When the news broke of Bhagwan Ramchand Khubchandani’s passing in 2021, the tributes came not just from the corporate boardrooms of Accra, but from everyday Ghanaians who had grown up shopping in his stores.

To the outside world, he was the founder of Melcom, the 65-outlet retail behemoth that dominates Ghana’s department-store landscape. But to truly understand the magnitude of his legacy, you have to rewind a century. You have to step back to 1929, when the Gold Coast was still a British colony, and a 14-year-old Indian boy with empty pockets but a brimming heart stepped off a ship, looking for work as a humble store boy.

This is the story of a dynasty built not on inherited wealth or speculative venture capital, but on the sheer will to survive devastating catastrophes, the trust of an English creditor, and an unshakable love for a country that took an immigrant family into its fold.

A Shop Boy’s Dream in the Gold Coast

In 1929, Ramchand Khubchandani arrived on the shores of what was then the Gold Coast at the tender age of fourteen. He was young, far from his homeland, and possessed of little more than a willingness to work. As he took his first steps onto Accra’s sunbaked streets, he did something that would set the tone for the next hundred years: he immediately fell in love with the country and its people.

His first job was a modest one—a store boy, learning the ropes of trade, retail, and customer service from the ground up. He spent the next seventeen years behind counters, meticulously observing local consumer behavior, learning how to haggle, and understanding the intrinsic trust required to succeed in West African commerce. It was a long apprenticeship, but in 1946, the fruits of his labor finally materialized. With his younger brother, he pooled together a lifetime of savings to open the very first GLAMOUR department store, right in the heart of Accra’s modest central business district.

Their hard work was quickly rewarded. Business boomed, and within short order, they opened three more branches across the city. For a pair of immigrant brothers, it must have felt like destiny had finally tilted in their favor. They were no longer shop boys; they were proprietors. But destiny, as they would soon learn, is a fickle mistress.

The 1948 Crossroads Shooting: Looting and Total Ruin

February 28, 1948. The Christiansborg Crossroads Shooting, a tragic spark that ignited the 1948 Accra Riots and fast-tracked Ghana’s fierce quest for independence, also marked the end of the brothers’ first dream. As colonial tensions reached a boiling point, the streets of Accra descended into bedlam. The city was swept by widespread looting.

The Khubchandani brothers watched in horror as mobs descended upon their shops. They witnessed their entire life’s savings, their stock, and their newly built empire vanish before their eyes in a matter of hours. When the smoke cleared, they were left with absolutely nothing. They did not have insurance. Overnight, they went from successful entrepreneurs to penniless laborers.

For most people, this would have been the final chapter. It was a crushing, debilitating blow—one that shattered dreams and left people destitute for life. But the Khubchandanis had an indomitable spirit. They had an established reputation in the Gold Coast business community as astute, honest, and resilient traders. With nothing left but a determined, never-give-in attitude, they began knocking on every door in Accra, begging for a lifeline.

The Handshake That Saved an Empire

Among the suppliers they approached was a British firm. In a twist that seems straight out of a cinematic drama, this particular English supplier took a monumental gamble. The supplier had dealt with the brothers before and knew their reputation. He agreed to ship them an entire inventory of goods without demanding a single pesewa upfront—extending them unsecured credit based entirely on their good word.

It was an act of phenomenal trust, and the brothers did not squander it. They paid back every last cedi on time. They honored their commitments with such diligence and integrity that they not only recovered but returned to the market with greater strength than before. Their credit rating became unshakeable. In the years that followed, they expanded aggressively, moving beyond simple retail into full-fledged industrialization.

From Textiles to 1,200 Workers: The Industrialization Era

By 1955, the brothers turned their attention to manufacturing, opening what is historically documented as Ghana’s very first garment factory. They were astute enough to understand that true power lay in controlling the supply chain. Their vision pushed them to backward integrate—they began manufacturing their own textiles. At its zenith, this textiles division employed over 1,200 Ghanaians. For a young nation still learning to flex its industrial muscles, this family-run Indian-Ghanaian business was a massive engine of economic development.

Yet, they still had an appetite for more. Not satisfied with retail and textiles, the brothers pivoted yet again, this time into the hospitality sector, establishing Ghana’s first Indian restaurant, the legendary Maharaja.

Operation Feed Yourself: The 1979 Agricultural Pivot

Then came 1979, and with it, a drastic shift in the Ghanaian political landscape. The military regime of Colonel I. K. Acheampong launched a sweeping economic initiative called “Operation Feed Yourself.” It was a self-reliance program that strictly restricted imports and ordered local factories to set up agricultural operations to produce the raw materials required for their own industrial output. The directive was absolute: failure to comply meant a complete revocation of their import licenses for crucial production inputs.

The brothers faced a dilemma. Their textile and garment businesses relied heavily on polyester, which required absolutely no agricultural activity. They argued this logic to the regime, but the military government was unyielding. To keep their licenses and retain their business foothold, they were forced to become farmers.

They established the GLAMOUR Poultry Farms, a move made out of political coercion, but one that became an accidental stroke of genius. That poultry farm still stands and operates profitably today, proof of the family’s ability to adapt to political headwinds and bureaucratic inertia.

The Split and the Birth of Melcom (1989)

By the 1980s, the patriarch Ramchand had passed the baton to his son, Bhagwan Ramchand Khubchandani. Bhagwan inherited 50% ownership of the sprawling GLAMOUR conglomerate. Yet, like his father, Bhagwan had a singular, burning passion: pure retail. He believed that the future lay not in spreading thin across manufacturing, textiles, and farming, but in conquering the domestic consumer market.

In 1989, Bhagwan made the difficult decision to part ways with his family partners. He took his 50% share and, bringing his own sons-in-law—Mahesh Melwani and Ramesh Sadhwani—into the fold, he laid the foundation for a new enterprise: Melcom.

It began with a single, modest store in Accra. There was no e-commerce, no aggressive venture capital backing, no technology-driven disruption. It was old-world retail—brick-and-mortar trade built on a deep, almost psychic understanding of Ghanaian consumer habits. Bhagwan understood that Ghanaian shoppers craved accessibility, affordability, and the physical experience of picking out goods in a well-lit, well-organized environment. Over the next three decades, he turned that single store into a staggering 65 outlets spread across every corner of the nation.

The Twin Disasters of 2012: The Collapse and the Fire

Just as the business was reaching its apex, 2012 dealt two nearly fatal blows to the empire.

On November 7, 2012, Ghana was gripped by a national tragedy. Melcom’s five-story shopping mall at Achimota, near Accra, suddenly collapsed. The Ghanaian authorities and the National Disaster Management Organization (NADMO) immediately launched a massive, frantic rescue mission. It took days of backbreaking work to pull trapped survivors from the rubble, but the final toll was devastating: 82 people were pulled out, including 14 who were confirmed dead.

Initial investigations revealed catastrophic structural defects—a fatal lack of adherence to building codes and the utilization of improper building materials. Notably, Melcom itself had only rented the building in January of that same year. Despite being blameless in the construction, the company bore the immense burden of the tragedy, having to navigate public grief, compensation claims, and a tarnished reputation.

Crucially, however, the company did not hide. They faced the families of the victims, cooperated fully with the government, and vowed to do better. They began the grueling process of restoring consumer confidence.

Yet the universe had another challenge waiting. Just 45 days later, on December 22, 2012, the Melcom mall in Agona Swedru, in the Central Region, was engulfed in a catastrophic fire. The Ghana National Fire Service rushed to the scene, but the building was already fully ablaze. Because the blaze broke out after the store had closed for the night, there were no human casualties. However, the adjoining warehouses—stocked to the brim with heavily discounted Christmas inventory—were completely gutted.

To lose one store in a year is a tragedy; to lose a huge warehouse stuffed with peak-season inventory is a commercial catastrophe. And yet, Melcom survived. The family dug deep into their reserves, rallied their suppliers once again, and rebuilt.

The Legacy and the Future

When Bhagwan Khubchandani passed away in 2021, he left behind a corporate group that had transcended retail. The Melcom Group of Companies now encompasses six distinct entities: Melcom Limited, Century Industries Limited, Crownstar Electronic Industries Limited, Melcom Hospitality, Melcom Travels, and Melcom Care. It is an enterprise that touches almost every facet of modern Ghanaian life—from groceries to refrigerators, from travel planning to hotel stays.

But perhaps his greatest achievement is the blueprint he left for multi-generational entrepreneurship. Today, his sons-in-law, Mahesh and Ramesh, steward the empire. They are not just managers; they are custodians of a century-old trust established by a 14-year-old immigrant. They stand as a powerful example that in emerging African markets, the formula for enduring success is not the slickness of an app, but the resilience to endure fires, collapses, political upheavals, and devastating losses, all while keeping a polite smile on your face for your customers.

As Bhagwan once wrote in his memoirs, “Like my father, I have adopted Ghana as my home. I am eternally grateful to the people of Ghana who have, for all the years, extended their unconditional love and hospitality.”

The next time you walk into a brightly lit Melcom supermarket, remember that you are not just standing in a retail store. You are standing in a monument to a century of trade, one built from a single wooden counter in 1929, rebuilt from the ashes of a 1948 riot, and fortified by the grit of a family that simply refused to give up.

For decades, African nations have produced world-class athletes and champions on the global stage. But according to one entrepreneur, the continent has yet to produce the one thing that could transform its sports economy: a world-class brand of its own.

Nina Baksmaty Djamson, founder of Afritude, is on a mission to change that. Her company is attempting to disrupt the global sports industry through fashion, designing and manufacturing athletic apparel on the African continent for African teams—and, she hopes, eventually for the world.

“Africa has produced world champions. Now it’s time to produce world-class sports brands,” Djamson wrote in a social media post announcing the venture. “For too long we’ve worn everyone else’s story. Afritude is our attempt to change that. Not just to play the game. To own it.”

From Consumer to Creator

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In a video accompanying the announcement, Djamson laid out the problem she sees at the heart of African sports culture.

“My name is Nina, and I’m the woman trying to disrupt the global sports industry through fashion,” she said. “For decades, every time we wear Nike, Adidas, or Puma, we are promoting somebody else’s culture, building someone else’s economy, and advertising someone else’s story, often for free.”

The question she asked herself was simple but profound:

What would it look like if Africa built its own?”

The answer is Afritude.

Designed in Africa, Made in Africa

According to Djamson, Afritude has already designed World Cup jerseys for three African countries. Crucially, she says more than 90% of the company’s spending has gone directly back to people on the African continent—from production and manufacturing to creative talent.

“This is not charity,” Djamson emphasized. “This is ownership. This is dignity. This is representation.”

The model stands in stark contrast to the traditional sports apparel industry, where global giants manufacture in low-cost countries outside the continent while selling branded merchandise to African consumers. Afritude aims to keep both the creative and economic value within Africa.

Playing With Dignity

Before becoming a major company, Afritude is already preparing to give back. Djamson announced that the brand plans to donate more than a thousand “chain guards and chain socks” to children.

“Every child deserves to play with dignity,” she said.

The gesture reflects a broader philosophy: that sports apparel is not just about performance or fashion, but about self-respect and representation. For young athletes across the continent, wearing locally designed and locally made gear could carry a different kind of meaning.

An Invitation to Own the Game

Djamson closed her announcement with a call to action directed at Africans everywhere.

“And if you believe Africa should build for itself, wear for itself, and profit from itself, welcome to Afritude,” she said. “Don’t forget to get your jersey.”

The brand’s website, www.Afritudeclo.com, features jerseys and apparel that draw on African aesthetics, colors, and design traditions. While still in its early stages, Afritude represents an ambitious attempt to carve out space for African-owned, African-made products in a global sports market dominated by Western and Asian conglomerates.

A Bigger Movement

Djamson’s initiative aligns with a growing pan-African movement toward economic self-determination. From music and film to fashion and technology, a new generation of African entrepreneurs is asking not just for a seat at the table, but for the ability to build their own tables.

In sports, where Africa’s talent has long been celebrated while its economic returns have often flowed elsewhere, Afritude offers a different vision: one where the continent’s athletes wear their own stories, advertise their own economies, and profit from their own success.

“Africa has produced world champions,” Djamson wrote. “Now it’s time to produce world-class sports brands.”

The game, she believes, is just beginning.

The United States is positioning emerging technologies including artificial intelligence, drone logistics, and rural 5G connectivity as the next frontier in its bilateral relationship with Ghana.

The move signals a strategic shift from traditional aid toward investment-driven partnership, Chargé d’Affaires Rolf Olson has announced.

Speaking at a celebratory event marking the 250th anniversary of American independence, Olson declared that the U.S.-Ghana relationship is entering a new phase defined by “not dependence, but resilience” and “a two-way exchange of investment, innovation, and expertise.”

While acknowledging ongoing changes to the US foreign assistance framework, he emphasized that America remains the largest financial contributor to health emergencies across Africa — including $200 million to the current Ebola response — but pointed to commercial technology ventures as the model for future collaboration.

“As we greet this next phase of our partnership, we see enormous potential for U.S.-Ghana collaboration and commerce in emerging sectors – from digital technology to artificial intelligence, from advanced agriculture to cutting-edge energy techniques,” Olson told an audience of government officials, diplomats, and business leaders in Accra. “Ghana’s young innovators are positioned well to seize these types of opportunities.”

The Chargé d’Affaires highlighted concrete examples of technology-driven partnerships already underway.

He cited Zipline’s drone delivery network, which has completed 800,000 medical deliveries in Ghana since 2019, saving an estimated 10,000 lives, including 1,600 through emergency transport of snake anti-venom alone.

He also revealed US support for deploying “cutting-edge wireless technology at hundreds of base stations across Ghana,” aimed at expanding rural connectivity and bridging the digital divide across West Africa.

Olson framed the vision within a broader narrative of economic self-sufficiency, noting that more than 100 American companies are active in Ghana across energy, technology, and agriculture.

He pointed to Newmont, the single largest taxpayer in Ghana, where 99% of the workforce, including the Country Manager, is Ghanaian. Bilateral trade in goods and services reached approximately $4 billion last year, a figure Olson said “can grow.”

The diplomatic push comes alongside deepened security cooperation. Olson confirmed that just this week, US law enforcement handed over Sedina Tamakloe Attionu to Ghanaian authorities, fulfilling an extradition request, while Ghana has extradited multiple individuals wanted in the US for cyber-related fraud that has stolen tens of millions of dollars from American victims.

Reflecting on the historical ties that bind the two nations, from Richard Nixon meeting Martin Luther King Jr. in Accra in 1957 to Ghana being the first country to welcome Peace Corps volunteers in 1961, Olson concluded that the relationship is now mature enough to pivot toward technology, trade, and mutual resilience.

“Two hundred and fifty years into America’s independence and nearly 70 years into Ghana’s, we look to the future with optimism, confidence, and renewed purpose,” he said.