It has been reported that Africa has the youngest population in the world, with about 400 million youth aged 15 to 35 years. Sub-Saharan Africa is home to a youthful population, with more than 70% under 30. Growth projections demonstrate that the youth population is expected to double to more than 800 million by 2050.  Such growth requires significant contributions to developing initiatives that support youth in actively addressing complex societal issues and advancing economic development. More recently, youth entrepreneurship has been a topic of interest as a mechanism for encouraging the identification and exploitation of opportunities to launch ventures that contribute to innovation, job creation, social welfare, and economic growth. Given the complexity of entrepreneurial support, a range of actors work together in an ecosystem to support youth entrepreneurship. Despite the challenges of resource scarcity and uncertainties in the African context, ecosystem actors demonstrate early successes in their youth entrepreneurial development. First, while entrepreneurship education is still in its nascent phase, actors are providing generic business management tools to enable youth to run sustainable businesses. Second, despite limited financial resources, some youth entrepreneurs received small grants to develop their businesses. Of course, there is still more to be done in this regard. Third, there is an emerging opportunity for integrated partnerships to support large-scale youth entrepreneurial activity. Such an emerging approach can do away with the solo approach in entrepreneurship support. Lastly, the youth ventures that emerged address social issues and provide employment opportunities, though most are seasonal. While youth entrepreneurship is materialising, there are still challenges that need to be addressed. At the core is entrepreneurship education and training. The approach to educating and training entrepreneurs should be designed to articulate the different levels of focus. At the grassroots level, entrepreneurship education needs to be integrated into the school curriculum across primary, secondary, and tertiary institutions. Outside of the formal educational system, entrepreneurship education requires further development to better align with entrepreneurs’ needs. In most cases, the training is generic and fails to acknowledge the different entrepreneurial phases. As a result, some outcomes are not realised. Another challenge is the absence of youth entrepreneurs' voices in the design of programmes meant to help them. Consequently, the programmes designed often do not align with the requirements of the youth. While entrepreneurs still show up for these activities, they end up moving from one intervention to another, for the sake of benefits (e.g., access to a laptop) rather than the actual development. Access to finance is also a challenge facing ecosystem actors, both supporters and entrepreneurs. Some actors, such as non-governmental organisations, are also under-resourced and therefore compete with entrepreneurs for financial resources. As entrepreneurs report, being young and without a track record of financial success and collateral increases financial risks, making access to early-stage start-up funding a challenge. Therefore, blended financing and crowdfunding platforms can be instrumental in supporting impactful youth entrepreneurship projects. As much as interventions can be designed, business environment factors, such as a lack of a supportive legislative framework for youth businesses, will deter efforts to build sustainable businesses. In many countries, stringent tax requirements are cited as one of the challenges entrepreneurs face that the ecosystem still needs to address. In the business entrepreneurial environment, access to mentorship, markets, information, and networks within the ecosystem remains unattainable for many youth entrepreneurs. It is acknowledged that most youth entrepreneurial activity takes place in the informal sector and townships, complex business environments that are often harsh for businesses. However, entrepreneurs in these contexts do not have adequate support to function effectively, and forcing them to transition to formal settings is not an option. It should be acknowledged that some entrepreneurs will operate in township settings and should be supported accordingly. These emerging business environment challenges require a targeted approach. It is evident that work is being done, but most of it is disjointed and in silos, resulting in duplication of efforts. An integrated approach amongst the key actors is therefore recommended to drive the entrepreneurial initiatives towards the common goal. The key questions are: what the integration should look like, who the key custodians are, and how the integration should be implemented and funded. Is it possible to have a continental youth entrepreneurship integration platform? Can digital technology be leveraged to better support the integration? Can these platforms support high-growth firms owned by youth? Can they support internationalisation of youth-owned enterprises? The benefit of better integration is that it spans multiple disciplines, enabling entrepreneurs to leverage diverse thematic areas to solve complex problems with innovative solutions. All these questions are a call to collective action to effectively support youth entrepreneurship.