May 21, 2020

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7 min read

Opinions expressed by Entrepreneur contributors are their own.


The global health crisis has rocked the sharing economy. Uber and Lyft drivers have seen their incomes plunge as people shelter in place. Airbnb bookings have tumbled, and its services have been banned in some cities and states. Gig workers at a number of companies are protesting a lack of basic protections like hand sanitizer, cleaning supplies and sick pay.

This crisis has brought to a head problems that have been lurking in the wings for years. As a professor who researches the sharing economy, I’ve found that the features that make it so successful — especially its flexible, decentralized, independent workforce — create both unique opportunities and vulnerabilities. The stresses of our current situation have made these contradictions clearer than ever.

Related: 5 Ways Entrepreneurs Can Rebound After a Crisis

Will this public health

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The Inside the Mind of the CEO interview series explores a wide range of critical decisions faced by chief executives around the world. For more insight, see PwC’s CEO Survey.

Where other people see problems, Chantelle Abdul sees opportunities. Abdul, who was born in Nigeria but grew up and was educated in the U.K. and U.S., is the CEO of Mojec International Holdings, a family-owned conglomerate based in Nigeria and West Africa with operating portfolio investments in power, energy, mining, technology, and agriculture.

When Nigeria’s power industry was first privatized in the 2010s, electric bills were rough estimates at best, with no clear link between customers’ usage in a given period and their bill. Not surprisingly, many people refused to pay. In that environment, there was little business value in simply generating more electricity, as those investments couldn’t be recouped. Abdul was among the first to realize that smart

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8 min read

Opinions expressed by Entrepreneur contributors are their own.


Gosh, I miss sports. I know I’m not alone in that sentiment. Watching the ESPN documentary of Michael Jordan in my basement is good, but not great. I want to play again, and soon. The inability to play or immerse myself in live sports right now, however, has made me reflect on the role ice hockey had on my life and the lessons I learned on watered-down, frozen soccer-fields-turned-hockey-rinks, seeing the sun go down and the temperature plunge further and further, until all senses were dulled to the point of nothingness.

I spent my formative years in Edina, Minnesota, an ice hockey mecca, where I lived and breathed the sport September through July. As a goaltender, I thrived on my own in the net — the chance to be the hero or the goat on each

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Associate distributors have provided stickier assets to some of India’s largest mutual fund houses even as troubles in debt schemes have prompted withdrawals leading to an erosion in the amount of money they manage.


The share of such distributors has actually gone up since the Covid-19 crisis took hold in March. It continued to hold even after the panic withdrawals prompted by Franklin Templeton’s decision to wind up six debt schemes over debt market troubles, shows an analysis of data from the Association of Mutual Funds in India (AMFI).



The share of such distributors for the five largest asset managers was around 9.2 per cent at the end of 2019. It rose to 9.5 per cent in March when the lockdown began, and was at 9.4 per cent at the end of April after Franklin decided to wind up its schemes

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