dominant.
The physical-to-digital bridge.
Almost all search terms are branded – the awareness campaign successfully planted the summit name in people's minds. 76% of views from Google Search desktop.
Each platform earned its place. None were redundant.
Facebook was the volume play, widest reach, most link clicks to registration. Instagram was the community, highest engagement, most new followers. LinkedIn was the professional layer, peaking during the live summit as decision-makers engaged in real time. TikTok and YouTube were strategic investments: TikTok for a new, younger audience; YouTube as the virtual attendance platform. The Bitly QR code proved its value as the on-site navigation tool, with QR scans peaking sharply on summit days.
The combined 24,761 social-to-website link clicks represent measurable, registration-intent traffic that flowed directly from Wyred's content into the registration funnel on 3iafrica.com.
From a legacy database
to a continental audience.
On 16 March 2026, the Bank of Ghana handed Wyred the email database from the previous summit, approximately eight thousand contacts, partially inactive and structurally degraded. In the fifty-three days that followed, Wyred cleaned the database, rebuilt audience infrastructure, and executed a twenty-four-campaign programme that delivered above industry benchmarks across every measured dimension.
From legacy database to continental audience.
- Carry-over from the previous 3i Africa Summit cycle
- Substantial inactive and dormant contacts
- Duplicate records and invalid email addresses
- Limited segmentation and audience intelligence
- No active campaign or engagement infrastructure
- Cleaned and validated base of 6,800 contacts
- +6,098 new active subscribers acquired
- Geographic reach across 135 countries
- 7,289 unique companies represented
- Segmented by role, function, tier, engagement
The list grew because the list worked.
A degraded inherited list cannot be scaled by acquisition alone, adding new contacts to broken infrastructure produces lower performance, not higher. The 89.7% growth rate over the cleaned base is evidence that the rebuilt infrastructure functioned correctly. New contacts opted in because campaigns reaching the existing base were credible, opens were high, and content was relevant.
The cleaning loss of approximately 1,200 contacts is also strategically important. Removing dormant contacts improved the platform's long-term deliverability and credibility, a quiet but consequential operational gain.
Twenty-four campaigns, in aggregate.
Across the fifty-three-day mandate, twenty-four campaigns were executed, sixteen originals and eight strategic resends to non-openers.
| Objective | Primary KPI | Result | Benchmark | Variance |
|---|---|---|---|---|
| Reach & awareness | Emails delivered | 111,239 | N/A | Cycle baseline |
| Audience attention | Overall open rate | 27.6% | 22.4% | +5.2 pts |
| Conversion to action | Overall click rate | 4.4% | 2.5% | +76% |
| Content quality | Click-to-open rate | 15.9% | ~11% | +44% |
| List retention | Unsubscribe rate | 0.15% | 0.27% | −44% |
| Deliverability | Hard bounce rate | 4.05% | ≤2.0% | +2 pts (legacy) |
| Audience growth | Net new subscribers | +6,098 | N/A | +89.7% |
Five of six KPIs exceeded benchmark. The exception explains itself.
The elevated hard bounce rate of 4.05% is attributable almost entirely to the legacy database, invalid addresses inherited from the 2024 cycle that bounced on first send. Each bounce automatically removed the address from future sends. By Summit week, bounce rates on individual campaigns had stabilised. With a maintained list going forward, bounce rates would settle within the 1–2% range.
How we compare.
Industry benchmarks from Mailchimp's 2025 published data for Events & Conferences and Non-Profit categories.
Top performing campaigns, by lens.
| Rank | Campaign | Open % | Recipients |
|---|---|---|---|
| 01 | Your speaker badge is ready | 64.3% | 186 |
| 02 | Registration Is Open! | 59.4% | 765 |
| 03 | Pick up your speaker badge at Achimota | 56.0% | 185 |
| 04 | Your lanyard and badge are ready for collection | 49.3% | 3,401 |
| 05 | Your lanyard and badge are ready (resend) | 45.6% | 753 |
| Rank | Campaign | Click % | Recipients |
|---|---|---|---|
| 01 | Registration Is Open! | 27.9% | 765 |
| 02 | Your speaker badge is ready | 20.9% | 186 |
| 03 | Your lanyard and badge are ready | 18.3% | 3,401 |
| 04 | Tonight's padel + 4 more rooms to be in | 17.1% | 4,937 |
| 05 | Registration Is Open! (sponsor follow-up) | 15.3% | 148 |
| Rank | Campaign | CTOR % | Recipients |
|---|---|---|---|
| 01 | Registration Is Open! | 46.9% | 765 |
| 02 | Tonight's padel + 4 more rooms to be in | 45.0% | 4,937 |
| 03 | Registration Is Open! (sponsor follow-up) | 43.1% | 148 |
| 04 | Tonight's padel + 4 more rooms (resend) | 38.0% | 1,367 |
| 05 | Your lanyard and badge are ready | 37.1% | 3,401 |
Three views, one conclusion.
The same campaigns appear at the top of every ranking, sponsor-segmented registration emails, speaker-segmented badge notifications, and side-event single-CTA pushes. The variable that distinguishes top performers is not subject line cleverness or send timing; it is whether the email was sent to a targeted audience expecting it, with a single concrete action to take.
The audience spans a continent.
Geographic and functional reach beyond the headline subscriber count. The cleaned, scaled audience reaches 135 countries and represents 7,289 unique companies.
This is a continental audience, not a national event list.
The geographic spread, meaningful representation across thirty-plus African countries beyond Ghana, plus credible international reach, confirms the 3i Africa Summit has positioned itself as a continental convening, not a Ghanaian one. This is a strategic differentiator no other African fintech convening currently holds.
The function distribution shows fintechs and financial institutions in near parity (884 vs 871) – exactly the dual-sided audience the Summit was designed to convene. The presence of higher education (548) and government/multilateral contacts confirms the audience extends beyond commercial fintech into the regulatory and academic infrastructure that makes meaningful policy outcomes possible.
What the audience actually clicked.
Aggregated click totals across all twenty-four campaigns reveal the URLs that converted attention into action, the most reliable behavioural data in the entire dataset.
The audience clicked when there was something specific to do.
Three URL categories accounted for nearly all click value: side-event RSVPs on Luma (3,218 clicks), ticket registration (2,573), and logistics destinations (maps, badges, WhatsApp). Generic "learn more" links underperformed. This is a defining behavioural pattern: the 3i audience responds to concrete invitations to act, not ambient brand content.
The 3,218 clicks on Luma RSVP pages also serves as direct empirical evidence for the strategic argument that experience properties (mixers, padel, side events) carry significant audience interest and merit being treated as standalone sponsorable assets.
Eight resends that recovered the room.
A disciplined resend programme to non-openers was implemented as a deliberate operational system.
The operational logic. A resend is sent only to recipients who did not open the original. The resend audience engaged at 28.1% open and 7.61% click, empirical confirmation that non-openers of the first send were not uninterested; they had simply missed the original.
The strategic value. The 521 incremental clicks include people who registered, RSVPed, and downloaded materials. Without the resend programme, those people would have been lost to the cycle. Cost of recovery: zero.
The institutional asset. The disciplined resend cadence is now an established Wyred operational standard for the 3i programme, applicable to every major announcement in 2027 without additional creative cost.
Four patterns that repeated.
The Speaker Badge email, sent to 186 expectant speakers, achieved a 64.3% open rate, nearly three times the open rate of broadcasts. Every segmented send outperformed its broadcast equivalent across the cycle.
Business implication: Audience segmentation is the single most impactful operational discipline available. Build it into the 2027 platform architecture from day one.
Audience ArchitectureThe campaigns with the highest CTORs, Registration Is Open (46.9%), Padel (45.0%), Badge Collection (37.1%) – all had a single, urgent, concrete action. The Day 3 recap returned only 2.6% CTOR despite high opens.
Business implication: Recaps inform; they do not convert. When the goal is action, the email must carry a single action.
Editorial DisciplineEight resends added 2,436 incremental opens and 521 incremental clicks at zero cost. The resend audience engaged at near-original levels.
Business implication: Treat every major announcement as a planned two-touch send. Build the cadence into the 2027 calendar by default.
Operational CadenceAn unsubscribe rate of 0.15% across twenty-four sends in fifty-three days means the audience tolerated high frequency because each send earned its place in the inbox.
Business implication: The list's loyalty is a long-cycle asset. Every send that doesn't earn its place erodes goodwill. Mandate: fewer, sharper, more deserved.
Trust CapitalEvery send. In order.
All twenty-four campaigns in chronological order. Teal-highlighted values indicate above-cycle-average performance. The ↻ marker indicates a strategic resend.
| Date | Subject Line | Rcpts | Open % | Click % | CTOR | Unsubs |
|---|---|---|---|---|---|---|
| 18 Mar | 3i Africa Summit is back. Secure your place now | 8,289 | 35.8% | 6.6% | 18.4% | 23 |
| 24 Mar | Join us LIVE – 3i Africa Summit 2026 Official Launch | 7,786 | 23.4% | 4.1% | 17.6% | 17 |
| 9 Apr | Registration Is Open! (Sponsor) | 765 | 59.4% | 27.9% | 46.9% | 1 |
| 9 Apr | Registration Is Open! (All) | 8,145 | 37.8% | 6.9% | 18.3% | 26 |
| 11 Apr | Registration Is Open! | 1,366 | 27.0% | 6.4% | 23.8% | 4 |
| 12 Apr | Registration Is Open! | 148 | 35.4% | 15.3% | 43.1% | 0 |
| 17 Apr | The 3i Africa Summit experience awaits you | 7,991 | 25.2% | 0.0% | 0.0% | 18 |
| 19 Apr | The 3i Africa Summit experience awaits you | 2,305 | 18.0% | 0.0% | 0.0% | 4 |
| 21 Apr | The deals, the access, the after-party – day by day | 7,779 | 28.3% | 4.6% | 16.3% | 20 |
| 22 Apr | The deals, the access, the after-party – day by day | 2,531 | 18.4% | 3.3% | 18.0% | 3 |
| 27 Apr | 8 days to 3i Africa | 7,017 | 18.6% | 3.2% | 17.1% | 14 |
| 28 Apr | 8 days to 3i Africa | 3,250 | 16.0% | 3.8% | 23.6% | 3 |
| 29 Apr | One less thing to worry about on Summit day | 3,134 | 41.2% | 4.9% | 11.8% | 7 |
| 29 Apr | One less thing to worry about on Summit day | 6,865 | 16.4% | 2.3% | 13.9% | 9 |
| 30 Apr | Your lanyard and badge are ready for collection | 3,401 | 49.3% | 18.3% | 37.1% | 2 |
| 30 Apr | Your speaker badge is ready | 186 | 64.3% | 20.9% | 32.5% | 0 |
| 1 May | Your lanyard and badge are ready | 753 | 45.6% | 13.2% | 28.9% | 3 |
| 1 May | Your speaker badge is ready | 27 | 44.4% | 11.1% | 25.0% | 0 |
| 5 May | Pick up your speaker badge at Achimota | 185 | 56.0% | 12.6% | 22.6% | 0 |
| 5 May | Tonight's padel + 4 more rooms to be in | 4,937 | 38.1% | 17.1% | 45.0% | 3 |
| 6 May | Tonight's padel + 4 more rooms to be in | 1,367 | 20.4% | 7.8% | 38.0% | 1 |
| 7 May | See you at Destiny Arena today | 11,684 | 20.9% | 1.1% | 5.4% | 3 |
| 8 May | The finale is today – and we have news | 13,038 | 25.3% | 0.7% | 2.6% | 2 |
| 8 May | You're invited: 3i Padel Tournament | 12,981 | 30.2% | 2.4% | 8.0% | 3 |
Five systems implemented during the cycle.
01. Data hygiene protocol. Systematic validation, de-duplication, and dormancy filtering, removing ~1,200 invalid records.
02. Segmentation architecture. Audience segments by role, function, ticket tier, and engagement state, enabling targeted send strategies.
03. Resend cadence framework. Disciplined 24–72 hour resend logic for high-priority sends, recovering missed audience.
04. Single-CTA campaign discipline. Editorial structure ensuring each conversion email had one clear action, lifting CTOR quality.
05. Form-to-audience pipeline. Public intake forms connected to Mailchimp with field mapping, enabling self-service audience growth.
The communications infrastructure is now an institutional asset.
The 3i Africa Summit no longer operates on a campaign-cycle audience rebuilt each year. The audience built in this cycle is large enough, diverse enough, and engaged enough to function as a standing communications base for ongoing year-round programmes – investor relations, policy bulletins, ecosystem updates, sponsor activations, and continued Summit announcement cycles. It exists. It is healthy. And it is ready.
6,954 registrations.
30 days.
The 3iafrica.com registration platform opened on 9 April 2026. Over the next 30 days, a concerted effort, the summit's established brand, strategic marketing by Wyred, ambassador networks, media engagements, and ecosystem-wide mobilisation, generated nearly seven thousand registrations from 56 countries across 4,157 unique organisations, exceeding the 3,000-delegate target by 132%.
2.3× the stated target within a compressed window.
The 6,954 total registrations and 6,780 approvals represent the largest registration volume in the summit's history. With 4,157 distinct organisations, the funnel attracted institutional depth, not just volume. The 3i brand's inherent pull provided a strong baseline of organic interest. Wyred's strategic marketing built on that foundation: the 100 Voices campaign mobilised approximately 1,600 advocates; a sustained EDM programme maintained direct audience engagement; paid social and search ads drove targeted traffic; and digital billboard placements reinforced visibility. Radio and TV appearances (from 28 April) added a broadcast layer in the final stretch. Approximately 90% of all digital deployment was designed to convert traffic into registrations on 3iafrica.com.
Three phases. One acceleration curve.
The registration trajectory followed a classic event-acceleration pattern, a strong launch, a sustained mid-campaign build, and a pronounced surge in the final 8 days.
Urgency is the primary conversion driver.
The two highest-volume days (751 and 743 registrations) came on 4–5 May, two days before the summit opened. This pattern held across all channels. Urgency-based messaging in the final phase converts at 3–5× the rate of awareness-phase content. Future editions should engineer multiple urgency milestones throughout the campaign (early-bird cutoffs, capacity warnings, speaker announcements) rather than relying on a single end-date urgency spike.
Seven tiers. Approval-gated quality.
| Ticket Tier | Registrations | Approved | Approval Rate | Share |
|---|---|---|---|---|
| Delegate Pass | 4,905 | 4,904 | 100.0% | 70.5% |
| Student Pass | 764 | 764 | 100.0% | 11.0% |
| Policy Pass | 530 | 457 | 86.2% | 7.6% |
| Startup Pass | 437 | 421 | 96.3% | 6.3% |
| Academic Pass | 141 | 127 | 90.1% | 2.0% |
| Investor Pass | 89 | 69 | 77.5% | 1.3% |
| Media Pass | 88 | 38 | 43.2% | 1.3% |
The gated tiers tell the more interesting story.
The Delegate Pass captured 70.5% of all registrations, expected for a free, open-registration event. The more telling numbers are in the gated tiers: 530 Policy Pass applications (regulators, central bankers, government officials) and 89 Investor Pass applications signal strong institutional demand. Media Pass had the lowest approval rate at 43.2%, indicating stricter vetting or a high volume of non-qualifying applicants, worth streamlining for future editions.
Cross-sector appeal, by the numbers.
Registrants self-selected from 17 primary function categories. The distribution reveals reach well beyond fintech into financial institutions, government, academia, and media.
56 countries. Five continents.
| Country | Registrations | Region |
|---|---|---|
| Nigeria | 82 | West Africa |
| United Kingdom | 48 | Europe |
| United States | 44 | Americas |
| Kenya | 19 | East Africa |
| Rwanda | 15 | East Africa |
| UAE | 11 | Middle East |
| Cameroon | 11 | Central Africa |
| South Africa | 10 | Southern Africa |
| Germany | 6 | Europe |
| France | 5 | Europe |
| Senegal | 5 | West Africa |
| Tanzania | 5 | East Africa |
Strong host-nation pull. International reach needs dedicated effort.
The 92.5% Ghana concentration reflects the nature of a free-registration, physical event in Accra. The 521 international registrations from 55 countries demonstrate genuine continental and global pull, particularly Nigeria (82), UK (48), US (44), Kenya (19), and Rwanda (15). The presence of registrants from UAE, Singapore, Hong Kong, and China signals fintech corridor interest beyond the continent. For future editions, targeted international campaigns, especially in East and Southern Africa, could meaningfully shift this ratio.
4,157 unique organisations. Institutional weight.
From central banks and regulators to startups, universities, and multilateral agencies, institutional depth, not just volume.
| Organisation | Registrations |
|---|---|
| Bank of Ghana | 220 |
| University of Ghana | 149 |
| GhIPSS | 50 |
| UPSA | 49 |
| KNUST | 41 |
| Telecel Ghana | 29 |
| MobileMoney Fintech LTD | 26 |
| Accra Technical University | 25 |
| Universal Merchant Bank | 24 |
| GCTU | 23 |
| KPMG | 19 |
| Fidelity Bank | 17 |
Beyond the anchor institutions – commercial buy-in.
Bank of Ghana and GhIPSS participation is expected as convener and co-convener. The more telling story is the breadth beyond: Telecel Ghana (29), MobileMoney Fintech (26), Universal Merchant Bank (24), and Fidelity Bank (17) represent meaningful buy-in from the commercial financial ecosystem. Academic institutions, University of Ghana (149), UPSA (49), KNUST (41), ATU (25), GCTU (23) – turned out in strength, validating both the Student Pass tier and the summit's knowledge-economy relevance. KPMG (19) signals credibility as an industry-grade convening extending well beyond the public sector.
Every registration flowed through 3iafrica.com.
The website, developed and deployed by Npontu Technologies, served as the single registration platform, the conversion endpoint for all traffic: brand-driven organic visitors, ambassador referrals, media coverage, Wyred's paid and organic social campaigns, EDMs, and digital billboards. Speaker data was loaded via the Airtable API provided by GFTN (214 published, 241 total). For 2027, earlier integration between marketing and web teams, particularly UTM tracking, analytics, and conversion pixel deployment, would enable real-time performance monitoring and channel-level attribution.
3,489 unique attendees.
5,285 check-ins.
The on-site registration and accreditation system, managed by WOW Logbook with QR-enabled check-in, captured attendance across all three Summit days, processed 1,017 walk-in registrations, and coordinated 1,645 pre-badge pickups across three locations ahead of the event.
Day 3 held 75% of Day 1 volume.
| Day | Date | Check-Ins | Walk-In Registrations | Sessions |
|---|---|---|---|---|
| Day 1 | 6 May (Tue) | 2,075 | 314 | 47 |
| Day 2 | 7 May (Wed) | 1,658 | 484 | 30 |
| Day 3 | 8 May (Thu) | 1,555 | 219 | 37 |
| Total | 5,288 | 1,017 | 114 |
Day 2 drove the highest walk-in conversion.
Day 2 generated 484 new on-site registrations, nearly 54% more than Day 1's 314. This signals that word-of-mouth and social media coverage from the opening day converted interest into action overnight. The programme held attention across all three days: Day 3 still drew 1,555 check-ins. For a free, three-day event, losing only 25% of opening-day volume by the final day reflects strong content relevance.
1,017 people showed up unregistered.
Walk-ins represent organic demand beyond the online funnel, people who learned about the summit through colleagues, social media coverage, or on-the-ground buzz.
| Pass Type | Day 1 | Day 2 | Day 3 | Total |
|---|---|---|---|---|
| Delegate Pass | 294 | 348 | 164 | 806 |
| Student Pass | 2 | 84 | 27 | 113 |
| Policy Pass | 11 | 34 | 4 | 49 |
| Startup Pass | 3 | 1 | 17 | 21 |
| Academic Pass | 3 | 17 | – | 20 |
| Premium / Media / Other | 1 | – | 7 | 8 |
11 pass categories. Cross-sector audience.
| Pass Type | Check-Ins | Share | Profile |
|---|---|---|---|
| Delegate Pass | 3,443 | 65.1% | Business professionals, executives, industry leaders |
| Policy Pass | 539 | 10.2% | Government, central banks, regulators |
| Student Pass | 465 | 8.8% | University students, emerging talent |
| Startup Pass | 233 | 4.4% | Founders and startup team members |
| Sponsor Pass | 146 | 2.8% | Corporate sponsors and partners |
| Speaker Pass | 108 | 2.0% | Keynote and panel speakers |
| Organiser Pass | 98 | 1.9% | Event coordination and logistics |
| Academic Pass | 87 | 1.6% | Academic and research institutions |
| Premium Delegate | 85 | 1.6% | VIP attendees, knowledge partners |
| Media Pass | 39 | 0.7% | Journalists, media, content creators |
| Investor Pass | 32 | 0.6% | Investment professionals, fund managers |
1,645 badges collected before doors opened.
Three pickup locations reduced venue congestion on opening morning.
Most delegates left pickup to the last moment.
Palms by Eagles and GhIPSS handled 84% of all pre-pickups. The volume surge on the final two Palms days (329 and 344, up from ~53/day in the first three) confirms that most delegates delayed badge collection until the last possible moment. Starting pre-pickup earlier and adding locations in high-density professional areas (Osu, Cantonments, CBD) could distribute this load more evenly for future editions.
37.9% returned for at least a second day.
| Pattern | Count | Share | Interpretation |
|---|---|---|---|
| Attended all 3 days | 464 | 13.3% | The summit's core committed community |
| Attended 2+ days | 1,322 | 37.9% | Strong multi-day retention |
| Attended 1 day only | 2,167 | 62.1% | Broad single-day reach |
| Total unique attendees | 3,489 | 100% |
Growing the all-3-day cohort is a clear opportunity.
More than a third of attendees returned for at least a second day, a strong result for a free event with no financial commitment anchoring attendance. The 464 who attended every day represent the summit's most loyal community. Growing this group through Day 3–specific programming (exclusive sessions, certificate-linked content, senior-level networking events) is one of the clearest opportunities for the next edition.
From online registration to physical attendance.
Production versus consumption.
Post-event inventory of lanyards and name tags for future production planning.
Consolidate to three pass tiers.
Delegate tags were almost fully consumed (only 1 remaining) while Startup (116) and Investor (114) had significant surplus, a direct consequence of managing 11 distinct pass categories. The number of categories created complexity across production, pre-pickup, on-site logistics, and lanyard/tag matching without proportionate benefit to the attendee experience.
For 2027, we recommend consolidating into three tiers: Delegate (the universal pass, absorbing all current non-speaker, non-sponsor categories), Speaker (programme participants and panellists), and VIP/Sponsor (sponsors, premium delegates, and organisers with distinct access needs). This simplifies production to three tag types and two or three lanyard colours, reduces inventory waste, eliminates gated-category approval bottlenecks, and streamlines the on-site check-in workflow.
Comms & PR.
Wyred's role.
In mid-April 2026, the Bank of Ghana's Communications department assumed primary responsibility for PR and traditional media relations. Wyred transitioned to a support role, delivering creative assets, producing broadcast materials, deploying digital outdoor advertising, and providing on-the-day media concierge personnel. The full Communications and PR report, covering media engagement, press coverage, and broadcast reach, will be provided by the BoG Communications team.
Assumed primary responsibility for all PR and traditional media relations from mid-April 2026. This included media engagement strategy, journalist relations, press conference coordination, interview scheduling for radio and TV appearances, and editorial placement. The BoG Comms team managed the relationship with broadcast and print media directly.
Creative and logistics support concentrated in four areas: digital billboard deployment (primary ownership), creative content production for print and broadcast, voiceover and jingle production, and event-day media concierge personnel. All deliverables produced to support the BoG Comms team's PR strategy.
Each team operated in its area of strength.
BoG Comms used its institutional media relationships to lead the PR effort. Wyred delivered production-quality creative output at speed. The result was brand-consistent creative across all traditional media touchpoints, print, TV, and radio, without duplication of effort or conflicting messaging.
Five locations across Accra.
Wyred's primary owned deliverable under the Comms & PR workstream. Objective: drive registration to 3iafrica.com and increase brand visibility in the physical environment. ~90% of creative focused on registration conversion.
| Location | Area | Traffic Profile |
|---|---|---|
| Osu | Oxford Street corridor | Commercial & hospitality, high foot/vehicle traffic, young professional demographic |
| Dzorwulu | Dzorwulu junction area | Key transit corridor connecting Achimota to Airport/East Legon; institutional offices |
| Airport Area | Airport Residential / Liberation Rd | High-value corridor, embassies, corporate HQs, financial services, hotels |
| 37 | 37 / N1 corridor | Major vehicular thoroughfare; high daily commuter volume north↔city centre |
| Okponglo | Main Madina road stretch | Legon, Madina, East Legon corridor, university, residential, commercial |
Billboards linked directly to the digital registration funnel.
The five locations maximised reach across Accra's key professional, institutional, and commuter corridors. Okponglo on the main Madina stretch captured the University of Ghana community, a segment that turned out to be significant with 465 student check-ins at the summit. All billboard creative carried the 3iafrica.com registration URL and the dynamic QR code, connecting outdoor deployment directly to the digital funnel.
Print. TV. Radio.
Assets delivered.
Wyred produced the creative assets used by the BoG Communications team across print dailies, television programmes, and radio broadcasts. All assets delivered to BoG Comms for placement through their media channels.
Wyred controlled quality. BoG Comms controlled placement.
All creative assets were produced by Wyred and delivered to the Bank of Ghana Communications team for deployment. Wyred controlled the quality and consistency of the visual and audio output, while BoG Comms controlled the media strategy, platform selection, and scheduling. The result: brand-consistent creative across all traditional media touchpoints without duplication of effort.
On-site support
and delivery sequence.
Wyred deployed personnel to support media operations at Destiny Arena across all three summit days, working alongside the BoG Communications team.
Key milestones in the Comms workstream.
612 designs. 47 animations.
One summit identity.
Wyred served as the end-to-end design and branding partner for the 3i Africa Summit 2026, responsible for all event collaterals, all marketing materials across digital and traditional media, all documentation and pitch decks, and the on-site event branding and experiential production. The scope expanded significantly beyond the original TOR as the summit's needs grew.
Six categories. Every touchpoint.
The original TOR covered event collateral design and marketing materials. In execution, Wyred became the single design authority for every visual output of the summit.
| Category | Description |
|---|---|
| Social Media Content | Speaker cards, countdown posts, 100 Voices assets, stories, reels, carousels, event-day live graphics across 6 platforms |
| Marketing Collaterals | Print ads (dailies), billboard creatives, digital banner ads, EDM templates, web banners |
| Event Collaterals | Name badges (9 variants, A5), lanyards, programmes, signage, wayfinding, registration desk materials |
| Documents & Presentations | Sponsorship decks, Summit Overview deck, side event documentation, sponsor interview documents |
| Broadcast Creatives | TV squeeze back (L-shape) graphics, LPM scripts, print daily layouts |
| On-Site Branding | Entrance arc, telescopic banners/flags, backdrops, LED truss graphics, sponsor visibility panels, experiential game boards |
| Animations | Social media motion graphics, countdown sequences, speaker announcements, sponsor reveals, live overlay graphics (47 total) |
Wyred became the single design authority for every visual output.
The original TOR covered event collateral design and marketing materials. In practice, the scope expanded to encompass every visual touchpoint: social media content, sponsorship pitch documents, side event branding, experiential production design, broadcast creatives, and complementary on-site branding to supplement the main vendor's output. The 612 designs and 47 animations represent the full volume of creative production delivered across the campaign.
150+ flags. 8 backdrops.
2 km of approach branding.
The main event branding vendor was Evolution. Given the vast scale of Destiny Arena, their branding coverage was not sufficient to deliver the required level of visibility, particularly for sponsor obligations and overall experiential quality. Wyred stepped in to complement Evolution's work with additional production focused on three objectives: creating an experiential feel, ensuring sponsor visibility, and fulfilling branding commitments made in sponsorship agreements.
| Element | Quantity | Purpose |
|---|---|---|
| Telescopic flags | 150+ | 2 km approach road + venue perimeter and interior – summit branding and sponsor visibility |
| Main entrance arc | 1 | Branded gateway at the main delegate entrance to Destiny Arena |
| Photo backdrops | 8 | Branded photo opportunity installations for delegates, speakers, and media |
| Digital LED trusses | Multiple | Rotating digital branding – sponsor logos, session information, summit messaging |
Destiny Arena is a large-scale venue.
Evolution's deployment covered the core requirements but left gaps in approach corridors, secondary spaces, and sponsor-specific visibility zones. Wyred's supplementary production ensured sponsors received their contracted branding exposure, the summit had consistent experiential quality across the full venue footprint, and the 2 km approach stretch carried summit branding to build anticipation from the moment delegates arrived in the area.
Beyond static branding. Engagement moments.
Wyred designed and produced experiential activations to engage delegates and create memorable, shareable moments, while delivering sponsor visibility through branded merchandise.
Wyred designed and produced interactive game boards installed at the venue. Delegates participated in games and won prizes, creating engagement moments that drew foot traffic, generated social media content, and gave sponsors organic visibility in a participatory format rather than passive signage.
T-shirts branded with sponsor logos, produced and distributed to participants who played the interactive games. Delegates became walking brand ambassadors throughout the venue and beyond, extending sponsor visibility well past the event grounds.
Experiential serves a dual purpose.
Experiential activations create delegate engagement (improving the overall event experience and generating organic social content) and deliver sponsor value beyond static logo placement. A sponsor logo on a t-shirt that a delegate wears home has a longer visibility life than a banner at a venue. The 1,400 branded t-shirts and the interactive game installations gave sponsors a tangible, participatory return on their investment, and gave delegates something to remember the summit by.
What worked.
What to do differently.
This is the section where challenges live. Individual sections present performance on its own terms, here, we surface what the compressed timeline limited, what dependency constraints affected, and what should change for the 2027 cycle. Organised by delivery block.
Three constraints shaped the work: time, dependency and late-locked tracks.
The entire marketing programme was executed in approximately eight weeks – from first social post on 13 March to Summit doors opening on 6 May. Industry norms for a continental summit of this scale call for a 4–6 month campaign runway. Wyred had roughly a third of that time.
This was not a failure of planning. The Bank of Ghana's formal procurement process, TOR publication, proposal evaluation, onboarding, meant active campaign delivery could not begin until mid-March. The team understood the constraint and built a delivery model accordingly: higher frequency, tighter feedback loops, parallel workstreams across all channels simultaneously.
The results, 6,954 registrations against a 3,000 target, 2.2M social media views, email performance above every industry benchmark, demonstrate that the compressed window did not prevent delivery. But it did constrain what could be optimised: there was no time for A/B testing email subject lines at scale, no runway for phased audience building, no early-bird registration cycle to create urgency milestones before the final week.
TimelineSeveral critical content inputs arrived later than required for optimal campaign deployment. The most significant: the hard drive containing all materials from the previous summit – past creative assets, photography, video footage, sponsor materials, and institutional content, was not made available to Wyred until April. This meant that early-phase content was necessarily more generic than it needed to be, because the team did not have access to the rich visual and institutional material that would have enabled more specific, credible, and compelling messaging from day one.
Similarly, access to key stakeholders, particularly sponsors, for interviews and content creation was delayed by coordination dependencies. Speaker confirmations, session details, and programme specifics arrived incrementally rather than in a single brief, requiring the content team to work in reactive rather than proactive mode.
Once these dependencies were resolved (mid to late April), the content quality and specificity improved markedly, the engagement data confirms this, with the strongest-performing campaigns concentrated in the final two weeks when the team had full access to the material and stakeholders it needed.
DependenciesTrack-specific marketing was thin in 2026, and the cause was structural, not creative. The tracks and the topics kept changing. With no settled picture of what each session would cover, the team could not commit to dedicated materials for any of them. By the time a track looked final, the runway to market it had already closed.
The side events followed the same pattern. With no fixed lineup early enough, the golf tournament, the beach event and the mixers were promoted late and generically, never built up as draws in their own right. The pull was there. The 3,218 Luma RSVP clicks in the email data show how strongly this audience responds to a specific invitation. It simply was never marketed on its own terms.
The lesson is to lock tracks and side events at the start of the six-month registration runway, not refine them alongside it. Once they are fixed, each one can carry its own identity and its own marketing system instead of competing for room inside a single general campaign.
Track & Event MarketingClarity of ownership is a prerequisite.
For a significant period early in the engagement, it was unclear whether PR and traditional media relations would be led by the Bank of Ghana Communications team or by Wyred. This lack of clarity delayed the production of traditional media assets, print ads, broadcast creatives, voiceover jingles, and squeeze back graphics, because the team producing them needed to know who would deploy them, through which channels, and on what timeline.
When the decision was made in mid-April for BoG Comms to assume the PR lead, Wyred pivoted rapidly to a support role and delivered all required creative assets at pace. But the transition put significant pressure on resources, work that could have been produced over several weeks had to be compressed into days.
The learning is clear: the division of responsibilities for the Comms & PR workstream should be agreed and documented before the engagement begins, not resolved mid-campaign. This applies to media strategy, journalist relations, broadcast scheduling, and the creative production pipeline that supports it.
Ownership ClarityThe digital billboard campaign, one of Wyred's primary owned deliverables under the Comms workstream, was deployed later than planned due to unresolved budgetary considerations. The five billboard locations (Osu, Dzorwulu, Airport, 37, Okponglo) were strategically selected and the creative was ready, but deployment was held pending budget confirmation. Earlier activation would have extended the visibility window and contributed to the registration funnel over a longer period.
Budget ClarityThe PR and media coverage skewed heavily domestic. For an event positioning itself as a continental platform – "3i Africa Summit" – the absence of structured partnerships with international media gave the summit a local feel in its external communications. This is not a reflection of the event's actual reach (56 countries registered, 135 countries in the email database) but of how it was perceived externally through media.
Strategic media partnerships with international outlets – African and global business media, fintech trade press, development-sector publications, should be established well in advance of the 2027 cycle. These relationships take months to build and cannot be activated in the final weeks.
International PositioningThe media station, where journalist interviews, broadcast setups, and press interactions were conducted, was positioned far from the main stage and session areas. This created practical problems: speakers were reluctant to travel the distance between sessions and the media zone, internet connectivity at the station was unreliable (intermittent blackouts), and the physical separation from the main event activity reduced the energy and immediacy that makes live event media coverage compelling.
For future editions, the media zone should be positioned adjacent to the main stage or in a high-traffic corridor where speakers naturally pass between sessions. Dedicated internet connectivity (separate from the venue's general network) is a non-negotiable requirement for any media operation.
Event InfrastructureThe full Comms & PR report rests with the Bank of Ghana.
As documented in sections C1–C3, the Bank of Ghana Communications team assumed primary responsibility for PR and traditional media relations from mid-April 2026. The full media coverage report, including broadcast reach, print placement data, and journalist engagement metrics, will be provided by the BoG Communications team. The learnings above reflect Wyred's perspective from the support role it held within this workstream.
659 assets delivered. The cost of delivering at that pace.
612 static designs and 47 animations across every touchpoint of the summit, social media, print, broadcast, documents, event collaterals, on-site branding, and experiential installations. Delivering this volume within the compressed timeline required Wyred to scale its design capacity beyond the core team, bringing in additional resources at short notice.
This solved the throughput problem but introduced quality management overhead. New team members needed onboarding to the brand system, the design language, and the approval workflow. In some cases, this created inconsistencies that required additional review cycles, adding pressure to an already compressed timeline.
The learning is not that the volume was unreasonable, the summit's needs were genuine. The learning is that this volume of creative output requires either a longer production runway or a larger standing team resourced from the start. With a six-month engagement, the same 659 assets could be produced by a smaller team working at a sustainable pace, with time for proper quality assurance at every stage.
Capacity & QualityGiven the time constraints, brief clarity was critical, every round of interpretation added hours the team did not have. In practice, several deliverable requests arrived without sufficient specification: unclear dimensions, ambiguous copy requirements, undefined audience context, or missing content inputs. The design team had to invest time deciphering the ask before it could begin executing.
This is a compounding problem: unclear briefs lead to first drafts that miss the mark, which lead to revision cycles, which consume time that was already scarce. A standardised briefing template – agreed between the Bank of Ghana, GFTN, and the creative agency at the start of the engagement, would ensure every request arrives with the information needed to execute in a single pass.
Briefing ProcessIn the 2026 cycle, the main event branding vendor (Evolution) worked largely independently of the creative agency. The result was on-site branding that met functional requirements but lacked the experiential quality and conceptual coherence that the summit's positioning demanded. Wyred's supplementary production, 150+ telescopic flags, 8 photo backdrops, the entrance arc, LED truss graphics, interactive game boards, and 1,400 branded t-shirts, was deployed specifically to fill the experiential gap.
The recommendation is structural: the creative agency should lead the event branding concept and design – developing the experiential vision, spatial branding strategy, sponsor visibility plan, and environmental design language. The production vendor then produces and installs to those specifications. This ensures that the on-site experience is conceptually aligned with the digital and media brand, not a separate workstream that produces functional but uninspired output.
Workflow ArchitectureTwo operational issues that sit outside any single block.
A summit of this scale necessarily involves multiple vendors working in parallel, creative, production, website, accreditation, logistics. The effectiveness of that ecosystem depends on every vendor operating with the same collaborative orientation: shared timelines, open communication, and a willingness to coordinate across workstreams.
In practice, the level of collaboration varied significantly across the vendor ecosystem. The working relationship with the website team (Npontu Technologies) was constructive and well-coordinated, information flowed, timelines were respected, and integration points were resolved efficiently. The relationship with the event production vendor was more challenging, with coordination frictions that affected the pace and quality of on-site branding delivery.
For 2027, we recommend that all vendors participate in a joint kick-off session at the start of the engagement, with shared milestones, agreed communication protocols, and a clear understanding that the summit's success depends on every vendor functioning as part of a single delivery team, not as independent contractors operating in isolation.
Vendor EcosystemDestiny Arena's location is served by a narrow single road that generates significant traffic congestion even under normal conditions. On summit days, with thousands of delegates, speakers, sponsors, media, and logistics vehicles converging simultaneously, the congestion was acute. Delegates reported extended travel times for what should have been a short journey, and the approach experience did not match the quality of the event itself.
This is not an operational issue that better traffic management alone can solve, it is a structural limitation of the venue's road infrastructure. For future editions, the Bank of Ghana and event organisers should evaluate whether Destiny Arena's access constraints are compatible with the summit's scale and ambition, or whether an alternative venue with superior road access, public transport connectivity, and approach capacity would better serve the delegate experience.
Venue InfrastructureMethodology
and data sources.
This appendix documents the methodology, data sources, analytical standards and limitations underpinning this report, ensuring the findings are verifiable, reproducible and grounded in evidence.
How this report was built.
| Principle | Application |
|---|---|
| Primary data only | All metrics are drawn from first-party platform analytics (Mailchimp, Meta Business Suite, LinkedIn Analytics, TikTok Analytics, YouTube Studio, Bitly Analytics, Google Business Profile, WOW Logbook, 3iafrica.com registration backend). No third-party estimation tools or inferred data were used. |
| Point-in-time snapshots | All platform data was exported in May 2026, immediately following the summit. Social media metrics, email analytics, and registration data reflect the state of each platform at the time of export. Figures may shift marginally as platforms finalise delayed reporting (e.g. Mailchimp's 72-hour open tracking window). |
| Benchmarks cited with source | Industry benchmarks are sourced from Mailchimp's 2025 published Email Marketing Benchmarks for the Events & Conferences and Non-Profit categories. Where benchmark data was unavailable (e.g. social media platform-level benchmarks), no comparison is made. All benchmark citations include the source. |
| Actuals over estimates | Where precise figures are available, they are used. Where approximation is necessary (e.g. the ~1,200 contacts lost during list cleaning), the approximation is stated explicitly and the basis for the estimate is noted. |
| Attribution limitations acknowledged | Channel-level registration attribution was not available because the 3iafrica.com platform did not have tracking infrastructure (UTM parameters, conversion pixels) integrated during this cycle. This is noted as a limitation and a recommendation for the 2027 platform build. No attribution claims are made without supporting data. |
| Challenges in W3 only | Individual sections (M1–M5, C1–C3, B1–B2) present performance on its own terms. Challenges, limitations, and honest reflections on what the compressed timeline constrained are consolidated in the Strategic Learnings section (W3) – not buried or scattered across the report. |
| Reproducibility | Every figure in this report can be verified by accessing the source platform with the same credentials and date range. The data sources table below provides the platform, access method, and reporting period for each dataset. |
Every figure is traceable.
The raw data exports used to compile this report are available for independent verification.
| Section | Data Source | Reporting Period | Access |
|---|---|---|---|
| M2 · Social Media | Meta Business Suite (Instagram, Facebook) | Feb – May 2026 | Platform analytics dashboard |
| M2 · Social Media | LinkedIn Analytics | Feb – May 2026 | Company page analytics |
| M2 · Social Media | TikTok Analytics | Campaign period | Creator tools dashboard |
| M2 · Social Media | YouTube Studio | Feb – May 2026 | Channel analytics |
| M2 · Social Media | Bitly Analytics | Mar – May 2026 | Link & QR analytics |
| M2 · Social Media | Google Business Profile | Feb – May 2026 | Business profile insights |
| M3 · Email & EDM | Mailchimp Campaign Reports | 16 Mar – 8 May 2026 | Audience & campaign analytics |
| M3 · Benchmarks | Mailchimp 2025 Email Marketing Benchmarks | Published 2025 | mailchimp.com |
| M4 · Registration | 3iafrica.com registration backend (Npontu Technologies) | 9 Apr – 8 May 2026 | Backend data export |
| M4 · Speakers | Airtable API via GFTN | Summit period | API-fed website backend |
| M5 · Accreditation | WOW Logbook attendance system | 6 – 8 May 2026 | Event check-in system |
| M5 · Pre-Pickup | WOW Logbook pre-pickup data | Pre-event period | Pre-badge pickup records |
| M5 · Materials | Post-event inventory audit | Post 8 May 2026 | Physical inventory count |
| B1 · Creative Output | Wyred internal project tracker | Full campaign | Production log |
| B2 · On-Site Branding | Wyred production inventory & post-event audit | Summit period | Production & install records |
What this report cannot tell you.
Channel-level registration attribution was not captured at the platform level. The 3iafrica.com registration platform did not have UTM tracking parameters or conversion pixels configured during this cycle. As a result, while this report presents detailed channel-level reach and engagement metrics from each marketing platform, it is not possible to determine the precise number of registrations attributable to each channel. For the 2027 cycle, we recommend that tracking infrastructure be integrated into the website during the platform build phase, before marketing campaigns go live, to enable full channel-level attribution from day one.
X/Twitter data is pending. X was an active campaign channel but analytics data had not been exported at the time of report compilation. Figures will be incorporated when available.
Hard bounce rate reflects inherited conditions. The 4.05% hard bounce rate in the email programme is attributable to the legacy database inherited in March 2026, not to list quality degradation during the campaign. By Summit week, individual campaign bounce rates had stabilised well below 2%.
Proposed website
sitemap.
As part of the post-summit knowledge products, Wyred produced a comprehensive proposed sitemap for the 3iafrica.com platform going forward. The interactive document maps nine top-level sections, sub-pages, API integrations, and a phased roadmap for the platform's evolution.