Building sustainable Black businesses through training and teamwork

By Andrea Stevens
AFRO Staff Writer
astevens@afro.com

For many Black entrepreneurs, the road to full-time business ownership is marked by both systemic challenges and strategic breakthroughs. While success is possible, it often hinges on access to contracts, collaboration and what one expert calls “belief capital.”

Omar Muhammad, director of the Entrepreneurial Development and Assistance Center at Morgan State University, and Devon Corbin, director of the United Negro College Fund (UNCF) Center for Innovation and Entrepreneurship, offer insight into the realities many Black founders face when starting businesses.

“Success really depends on the individual, the business model and whether they have contracts or paying customers early on,” said Muhammad, a Baltimore native and lifelong entrepreneur. “For those with contracts—whether government or corporate—it might take three months to go full time. For others, it may take several years.”

Muhammad stressed that identifying paying customers early is crucial. Many entrepreneurs, he said, make the mistake of assuming friends and family will sustain their business.

“It’s not long-term,” Muhammad said. “Access to paying customers is often more valuable than startup capital.”

Corbin agrees. Based on research and experience with diverse founders, he believes systemic barriers, including economic, market, cultural and institutional inequities continue to limit success for Black and Brown entrepreneurs.

“Most Black entrepreneurs don’t make it past 18 months,” Corbin said. “Very few leave their jobs until they’ve had at least two to three profitable years. Some continue working full time even after five years in business.”

To change that trajectory, Corbin leads a comprehensive training program through UNCF that mirrors accelerator and incubator models. His curriculum walks participants through every stage of venture creation, from problem identification and team leadership to business plan development and pitching.

Classes include “Intro to Entrepreneurship,” “Soft Skills and DEI,” “Leadership and Teams” and “Risk/Reward Design Thinking.” By the end, participants have a business plan, a value proposition, a prototype or minimum viable product (MVP) and real market feedback.

Muhammad also emphasized the importance of collaboration. While many entrepreneurs want to run businesses solo, he argues that partnerships and advisory boards are often what differentiate those who succeed from those who don’t.

“I’ve seen businesses fail because everyone wanted to be the head chief,” Muhammad said. “But when entrepreneurs build teams or even merge ventures, they can go after bigger customers and more revenue.”

Both experts agree that programs, mentors and early investment are helpful—but belief is the foundation.

Corbin emphasized the critical role of confidence and conviction in a founder’s journey.

“Belief capital is the best support a founder can have,” Corbin said. “If a founder truly believes in their vision, others—investors, customers, mentors—will too.”

As more institutions focus on inclusive entrepreneurship, both Muhammad and Corbin say the key lies in practical skills, strategic partnerships and a community mindset.

“We can build economic empowerment in our communities,” said Muhammad. “But we have to do it together.”