logo
Behind the scenes of entrepreneurship lurks struggles with mental health issues

Behind the scenes of entrepreneurship lurks struggles with mental health issues

IOL News17-07-2025
A global survey of 227 entrepreneurs representing 46 countries, reveals that a staggering 87.7% admitted to struggling with at least one mental health issue.
Image: AI LAB
Entrepreneurship in South Africa, particularly within its vibrant townships and sprawling rural areas, often gets spray painted with a smooth airbrush of unwavering resilience and boundless innovation. Rightly so, because the grit it takes to build a business from the ground up in these communities is nothing short of heroic, an audacious act of the KZN Police Commissioner, Nhlanhla Mkhwanazi.
Yet, beneath the inspirational headlines and promise of radical economic development, there's a solemn whisper, a silent groan, "Ooh, I'm done with this!" that often goes off in broad day light. It is a lament of the mind and soul where a friend once said, 'I'm in pain, but I can't identify the part of the body that is experiencing this excruciating agony'. This unforgiving pain has no medical remedy, yet it lodges freely in our fragile souls.
Entrepreneurs are not just battling balance sheet numbers; but they are wrestling with extremely apprehensive anxiety, miserable depression, and sheer exhaustion of carrying the weight of their dreams and that their entire families are on their shoulders. In a society where endurance is often seen as the only option, admitting defeat, is unthinkable, feels like a total betrayal.
According to the Founder's Report, Navigating Entrepreneurial Mental Health: Insights from the Trenches published this year, a global survey of 227 entrepreneurs representing 46 countries, reveals that a staggering 87.7% admitted to struggling with at least one mental health issue. That's not a glitch. That is nearly nine out of 10 entrepreneurs swearing in the shower before heading to a business pitch event.
Big respect to entrepreneurs, neh? These legends are out here catching business and pain like it's a buffet with no side plates — just anxiety served extra hot. The report notes that 50.2% of founders are walking bundles of anxiety and 45.8% are struggling with high stress. Not because they're weak, but because entrepreneurship in South Africaoften means managing unreliable cash flow, municipality load reduction, and dealing with unscrupulous clients.
Look, it's not shocking that 39.2% of entrepreneurs are stressing about money 24/7 — and no, it's not because they went wild at Woolies — it is because month-end in a small business is like Survivor: MSME Edition. Who gets paid first — the reputable supplier, the devoted employee, or the benevolent landlord? And just when you think you're getting your acts together, here comes 34.4% of entrepreneurs waving the burnout flag, with no 'Mchunu' benefits of a special leave. On top of that 31.7% feel like frauds, (a.k.a Thabo Bester launching a business behind prison walls). Yes, even the founder with the killer elevator pitch sometimes Groks 'how to not ruin your life with your own startup.'
Video Player is loading.
Play Video
Play
Unmute
Current Time
0:00
/
Duration
-:-
Loaded :
0%
Stream Type LIVE
Seek to live, currently behind live
LIVE
Remaining Time
-
0:00
This is a modal window.
Beginning of dialog window. Escape will cancel and close the window.
Text Color White Black Red Green Blue Yellow Magenta Cyan
Transparency Opaque Semi-Transparent Background Color Black White Red Green Blue Yellow Magenta Cyan
Transparency Opaque Semi-Transparent Transparent Window Color Black White Red Green Blue Yellow Magenta Cyan
Transparency Transparent Semi-Transparent Opaque
Font Size 50% 75% 100% 125% 150% 175% 200% 300% 400% Text Edge Style None Raised Depressed Uniform Dropshadow Font Family Proportional Sans-Serif Monospace Sans-Serif Proportional Serif Monospace Serif Casual Script Small Caps
Reset
restore all settings to the default values Done
Close Modal Dialog
End of dialog window.
Advertisement
Next
Stay
Close ✕
Ad loading
While others snore like a tractor at night, 21.6% of entrepreneurs barely close their eyes. Forget lullabies — small business owners are kept awake by delivery vans that vanish off the radar, customers who ghost, and suppliers who only reply on the 5th reminder. Running an SMME isn't a job, it's a 24/7 emotional rollercoaster where sleep is optional, but panic attacks are order of the day. Who needs horror movies when you've got fleet signals disappearing into the night?
Most SMME owners don't have a VIP section in high society — if they did, the entrepreneurial grind wouldn't feel like a solo midnight stroll through Lonely Street Avenue. With 26.9% of entrepreneurs saying they feel isolated, it's clear the hustle life isn't as social as those networking brunches make it seem. Between juggling invoices, chasing clients, and pretending you understand tax law, there's barely time for friends unless you count your laptop and that overused coffee mug.
Meanwhile, 26.9% of entrepreneurs are stuck in a wrestling match with work-life balance — and mood spoiler alert: work's winning by a TKO. Can you really blame them? For most SMMEs, the only 'me time' they get is when the Wi-Fi crashes and Joburg does the honourable thing throttling water forces an entrepreneur to do passport photo wash.
According to the report, 13.7% of entrepreneurs say their business is putting their relationships on the rocks — and honestly, who's surprised? Missing bae's birthday dinner because you're stuck pitching to a client who still hasn't paid your first invoice? Yoh. You're not just missing dessert — you're inviting to be served silent treatment for the whole week. Meanwhile, 12.3% of founders say they feel hopeless, which is a bit rich considering most of us make a living selling hope.
Mental health for entrepreneurs isn't just a 'nice-to-have,' it's a survival tool. You can't build the next big thing when your brain's running on 5% with no charger in sight. We don't need more hustle quotes on Instagram, we need proper support: real check-ins, peer-to-peer vent sessions, and funders who get that 'resilience' doesn't mean carrying the whole business on your back until you pass out by the coffee machine.
Because let's be honest — behind every slick pitch deck is a sleep-deprived founder running on caffeine, and a half-eaten Gatsby from three days ago. So the next time someone says, 'Just push harder,' send them this article and say: 'I'm not lazy, my bru. I'm just trying not to die while building generational wealth.'
Bongani Ntombela is the Programmes Director at 22 On Sloane, Africa's Largest Entrepreneurship Campus.
Image: Supplied
Bongani Ntombela, Executive: Programmes at 22 On Sloane.
*** The views expressed here do not necessarily represent those of Independent Media or IOL.
BUSINESS REPORT
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Purpose at the pinnacle: Why boards must reclaim organisational intent
Purpose at the pinnacle: Why boards must reclaim organisational intent

IOL News

time6 days ago

  • IOL News

Purpose at the pinnacle: Why boards must reclaim organisational intent

Stakeholders are increasingly attuned to authenticity, and they hold boards accountable not just for financial results, but for moral coherence. Image: AI Lab Nqobani Mzizi For many organisations, the word "purpose" has become an aspirational placeholder—framed on walls, repeated in reports, and recited at town halls. Yet too often, it remains disconnected from the daily decisions that shape an organisation's impact. When boards treat purpose as a branding exercise rather than a governance imperative, they reduce it to performance theatre. This squanders the board's most powerful tool—the ability to drive true strategic alignment and long-term value creation. The board is the highest custodian of purpose. Defining purpose is not management's job alone. That accountability lies at the board's apex. King IV echoes this, stating under Principle 1 that the governing body should lead ethically and effectively, and under Principle 4 that it should ensure the organisation is seen as a responsible corporate citizen. Purpose is the anchor aligning ethical conduct and strategic direction. According to ISO 37000, the international governance standard, organisational purpose is the foundation from which all governance conditions and practices flow. Yet in too many boardrooms, purpose is treated as abstract or sentimental—useful for external messaging, but irrelevant to risk oversight or financial strategy. This failure to anchor purpose at the governance level explains why so many organisations drift. Without clear organisational intent, strategy becomes reactive, culture becomes performative, and stakeholder trust becomes fragile. And while boards may pride themselves on fiduciary rigour or ESG compliance, they often overlook the foundational question: 'what are we here to do, and for whom'? Organisational purpose is not a slogan. It is a directional force. When articulated with clarity and courage, it helps boards make trade-offs, allocate capital more wisely, and weigh long-term implications against short-term wins. In times of crisis or disruption, purpose becomes the compass. But a compass only works when it is consulted. And boards that delegate purpose-setting to branding consultants or CSR departments are not governing; they are observing. Video Player is loading. Play Video Play Unmute Current Time 0:00 / Duration -:- Loaded : 0% Stream Type LIVE Seek to live, currently behind live LIVE Remaining Time - 0:00 This is a modal window. Beginning of dialog window. Escape will cancel and close the window. Text Color White Black Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Background Color Black White Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Transparent Window Color Black White Red Green Blue Yellow Magenta Cyan Transparency Transparent Semi-Transparent Opaque Font Size 50% 75% 100% 125% 150% 175% 200% 300% 400% Text Edge Style None Raised Depressed Uniform Dropshadow Font Family Proportional Sans-Serif Monospace Sans-Serif Proportional Serif Monospace Serif Casual Script Small Caps Reset restore all settings to the default values Done Close Modal Dialog End of dialog window. Advertisement Next Stay Close ✕ Ad loading South African examples illustrate this alignment. Take African Bank: its board anchored the organisation's mission to 'advance lives through financial services,' ensuring strategic decisions, from capital allocation to product approval, reflected this intent. When launching Isiko, a financial product designed for culturally significant events like lobola or cultural ceremonies, management's proposal was evaluated against the board's governance lens: does this meaningfully advance lives? Does it align with our broader social relevance? By treating purpose as a strategic filter, not just a slogan, the board turned intent into accountability. This contrasts with organisations where purpose is rubber-stamped but absent from key decisions. Discovery, under Adrian Gore's leadership, provides another example. The Vitality-based business model, which incentivises healthier behaviour through financial rewards, has been underpinned by a clear purpose: making people healthier and enhancing lives. The board has integrated this purpose into international expansion strategies, risk frameworks, and partnerships, ensuring that the business logic aligns with its social intent. Discovery's directors understand that purpose, when governed actively, is not a constraint, but a multiplier of innovation and differentiation. Another glaring case is that of Unilever under the leadership of Paul Polman. He challenged the status quo by embedding sustainability into the core of business strategy, encouraging longer-term thinking even when quarterly earnings suffered. The board backed a shift away from short-termism, aligning its oversight functions with Unilever's Sustainable Living Plan. The board's resolve to support Polman's decisions amid investor resistance shows how purpose can be governed with conviction, not just communicated. Conversely, when purpose is absent or allowed to fracture, organisations risk governance drift, cultural malaise, and even catastrophic ethical failure. Intention is not enough. Purpose must be fully embedded in strategy, oversight, and reward, integrated into board processes and strategic decisions. Is purpose considered when approving strategy, setting KPIs, evaluating executive performance, or assessing risk appetite? Does the board measure the alignment between stated purpose and stakeholder perception? Or is purpose left behind once the mission statement is signed off? Purpose also acts as a powerful diagnostic tool. When governance failures emerge, whether through ethical lapses, reputational harm or cultural toxicity, they often reflect a disconnection between stated intent and actual behaviour. Purpose, when governed well, is a form of risk mitigation. But when left untethered, it can become a source of disillusionment. Stakeholders are increasingly attuned to authenticity, and they hold boards accountable not just for financial results, but for moral coherence. This is not to suggest that boards must become moral philosophers or abandon profit. Rather, it is to remind us that profit without purpose is extractive and unsustainable. A well-governed purpose does not undermine commercial viability; it enhances it by providing a consistent framework for decisions, a north star during uncertainty, and a narrative that binds employees, customers, and investors to a shared vision. Reclaiming purpose is not about rewriting taglines but about embedding intent into the DNA of governance. Boards serious about reclaiming purpose should ask: Are we governing purpose as a core board responsibility or outsourcing it to brand managers? Do our strategic decisions reflect our declared intent, especially when trade-offs are required? Have we built governance processes that test for purpose alignment across performance, risk, and remuneration? Are we willing to revisit our purpose when stakeholder needs, societal expectations or market realities shift? As boards prepare for increasingly complex futures shaped by technological disruption, climate imperatives, and shifting social expectations, purpose becomes more than a virtue. It becomes a necessity. It is the one thing that cannot be automated, outsourced or legislated. It must be owned. At the highest level. With clarity. And with courage. Nqobani Mzizi is a Professional Accountant (SA), (IoDSA) and an Academic. Image: Supplied * Nqobani Mzizi is a Professional Accountant (SA), (IoDSA) and an Academic. ** The views expressed do not necessarily reflect the views of IOL or Independent Media. BUSINESS REPORT

The emotional impact of AI: Are we losing human connection?
The emotional impact of AI: Are we losing human connection?

IOL News

time6 days ago

  • IOL News

The emotional impact of AI: Are we losing human connection?

Generative AI is well embedded in the daily lives of millions, but a shift is underway that deserves closer scrutiny, the author said. Image: AI LAB Generative AI is well embedded in the daily lives of millions, but a shift is underway that deserves closer scrutiny. In 2023, most conversations focused on how Gen AI would transform productivity. Streamlining tasks, automating workflows, and accelerating innovation were our bread and butter. But by 2025, the data is telling a different story: the most common use of Gen AI is now personal and emotional support. This may seem like progress. Technology is stepping in to help people cope with loneliness, anxiety, and the pressures of modern life. But there is a deeper question worth asking: why is there such a widespread need for emotional support in the first place? Covid-19 lockdowns left more than an economic and health legacy. Those seismic months fundamentally changed how we interact, work, and connect with one another. The norms established during lockdowns have persisted and, in many cases, deepened. Physical communities have thinned, and social interaction has increasingly shifted online. Those temporary behaviours intended to keep us safe have contributed to a new and more permanent kind of isolation. Now, instead of rebuilding human connection, machines are becoming our companions and confidants. This is a turning point and it's not a healthy one. At iqbusiness, we've seen firsthand how Gen AI can empower teams and drive operational gains. These are tangible, valuable applications that no modern business can do without. But leaders cannot ignore the parallel trend unfolding before us: Gen AI is stepping in where human connection is faltering, and that is what needs mending. In recent analysis of the use cases of Gen AI in Harvard Business Review, Marc Zao-Sanders revealed that the top 10 most widespread uses have shown a significant shift between 2024 and 2025. In 2024, 'Generating ideas' was number one (now down to number 6) but has been replaced by 'Therapy / companionship' (up from two in 2024). Top 6 Gen AI uses 1 Therapy / companionship AI-powered tools are helping people manage stress, depression, and emotional regulation. But this surge signals something more: a deep deficit in human relationships. Leaders in businesses, government, schools, places of worship and communities need to take this moment seriously and not lose sight of what – and who – is at stake in the digital revolution. Video Player is loading. Play Video Play Unmute Current Time 0:00 / Duration -:- Loaded : 0% Stream Type LIVE Seek to live, currently behind live LIVE Remaining Time - 0:00 This is a modal window. Beginning of dialog window. Escape will cancel and close the window. Text Color White Black Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Background Color Black White Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Transparent Window Color Black White Red Green Blue Yellow Magenta Cyan Transparency Transparent Semi-Transparent Opaque Font Size 50% 75% 100% 125% 150% 175% 200% 300% 400% Text Edge Style None Raised Depressed Uniform Dropshadow Font Family Proportional Sans-Serif Monospace Sans-Serif Proportional Serif Monospace Serif Casual Script Small Caps Reset restore all settings to the default values Done Close Modal Dialog End of dialog window. Advertisement Next Stay Close ✕ Ad loading 2 Organising my life (new entrant) Many people are using Gen AI tools to track, motivate and organise their goals or tasks to enhance efficiencies and accountability. But in practice, this often results in fewer opportunities for collaboration and moments for professional assistance and insights. 3 Finding purpose (new entrant) Humans have sought purpose since time immemorial, and Gen AI has not changed that. The wise would heed the words of Holocaust survivor Viktor Frankl: 'Everything can be taken from a man but one thing: the last of the human freedoms - to choose one's attitude in any given set of circumstances, to choose one's own way.' Are we choosing our own way or allowing tech to make the choices for us? 4 Enhanced learning AI tutors and adaptive learning platforms make education and learning more personal and accessible for those online. But without mentors or community engagement, much of the learning lacks context and lived insight, and many essential inter-personal skills necessary to grow and succeed are being lost. 5 Generating code for professionals Gen AI is widely used by designers and product teams to jumpstart ideation, and developers lean on AI co-pilots to write and debug code. This is where Gen AI can have immense and sustainable value. It's efficient, but as reliance increases, deep skills may diminish as we reward speed over exploration and novelty over authenticity. 6. Generating ideas We've moved quickly from our suspicion of Gen AI just two years ago to everyday use in almost every personal and professional setting. It's use for prompting ideas has dropped from one to six this year as it's overtaken by more alarming uses. Other uses in the 2025 top ten are: Fun and nonsense, Improving code for pros, Creativity and Healthier living . Why does this matter now? The data clearly shows that humans are not only using technology more, but we are asking it to step into roles that used to belong to people without fully recognising or appreciating its social consequences. Turning to machines for comfort and connection is more than an efficiency play, and there is a real risk that this shift becomes self-reinforcing. The more we normalise AI as a substitute for human interaction, the less incentive we have to invest in rebuilding human systems of care, of investing in our families, teams, communities. The erosion of human connection is not happening in isolation. It is unfolding against a backdrop of deepening global anxiety — from geopolitical tensions and wars to climate crises and economic instability. Symbols like the Doomsday Clock, now just seconds from midnight, reflect not only existential threats but also our collective sense of unease. In such an environment, it is tempting to retreat into the efficiency and predictability of machines. But when artificial intelligence begins to fill the void left by fractured relationships and fatigued institutions, it risks becoming a crutch rather than a catalyst, enabling us to bypass the hard, human work of listening, empathising, and rebuilding trust. The more turbulent the world becomes, the more vital - not expendable - authentic human connection becomes. Technology can and should play a role in supporting goals, facilitating communication, easing daily pressures, and navigating challenges with seemingly no solution. But it cannot replace the emotional intelligence, empathy, and accountability that come from forging human relationships and connections. These are not 'soft' attributes; they are the very foundations healthy societies and resilient economies. Leaders in government, business and civil society must carefully balance the need to create spaces in our organisations where innovation and technology are embedded, but inherently human, real conversation and connections are prioritised. The most valuable outcomes of Gen AI won't come from what it supercedes, but from how it empowers people to do more, feel more, and relate more to one another. Adam Craker, chief executive of IQBusiness. Image: Supplied Adam Craker is CEO at iqbusiness BUSINESS REPORT

Behind the scenes of entrepreneurship lurks struggles with mental health issues
Behind the scenes of entrepreneurship lurks struggles with mental health issues

IOL News

time17-07-2025

  • IOL News

Behind the scenes of entrepreneurship lurks struggles with mental health issues

A global survey of 227 entrepreneurs representing 46 countries, reveals that a staggering 87.7% admitted to struggling with at least one mental health issue. Image: AI LAB Entrepreneurship in South Africa, particularly within its vibrant townships and sprawling rural areas, often gets spray painted with a smooth airbrush of unwavering resilience and boundless innovation. Rightly so, because the grit it takes to build a business from the ground up in these communities is nothing short of heroic, an audacious act of the KZN Police Commissioner, Nhlanhla Mkhwanazi. Yet, beneath the inspirational headlines and promise of radical economic development, there's a solemn whisper, a silent groan, "Ooh, I'm done with this!" that often goes off in broad day light. It is a lament of the mind and soul where a friend once said, 'I'm in pain, but I can't identify the part of the body that is experiencing this excruciating agony'. This unforgiving pain has no medical remedy, yet it lodges freely in our fragile souls. Entrepreneurs are not just battling balance sheet numbers; but they are wrestling with extremely apprehensive anxiety, miserable depression, and sheer exhaustion of carrying the weight of their dreams and that their entire families are on their shoulders. In a society where endurance is often seen as the only option, admitting defeat, is unthinkable, feels like a total betrayal. According to the Founder's Report, Navigating Entrepreneurial Mental Health: Insights from the Trenches published this year, a global survey of 227 entrepreneurs representing 46 countries, reveals that a staggering 87.7% admitted to struggling with at least one mental health issue. That's not a glitch. That is nearly nine out of 10 entrepreneurs swearing in the shower before heading to a business pitch event. Big respect to entrepreneurs, neh? These legends are out here catching business and pain like it's a buffet with no side plates — just anxiety served extra hot. The report notes that 50.2% of founders are walking bundles of anxiety and 45.8% are struggling with high stress. Not because they're weak, but because entrepreneurship in South Africaoften means managing unreliable cash flow, municipality load reduction, and dealing with unscrupulous clients. Look, it's not shocking that 39.2% of entrepreneurs are stressing about money 24/7 — and no, it's not because they went wild at Woolies — it is because month-end in a small business is like Survivor: MSME Edition. Who gets paid first — the reputable supplier, the devoted employee, or the benevolent landlord? And just when you think you're getting your acts together, here comes 34.4% of entrepreneurs waving the burnout flag, with no 'Mchunu' benefits of a special leave. On top of that 31.7% feel like frauds, (a.k.a Thabo Bester launching a business behind prison walls). Yes, even the founder with the killer elevator pitch sometimes Groks 'how to not ruin your life with your own startup.' Video Player is loading. Play Video Play Unmute Current Time 0:00 / Duration -:- Loaded : 0% Stream Type LIVE Seek to live, currently behind live LIVE Remaining Time - 0:00 This is a modal window. Beginning of dialog window. Escape will cancel and close the window. Text Color White Black Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Background Color Black White Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Transparent Window Color Black White Red Green Blue Yellow Magenta Cyan Transparency Transparent Semi-Transparent Opaque Font Size 50% 75% 100% 125% 150% 175% 200% 300% 400% Text Edge Style None Raised Depressed Uniform Dropshadow Font Family Proportional Sans-Serif Monospace Sans-Serif Proportional Serif Monospace Serif Casual Script Small Caps Reset restore all settings to the default values Done Close Modal Dialog End of dialog window. Advertisement Next Stay Close ✕ Ad loading While others snore like a tractor at night, 21.6% of entrepreneurs barely close their eyes. Forget lullabies — small business owners are kept awake by delivery vans that vanish off the radar, customers who ghost, and suppliers who only reply on the 5th reminder. Running an SMME isn't a job, it's a 24/7 emotional rollercoaster where sleep is optional, but panic attacks are order of the day. Who needs horror movies when you've got fleet signals disappearing into the night? Most SMME owners don't have a VIP section in high society — if they did, the entrepreneurial grind wouldn't feel like a solo midnight stroll through Lonely Street Avenue. With 26.9% of entrepreneurs saying they feel isolated, it's clear the hustle life isn't as social as those networking brunches make it seem. Between juggling invoices, chasing clients, and pretending you understand tax law, there's barely time for friends unless you count your laptop and that overused coffee mug. Meanwhile, 26.9% of entrepreneurs are stuck in a wrestling match with work-life balance — and mood spoiler alert: work's winning by a TKO. Can you really blame them? For most SMMEs, the only 'me time' they get is when the Wi-Fi crashes and Joburg does the honourable thing throttling water forces an entrepreneur to do passport photo wash. According to the report, 13.7% of entrepreneurs say their business is putting their relationships on the rocks — and honestly, who's surprised? Missing bae's birthday dinner because you're stuck pitching to a client who still hasn't paid your first invoice? Yoh. You're not just missing dessert — you're inviting to be served silent treatment for the whole week. Meanwhile, 12.3% of founders say they feel hopeless, which is a bit rich considering most of us make a living selling hope. Mental health for entrepreneurs isn't just a 'nice-to-have,' it's a survival tool. You can't build the next big thing when your brain's running on 5% with no charger in sight. We don't need more hustle quotes on Instagram, we need proper support: real check-ins, peer-to-peer vent sessions, and funders who get that 'resilience' doesn't mean carrying the whole business on your back until you pass out by the coffee machine. Because let's be honest — behind every slick pitch deck is a sleep-deprived founder running on caffeine, and a half-eaten Gatsby from three days ago. So the next time someone says, 'Just push harder,' send them this article and say: 'I'm not lazy, my bru. I'm just trying not to die while building generational wealth.' Bongani Ntombela is the Programmes Director at 22 On Sloane, Africa's Largest Entrepreneurship Campus. Image: Supplied Bongani Ntombela, Executive: Programmes at 22 On Sloane. *** The views expressed here do not necessarily represent those of Independent Media or IOL. BUSINESS REPORT

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store