French ex-soldiers eye Africa return as US billionaire seeks security team for DRC mines
French ex-soldiers may be returning to Africa as part of a private security team put together by US billionaire, Eric Prince to protect mining operations in the Democratic Republic of Congo (DRC).
French ex-soldiers are being considered for recruitment to secure mining operations in the Democratic Republic of Congo.
This initiative is connected to the firm of Erik Prince, indicating a trend towards private security in resource-rich African regions.
The DRC's mineral wealth and ongoing instability underlie the necessity for specialized security measures.
The recruitment of French ex-soldiers is linked to a security contract with U.S. billionaire Erik Prince's firm, indicating a growing trend of private military contractors securing high-risk, resource-rich areas across Africa.
According to a report by Africa Intelligence, a ' mysterious' recruiter has been reaching out to former French servicemen, particularly from the elite French Foreign Legion, to offer them a role in the DRC.
The move follows recent peace talks between the DRC and Rwanda, which were part of broader efforts initiated by the United States to address the ongoing regional conflict.
In exchange for stability in the region, the U.S. has gained access to the DRC's mineral wealth, which has long been plagued by issues such as smuggling and corruption.
In April 2025, Reuters exclusively reported that Erik Prince had secured a deal to assist the DRC in securing and taxing its vast mineral reserves.
With the DRC's immense mineral wealth and its ongoing instability, securing mining operations has become increasingly vital.
This has led to the involvement of experienced personnel from around the globe, with French ex-soldiers becoming key players in this growing security landscape.
Details of the security deal
Erik Prince, founder of the infamous private military company Blackwater, has a contentious history in the Democratic Republic of Congo (DRC), where his firm has been involved in securing mining logistics since 2015.
According to The Africa Report, Prince initiated talks with the DRC government in early January regarding mineral security, prior to the M23 rebels' major offensive that led to the capture of Goma and Bukavu.
In April 2025, an agreement was reached to help secure and tax the country's vast mineral wealth, particularly in the copper-rich Katanga province.
The deal aims to boost state revenue from mining, which is plagued by smuggling and corruption.
The use of ex-French soldiers
Erik Prince's preference for hiring ex-French soldiers likely stems from their deep experience in high-risk environments, especially in African conflict zones.
With their extensive knowledge of Africa's political and security dynamics, these soldiers bring valuable skills to stabilize volatile regions.
However, this reliance on French military personnel faces rejection in many African countries, particularly in French-speaking nations, where such interventions are often seen as neocolonial or undermining local sovereignty.
This growing pushback is reflected in the increasing replacement of French forces by Russian military presence.
The shift is particularly evident in countries like Mali, Burkina Faso, and others led by military juntas.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles

Business Insider
40 minutes ago
- Business Insider
3 members of the 'Tesla mafia' share what they learned from Elon Musk's company
Tesla makes EVs, batteries, robots, and startups. A steady stream of employees — the "Tesla mafia" — have left to found companies in everything from EVs and batteries to robotics and electric boats. Electric car startup Lucid was founded by former Tesla executives back in 2007, and the ex-Tesla founders of British EV startup Longbow previously told Business Insider they aimed to deliver a Roadster sports car before Elon Musk's company. Former senior employees who then raised large amounts for their own startups include former senior vice president of energy Drew Baglino, whose energy firm Heron Power reportedly raised a Series A round of over $30 million in April. Automotive tech startup Tekion, founded by Tesla's former chief information officer Jay Vijayan, is now valued at over $4 billion. "The success rate of former Tesla employees starting their own companies, building hard things, is exceptionally high," Chris Walti, Tesla's former Optimus lead, told BI. BI spoke to Walti and two other former Tesla employees about why so many of its former employees have gone on to startup success. 'It's not a Google-like culture, and it's not a 9-to-5 experience' Gene Berdichevsky, CEO of Sila Nanotechnologies and Tesla's seventh ever employee, said what sets working at the company apart is the sense of "radical self-reliance." "It's kind of the belief that when you're doing new things, there are no experts to ask, there are no suppliers who have done it before. If there are, you're probably not doing something particularly novel," said Berdichevsky, who left the company in 2008. Walti, who left the company in 2022 after seven years to start robotics firm Mytra, told BI that Tesla gave engineers unprecedented freedom and responsibility to tackle "really big problems." "You can solve problems without requiring 20 product managers and five VPs for approval. Here's the problem: go figure it out, go solve it, go talk to whoever you need to get it done," Walti said. While Tesla's lack of bureaucracy may be liberating, the company is also known for its intense work culture. Musk and other senior figures have previously slept on the factory floor during crises, and employees are expected to work long hours to meet the billionaires' tight deadlines. "Tesla is not an easy place to work, but it was never intended to be. It's not a Google-like culture, and it's not a 9-to-5 experience," said Berdichevsky. Walti said Tesla employees used to jokingly warn each other not to "fly too close to the sun," with Musk having little tolerance for failure. "Elon has a short fuse. It doesn't matter how many successful projects you've delivered," he said. "You screw up once and you might be out." Walti added that the intensity of working with Musk led some people to "burn out," and said that working in a system where employees had little say over product direction could be frustrating. "If you're not too close to the sun, it's a wonderful place to work because you get to work on really meaty problems. You get the innovation, the scale, the tech risk, and you're surrounded by a bunch of really innovative people," he said. "On the flip side, it doesn't give you a lot of agency over why you're building things. You'll be told ' make the Cybertruck float,' and at no point is there a debate on why; it was like, just go do it," Walti added. Leaving Tesla Tobias Kahnert, who founded powertrain startup EFT Mobility, said that starting a new company is often more attractive than taking a job at a rival for Tesla employees. "We used to call it internally 'the Mount Everest syndrome'," said Tobias Kahnert, who was a senior software engineer at Tesla from 2014 to 2017. Kahnert joined Tesla right out of college and worked there through the "production hell" of ramping the Model 3 mass-market EV. The idea of founding his own company felt like a natural next move, he said. "I couldn't see a more exciting company in the world at that point" than Tesla, he said. "The option was either I stay with that company until retirement, which is a long time away, or I start something myself," he said. Kahnert said the most valuable lesson he learned at Tesla was how to innovate quickly without losing track of the need to scale a product. "The stretch between these two worlds is something you learn quite quickly at Tesla. You need this spirit of challenging the norms, seeing what's possible, and figuring out ways to get it done without being bogged down too much in processes," said Kahnert. "But you also actually need to get on the level of working with the process and alongside regulations to even have a product that you can bring into the market," he added. Walti said Tesla offered a unique experience within engineering of building hard things at scale on a tight timeline, which he called a "trifecta" of speed, scale, and innovation. "Usually, you have to pick two of the three. At places like Boeing or Lockheed, you're building hard things with innovation, but the timelines are, like, 10 years," said Walti. "Tesla is a unique place because of the scale. Startups are fast and innovative, but not yet scaled. Innovating with speed at scale is an interesting nexus that really accelerates learning," he added.
Yahoo
an hour ago
- Yahoo
Matteo Tamburini on Redefining Italian Luxury for a Global Audience
Matteo Tamburini is rejecting the concept of designing differently for different markets. 'I don't design for specific markets,' the Tod's creative director said at WWD's Global Fashion & Beauty Summit in Riyadh. 'I design with an idea, a feeling I want to translate into the collection. The beauty is in creating something that can speak to people across different cultures.' More from WWD Prada, Kering and Tod's Leaders Stake Out the Future of Luxury at Changemakers Event in Milan Andrew Scott, Christian Slater Celebrate Tod's 'Italian Hands' Book in New York WWD to Present Awards at Saudi Fashion Awards It's a bold stance in a fashion industry increasingly focused on regional customization and market-specific strategies. But for Tamburini, this universal approach represents the future of luxury — one where 'Made in Italy is not a label, but a mindset' and where the goal is creating pieces that 'can speak to people across different cultures' without compromising creative integrity. The strategy appears to be working: Tod's was awarded WWD's International Brand of the Year award in Riyadh. A Foundation Built on StorytellingTamburini's design sensibility was forged in his mother's theatrical costume atelier in a small Italian town. 'I grew up in an atelier where my mother created theatrical costumes,' he said. 'As a child, I was constantly surrounded by fabrics, patterns, and the transformative power of clothing. I learned how clothes can actually create a character, how they can tell a story beyond mere fabric and stitching.' This theatrical foundation continues to inform his work at Tod's, where every collection becomes a narrative exercise in balancing heritage with contemporary relevance. It's a perspective that sets him apart in an industry often focused on surface-level trends. Having worked across both French and Italian fashion houses, Tamburini brings a unique comparative perspective to his role. 'French brands are more structured, more organized in pushing creativity,' he explained. 'Italian brands are more instinctive, more connected to lifestyle.' This distinction has become central to his strategy at Tod's, where he leverages Italy's innate connection to living beautifully rather than simply creating beautiful objects. His approach involves what he calls 'Italianism' — a contemporary interpretation of Italian luxury that feels both rooted and revolutionary. 'I'm trying to speak about Italianism, but in a contemporary, up-to-date way,' he said. 'It's about creating something familiar yet surprising — changing textures, proportions and combinations to keep the essence alive.' Quiet Luxury, Loud ImpactAs the fashion industry grapples with the 'quiet luxury' phenomenon, Tamburini offers a nuanced perspective. 'What we do might look quiet, but it's not as quiet as it seems,' he said. 'For me, it's not a trend — it's about creating minimal things, beautifully executed.' This philosophy positions Tod's beyond fleeting movements, focusing instead on enduring quality and subtle distinction. Central to Tamburini's design philosophy is the concept of 'easiness and desirability.' He envisions his customer as someone who 'travels the world, moves with ease, and isn't strictly following trends.' This translates into collections that transcend seasonal whims, instead offering timeless pieces with modern sensibilities. This universal approach has proven particularly relevant as luxury consumers become increasingly global in their outlook and lifestyle. Tamburini draws inspiration from unexpected sources, with David Bowie serving as a key creative touchstone. 'I always have specific icons in mind,' he shared, 'not just his on-stage persona, but that off-stage nonchalant easiness — someone who works around stereotypes in fascinating ways.' Tamburini's approach to creative direction is very hands-on, including with production. 'I'm often in the factories, working closely with the team,' he said. 'I'm not a designer who sits in an ivory tower. Exchanging ideas, making people feel involved — that's crucial to the creative process.' This collaborative spirit extends to his approach with both men's and women's collections, which he sees as part of a cohesive narrative rather than separate entities. Wisdom for the Next GenerationIn an era of instant gratification, Tamburini advocates for patience and depth. His advice to emerging designers reflects his own measured approach: 'Stay curious. Speak less and listen more. Don't rush — good design comes with time. We're in an era of instant gratification, but true creativity requires patience and depth.' As Tod's continues its evolution under Tamburini's creative direction, the brand's International Brand of the Year recognition from WWD validates his approach to honoring Italian heritage while embracing global sensibilities. 'Every collection is a journey,' he reflected. 'It's about creating sparks of desire, connecting with people through design that feels both familiar and exciting.' Best of WWD The Story Behind Jackie Kennedy's Cartier Watch: A Royal Gift With 'Traces and Clues of Her Life' Revealed Model and Hip Hop Fashion Pioneer Kimora Lee Simmons' Runway Career Through the Years [PHOTOS] Salma Hayek's Fashion Evolution Through the Years: A Red Carpet Journey [PHOTOS]
Yahoo
an hour ago
- Yahoo
Azeri SOCAR to sign agreements with Exxon Mobil, BP soon, three sources tell Reuters
By Nailia Bagirova BAKU (Reuters) -Azeri state energy company SOCAR will sign new agreements soon for oil and gas exploration in Azerbaijan, including with Exxon Mobil and BP, three sources told Reuters on Monday. The sources, who spoke on condition of anonymity, declined to give further details. Azerbaijan has proven oil reserves of 7 billion barrels and proven natural gas reserves of 1.7 trillion cubic metres, according to the U.S. Department of Energy. Azerbaijan plans to increase natural gas exports by a total of 8 billion cubic metres (bcm) by 2030, President Ilham Aliyev said on Monday. The additional volumes will be produced from five existing and new fields, Aliyev said. Azerbaijan exported 25 bcm of natural gas in 2024. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data