Zipline is seeking to deepen its role in Nigeria’s healthcare system by expanding the use of autonomous logistics to tackle persistent gaps in the distribution of medicines, vaccines, and other critical medical supplies.
The company, which began operations in Nigeria in 2022, says it has served more than six million people across three states, completed over 190,000 deliveries, and delivered more than 6.5 million vaccine doses.
As Nigeria continues to invest in healthcare infrastructure, in this exclusive interview, Anthonio (Tonio) Pinheiro, the newly appointed Country Director of Zipline Nigeria, told BusinessDay’s Chinwe Michael that the bigger challenge is ensuring that existing facilities can consistently access the products they need.
Pinheiro, who previously worked as director of marketplace operations at Andela and later as chief operating officer and operating partner at Ingressive Capital, said Zipline’s strategy is focused on building long-term logistics infrastructure rather than running short-term technology pilots.
He discusses Nigeria’s healthcare infrastructure gaps, Zipline’s government partnerships, the economics of scaling autonomous logistics, and why drones are only one component of the company’s broader healthcare supply-chain infrastructure.
You recently assumed the role of Country Director for Zipline Nigeria. What have been your biggest observations about the operating environment so far?
My biggest observation is the scale of both the opportunity and the ambition. Nigeria has one of Africa’s largest healthcare systems, and governments are looking for practical ways to improve access and service delivery.
Operating at this scale requires patience, local knowledge, and close partnership. Success is not simply about deploying technology. You have to understand the realities on the ground, earn the trust of healthcare workers, and build something that fits into the health system.
That is how we approach our work at Zipline. We are not building a temporary solution. We are building infrastructure that health workers, governments, and patients can depend on over time.
Nigeria has seen significant investment in health infrastructure over the years, yet challenges remain. From your perspective, where are the biggest gaps today?
Pinheiro: Nigeria has expanded its health infrastructure, including primary healthcare centres, teaching hospitals and diagnostic facilities. However, population growth and the cost of maintaining power, equipment, staffing and medical supplies have grown faster than the resources available.
The challenge is not simply a lack of investment. It is making sure that existing facilities can function consistently and have the products they need when patients arrive.
A health worker should not have to refer a patient elsewhere because a medicine, vaccine, or unit of blood is unavailable. Our role is to strengthen the logistics behind the health system so facilities can request what they need and receive it quickly, rather than holding large amounts of stock that may expire or go unused.
Since launching in Nigeria in 2022, we have served more than six million people across three states, completed over 190,000 deliveries, and delivered more than 6.5 million vaccine doses. Those figures matter because they represent more patients receiving care closer to home and more health workers able to treat people when they arrive.
How does Zipline work with public-sector stakeholders, and what have you learned about implementing technology-driven solutions within government systems?
Everything we do starts with partnership. We don’t operate alongside the public health system, we become part of it. We work with federal and state governments to understand their priorities and integrate our infrastructure into existing healthcare systems.
We’ve learned that successful innovation isn’t about replacing public systems; it’s about strengthening them. Technology creates the greatest impact when it’s aligned with government priorities, embedded into existing workflows, and designed to solve real operational challenges.
That’s why our partnerships are built for the long term. Together with the government, we’re creating more resilient health systems that deliver better outcomes for citizens.
Infrastructure projects often struggle to move beyond pilot stages. What does it take to scale a logistics network sustainably across multiple states?
Sustainable scale comes from proving value, building trust, and delivering consistently over time. Governments don’t scale technology because it’s innovative; they scale infrastructure because it’s reliable and delivers measurable results.
We’ve seen this approach work successfully across Africa, and that is why governments continue to choose us. The results speak for themselves – including a reported 51 percent reduction in maternal deaths, up to 84 percent reduction in severe acute malnutrition, a 60 percent reduction in the duration of vaccine stockouts, and economic development that can literally be seen from space.
Ultimately, lasting scale isn’t about running successful pilots, it’s about building a trusted national infrastructure that governments, healthcare workers, and communities can depend on every day.
What role can private-sector innovation realistically play in addressing some of Nigeria’s infrastructure challenges?
Private-sector innovation can play a major role, but only when it is aligned with public priorities.
Governments define public priorities and provide the policy framework. Companies like Zipline contribute technology, operational expertise, and the ability to build and manage complex infrastructure efficiently.
When those strengths come together, we can improve service delivery, create high-skilled local jobs, strengthen national capability, and help governments deliver better outcomes for citizens.
Before joining Zipline, you worked with technology startups through Andela and Ingressive Capital. How does building physical infrastructure compare with scaling digital businesses?
Many of the leadership principles are the same. You need capable people, disciplined execution, and a clear understanding of the customer.
The main difference lies in the consequences of failure. With physical healthcare infrastructure, each delivery can affect patient care. Reliability is therefore not simply a product feature; it is an operating requirement.
Physical infrastructure also depends on more stakeholders. You are working across regulation, government, supply chains, engineering, healthcare facilities, and local communities. That makes relationships and execution as important as technology.
What misconceptions do people often have about autonomous logistics and its application in markets like Nigeria?
The first misconception is that people see drones when they should see infrastructure.
Autonomous drone delivery is only one part of Zipline’s work. We operate an end-to-end logistics system that includes warehousing, inventory management, cold chain, order fulfillment, delivery, and digital track and trace.
Together, these systems help governments move medical products more efficiently and respond to demand in real time.
The second misconception is that advanced autonomous technology is better suited to developed markets. In reality, African countries have been among the first to deploy autonomous logistics at a national scale.
That is because the need is clear. When the technology is integrated into public health systems and paired with local talent, it can expand access, reduce waste, and help facilities provide more consistent care.