From surviving on passion to building sustainable impact: the journey of 1000 Black Boys

A mission born from pain

When Ademola Adeyeba first applied to DiNN’s Level 3,  Innovate Now with City Bridge Foundation, he was already a powerful storyteller. A Black African male who had been bullied, become a bully, attempted suicide twice, and run away from home at 17, he had turned his trauma into a mission: “We exist to inspire Black boys and young Black men to unleash their potential and live a life of purpose.”

But 1000 Black Boys was a classic “passion‑first” organisation. It had glowing testimonials, a waiting list, and a founder who could move a room. What it didn’t have was a sustainable business model. Income sat at just over £31,000, almost entirely from grants. Trading income was below 10%. There was no automation, no proper financial system, and Ademola himself was the bottleneck, delivering programmes, chasing funding, and emptying his own pocket to keep cash flow afloat. “We run out of cash because I’m delivering the programmes,” he admitted. “I don’t have the capacity to also do the funding work.”

DiNN’s first step was a health check. It confirmed the CIC’s strengths,  a clear, lived‑experience‑led mission and deep community trust,  but exposed critical weaknesses in financial management, strategic planning, and monitoring. The health check wasn’t a verdict. It was a shared diagnosis that shaped everything that followed.

Learning to build, not just to deliver

Over several months, 1000 Black Boys received a sequenced bundle of supports. Cohort workshops covered business viability, systems, financial management, and fundraising for social investment. Ademola particularly valued the session on approaching corporates for revenue and the Business Model Canvas,  a framework he had never encountered before. “The accountability structure is really, really good,” he said. “It keeps us engaged as entrepreneurs.”

Between workshops, he met one‑to‑one with his Critical Friend, Irene Brew‑Riverson. They drilled into sustainable funding, product‑market fit, and financial strategy. By the final session, Irene had helped him complete a business plan and an action plan, both of which were formally approved.

Halfway through the programme, DiNN’s grant manager checked in. Ademola reported that three mentorship cohorts were running concurrently (rather than sequentially), that 17 participants had paid a subsidised fee (demonstrating demand), and that he had secured National Lottery funding for four more programmes. But he was also honest: the business account had been at a deficit, and he had used personal money to keep things moving.

By the end of the programme, the picture had shifted. Five cohorts were delivered,  including an unplanned programme for 7‑10-year-olds, created in direct response to parents reporting racism and bullying in schools. The team had grown to include a partnerships manager. And Ademola had a clear wish list: capacity‑building funding, automation, AI, and a Young Entrepreneurs Network.

Proof in the boys’ own stories

The impact on young people was tangible. Across five cohorts, 19 participants achieved a 95% completion rate. 83% reported increased confidence, and 94% had greater clarity on life goals. One 11‑year‑old declared he wanted to be a barrister and got to wear a wig and gown at the awards ceremony. A 19‑year‑old launched his own podcast. Two young men secured places on a six‑month bioscience mentorship scheme.

Organisationally, the CIC now has a five‑year plan, a business model canvas, and a Critical Friend they plan to retain for coaching. Ademola is exploring automation tools and has completed a Google programme on AI. He is bringing in a freelancer to systematise operations. And he has identified the next big goal: capacity‑building revenue that will allow him to step out of day‑to‑day delivery and into strategic growth.

“People love what we do, but they often just give us project funding. That’s very short‑term. We need medium‑ to long‑term grants that build infrastructure.”

1000 Black Boys entered Level 3 with passion and a waiting list, but without the systems or business plan to scale. By the end, Ademola had moved from “I am the organisation” to “we need a team, systems, and a five‑year plan.” The same man who once ran away from home was now standing in City Hall, speaking next to the Deputy Mayor of London for Business, turning his own survival into a blueprint for hundreds of young Black boys.